» Navigating change is hard because we don’t want to be seen as villains
» Don’t simply cut-and-paste another company’s organisational model without understanding the context
» Consider how the members of your team will understand the change, embrace it, and work through it
» A precursor to alignment is a clear product strategy
» Alignment needs you to tell the same story over and over
» Creating an assumption map can help to verify whether the team is actually aligned
» In business, certainty tends to be rewarded, even if artificial
» Beliefs save cognitive effort and so are difficult to dislodge
» The scientific method allows us to constructively try to disprove beliefs
» We can retrain ourselves not to associate uncertainty with negative outcomes
» People more easily accept they’re not seeing the whole picture than being told they’re wrong
» Don’t make people feel bad about their beliefs — be kind and connect with them
» Research shows that we interpret words like “we believe” with differing confidence levels
» There is often a lack of discipline when it comes to talking about uncertainty
