Core belief: People are trustworthy

Effective product development cultures are more Theory Y than Theory X.

Trusting people is about trusting their intent and their competence.

  1. Do you trust their intentions?
  2. Do you trust their ability to do what they intend?
  • People have good intentions (if the appropriate context is made available);
  • People are competent (or at least have the capability of acquiring competence given the right support) (AKA growth mindset).

Transparency and autonomy are natural consequences of trusting people.

People do the right thing when they want to do the right thing and they know what the right thing is; when people do the right thing, we trust they want to do the right thing; when we trust people want to do the right thing, we’re more transparent about context; when context is transparent, people know what the right thing is
Transparency reinforces trust reinforces transparency

Lack of transparency and micromanagement are natural consequences of not trusting people.

Believe people have bad intentions and/or can’t handle the information therefore hide context and micro-manage; people don’t know the right thing to do so do the wrong thing; because people did the wrong thing, believe people have bad intentions and/or can’t handle the information
Lack of transparency reinforces lack of trust reinforces lack of transparency

Trust is a natural consequence of transparency and regular, repeated delivery.

Trusting people means the default explanation for undesired behaviour is not individual motivation or ability.

X-axis: Motivation, Ability; Y-axis: Personal, Social, Structural
Six Sources of Influence

References

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Staff Agile Coach at Spotify, ex-ThoughtWorks, ex-CruiseControl

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Jason Yip

Jason Yip

Staff Agile Coach at Spotify, ex-ThoughtWorks, ex-CruiseControl

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