Dealing with unknowns
summary
Claim: unknowns collapse into opportunity when treated with situational methods rather than one-size planning. Use Cynefin to locate problems (simple, complicated, complex, chaotic) and switch to probe-sense-respond experiments with very short time boxes instead of forcing two-week sprints. Examples: a single product required 24 teams, 5,000 people across 16 locations so analysis alone fails; poor thermostat UX motivates fast probes; a family Kanban reduces stress and reveals actual capability. The goal is fast feedback, minimize harm, amplify useful outcomes.
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chapters (18)
- 0:00Welcome
- 1:27Agile coaching and uncertainty
- 2:29Large-scale engineering complexity
- 3:54Overcoming stroke urgency
- 5:18Uncertainty and fear
- 8:40Uncertainty into innovation
- 10:27Complexity to developers
- 11:53Agile tools for uncertainty
- 13:18Cynefin framework
- 15:54Problem space operating systems
- 18:49Steve Jobs innovation
- 21:19Fast feedback cycles
- 23:28Safe experimentation
- 24:54Question and answer session begins
- 25:17Agile coaching challenges
- 26:27Heisenberg’s uncertainty
- 27:50Agile in personal life
- 29:39Closing
