Bounded rationality, complex Systems and Agile principles
summary
Argues that bounded rationality limits decisions and Agile works by expanding those boundaries through faster feedback and shared models. Cites a supermarket experiment where national music flips wine sales, a neighborhood where visible meters cut energy use by ~33%, and NUMMI where Toyota-style management drops absenteeism from >20% to ~2% and fixes quality. Recommends deliberate experiments (a seven‑step Popkin flow), rapid feedback loops, and changing behavior first to shift culture; practical, proven interventions.
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chapters (15)
- 0:00Introduction
- 6:56Unconscious mind
- 8:58Energy consumption
- 11:11Interactive experiment
- 13:51Deductive rationality
- 19:01Complex Systems
- 22:11Feedback loops
- 24:01Feedback doesnt need me
- 25:46What is culture
- 27:31A story
- 30:51How did they do it
- 33:11We are human
- 34:21Edward Deming
- 35:41Team spirit
- 39:11Processes
