Week-2
the rider and the elephant
The Righteous Mind: Why Good People Are Divided by Politics and Religion by Jonathan Haidt
The central metaphor of these four chapters is that the mind is divided, like a rider on an elephant, and the rider’s job is to serve the elephant.
The rider is our conscious reasoning—the stream of words and images of which we are fully aware.
The elephant is the other 99 percent of mental processes—the ones that occur outside of awareness but that actually govern most of our behavior.
I developed this metaphor in my last book, The Happiness Hypothesis, where I described how the rider and elephant work together, sometimes poorly, as we stumble through life in search of meaning and connection.
In this book I’ll use the metaphor to solve puzzles such as why it seems like everyone (else) is a hypocrite and why political partisans are so willing to believe outrageous lies and conspiracy theories. I’ll also use the metaphor to show you how you can better persuade people who seem unresponsive to reason.
user stories - invest - done - poker
Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used for timeboxing in Agile principles. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. The cards are revealed, and the estimates are then discussed. By hiding the figures in this way, the group can avoid the cognitive bias of anchoring, where the first number spoken aloud sets a precedent for subsequent estimates.
example-user-stories.pdfA user story is an informal, natural language description of features of a software system. They are written from the perspective of an end user or user of a system, and may be recorded on index cards, Post-it notes, or digitally in project management software.
User stories serve a number of key benefits:
Stories keep the focus on the user. A to-do list keeps the team focused on tasks that need to be checked off, but a collection of stories keeps the team focused on solving problems for real users.
Stories enable collaboration. With the end goal defined, the team can work together to decide how best to serve the user and meet that goal.
Stories drive creative solutions. Stories encourage the team to think critically and creatively about how to best solve for an end goal.
Stories create momentum. With each passing story, the development team enjoys a small challenge and a small win, driving momentum.
No matter your goals, Atomic Habits offers a proven framework for improving—every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results.
If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights.
Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible.
Learn how to:
- Make time for new habits (even when life gets crazy);
- Overcome a lack of motivation and willpower;
- Design your environment to make success easier;
- Get back on track when you fall off course;
...and much more.
Milgram's Experiments and the Perils of Obedience
Cono de Incertidumbre
Una de las situaciones más complicadas que puede encontrarse un Scrum Master, o un coach ágil, es tener que explicar a un directivo o mando intermedio, que sólo ve que está contratando un proyecto del que entiende un alcance cerrado, porqué con Scrum, sin cerrar el alcance, resultaría en algo que le aportaría más beneficio. Una herramienta para hacerlo es utilizando el cono de incertidumbre.... más
Planeación, Cono de Incertidumbre y Estimaciones en IT
Good/Bad SCRUM
Business Model > Product / Service Main Features > User Story > Task
The Business Model Book
Business Model Generation teaches you how to systematically understand, design and differentiate your business model.
The Business Model Canvas
Use our business canvas template maker to create a blank business model canvas and work through these nine steps.
Value proposition: What problem do your customers have and how are you going to solve it for them?
Customer relationships: How will you communicate and build rapport with your customers? Each instance of communication should further promote your product or brand as a solution to a particular problem.
Customer segments: What people and organizations do you create value for? List them out.
Channels: At what points do you interact with customers to deliver value? How are they purchasing your product? It should be easy for customers to say "yes" to your solution!
Key partners: What individuals, businesses, or other entities do you rely on to deliver your product to customers? These might be distributors, suppliers, etc.
Key activities: What activities are absolutely essential to create, deliver, and promote your product? Those are your key activities.
Key resources: What resources do you need to create, deliver, and promote your product? If it’s not essential, it’s not a key resource.
Cost structure: How much will you spend on key resources, partners, and activities? That’s roughly how much it will cost you to run your business.
Revenue streams: How will customers purchase your product and how much will it cost them? Is it a one-time purchase or subscription-based?