Humane Development
summary
A tech leader describes abandoning a job where people are treated as resources and shows how agile morphed into certification, tooling and busywork that estimates are lies and encourage crunch and “hero” behavior. Cites learned helplessness in dog experiments and a nursing‑home choice study that increased wellbeing, argues for lightweight rules and process metaprogramming so teams derive context instead of obeying rigid tools, reports leaving a toxic culture, and prescribes empathy honesty trust autonomy as the core replacements.
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chapters (11)
- 0:00Introduction
- 2:26The problem with management
- 7:29Humane development
- 10:34The history of Agile
- 13:54Sprints and sustainability
- 17:13The fallacy of estimates
- 20:02Asking why and building trust
- 24:37Process as code
- 31:27The trap of tooling
- 33:47Learned helplessness
- 39:28Values-based leadership
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