We're here at Reach Tech, and here's the Wiki Tree booth. We have David, and Alan, and Lush. We have the life size of Elvis, Henry VIII, and Martin Luther King, for people to take pictures with. Right now, we're going to talk with David Randall about the Notables project. So just one moment, and we'll be right back. Hi, everyone. Sorry about that. We had some technical difficulties. We have Judy and Scott Folkerson. And it looks like Russell has joined us as well. Thank you for bearing with us as we had some technical difficulties here at the booth. Hope everybody is having a great day. So, a question that came up here at the booth when we had to sign up about what's going on is what is Notables project? So... Does Scott want to take that one? Sure. So the Notables project is a project to create profiles and maintain them of people who essentially are of note. Those who have attained some sort of fame or notability in the world. Typically, because we follow the Wikipedia guidelines for notability, they tend to be people that have profiles within Wikipedia already, although we do make exceptions for those that deserve it. But the vast majority of them come almost directly out of a Wikipedia page somewhere in the world. It doesn't always have to be in English or in the United States, but it can be really in any of the many Wikipedia languages of the world. Yeah, so I like the project page that it's not just US-focused, but it's around the world and throughout history. Yeah, we have Notables that go all the way back to really the beginning of history. You know, pre-1500, all the way up to your modern pop stars. Everything in between. Yeah. So we have just like that around the world, we have people from all over. We have Darren in from New Zealand. We have Mira from Slovenia. And of course, Chris is in Massachusetts. No, he's in New Hampshire, right? Who is it? Chris Ferriolo. I'm not sure where Chris is. Chris can tell us. Yeah, Patty's in Washington State where I just came from. So great to see everybody joining us from all over. Karen's from California. So please feel free to ask your questions, everybody. What questions do you have for the Notables project? Oh, here's a question. So I'm at Roots Tech in Salt Lake City. This is my first year. David, it's your first year as well, right? It's my first year. Yep. Very exciting. And I said it's walking into Roots Tech is like walking to the inside of the internet. It's like it's every website you've ever been to for genealogy purposes is here. It's actually a bit overwhelming at first. Yeah, I kind of assumed it would be a lot like drinking from a fire hose. Yep. So Russell, it looks like we just heard of your audio. Was there something that you wanted to talk about specifically? I wanted to make sure we cover about the Notables project about how to join. Yes, you can ask for a badge.  But one of the new things that we have is a Google groups. So you can send a message to the Google groups to get a badge. But if you already have a badge, please send us a request for the Google group. And we'll add you on and we hope to be having discussions there coming up in the near future. That's great. And then David, you were talking about the different sub projects that. So, so yeah, this is something we're still working on with the Notables, but we're trying to create more activities for people that join the Notables in the past. You know, for the longest time, I don't know if people realize, but Scott really ran the program by himself.  So Russell and I have now joined him and we've now got Judy on board as well and a couple others that will be joining us shortly. So being able to divide some responsibilities is, it leaves us some opportunity to create more projects and activities that we weren't able to do before. So two things that we've got going. Some of you have been aware of the challenges that we're posting every month. We'll have some new challenges coming up tomorrow. Right now every month we do a sports challenge and we do a TV challenge focusing on American television, but we pull up the profiles of past either sports legends on a particular sport or TV stars from the past and not just try to connect them. It's not strictly a connectors project, but it's a profile improvement project. So some of these profiles may have some really nice profiles, but they may be lacking in CC7. They may be lacking sources. We unfortunately run into situations where somebody has cut and pasted a Wikipedia article over to WikiTree. So we want to get those fits. So there's a whole lot of activities. You know, some people are real excited about connecting and others that doesn't doesn't thrill them, but they like writing bios or even just coming in a proofreading. So that's our challenges. But then beyond the challenges, we've got some stationary projects that we're working on developing. And this is really new just from the beginning of the year. So it's in its infancy, but you can see a list of projects, project categories there, entertainment, sports, history, military. So if somebody has a project idea and they want to create a free space page, and they want to get some publicity so they can get help with it, just drop us an email and we can get you connected to the site. You can get you out on G2G and kind of give you the notable stamp of approval. And like Sam, you're interested in military figures or science personalities. We have a member who just recently created a page for female scientists from throughout the world. It's a really pretty amazing page. If you click on, go to the Notables Project, click right there on Science and Exploration, and you'll see a link to her page, Women of Science. And this is just something an individual member has created, but she'd love to get some help. So if people are interested, they can join in. Again, if you've got another topic that you haven't seen covered, we can help you set up a page. We can get you started. So if you know what you're doing, go ahead and do it and let us know. If you don't know what you're doing, contact us and we can get you started. But the more ideas, the merrier. So anything you'd like to do that you don't see already done, we can get you going on that. So it looks like Lisa has a question. Who decides who is classified as a notable? What is the criteria? So I know I've seen that question show up a lot in this board. So the basic, the simple rule is if they have a Wikipedia page, they're a notable. That's just the easiest way for us to do it. Now, we will, if you know somebody who doesn't have a Wikipedia page, but you feel that they're still notable, let us know. And we can discuss it and depending on the circumstances, we can make a decision as to whether that person is notable or not. So it's a little bit subjective. But if you've got an argument that, hey, this person's famous, but they're not. They don't have a Wikipedia page. Not every famous person is on Wikipedia. You'd be surprised. Some members have 4 million profiles of individuals on Wikipedia. But there's still a lot of people that should have what profiles that aren't. So again, just let us know if you find somebody that doesn't fit. But if you see somebody and they have a Wikipedia page, go ahead and put the sticker on. Now there's additional criteria for living notables. Wikipedia, I'm sorry, WikiTrees policy is that you're not supposed to be creating profiles for living people unless you have their permission. So unless you know that famous person personally and get their permission, you should not be making a profile for them. However, there is an exception that if you're working with a project, a project can give approval to create that profile. It doesn't necessarily have to be the Notables project, but we're happy to work with you if you have a notable who is living and you'd like to create that profile. But if you're working with a country profile, they're able to do that for you. Now, creating a profile doesn't mean that that profile is going to be allowed to be opened and made public. There's very strict criteria on that. And the criteria is they have to have at least two, I'm sorry, at least three Wikipedia pages in at least three languages. And then two of those pages have to have a family member, a nuclear family member mentioned by name. It doesn't have to be the same family member, but at least two Wikipedia pages have to have a family member mentioned by name. So if they don't have three pages and if they don't have two pages with a family member, we are not allowed to open. That's a WikiTree rule that is not a Notables rule. And that's something that all the other projects have to follow as well. So you can't just go to another project and ask them to open it. They're under the same guidelines that we have. And that's really just for legal purposes and privacy reasons. So Scott, was there anything that you wanted to cover for Judy? Or to add. Or to add? Well, just kind of to add to what David was talking about. I know you mentioned the large number of Wikipedia entries. And of course, that's a worldwide thing. So it's rather interesting. I think a lot of times we get very English centric and we look at just what's focused on the English Wikipedia side of the house. But worldwide, I mean, there's a large number of people we could create profiles for. However, on WikiTree, at least as far as what we've identified today, there are probably nearing 71,000 profiles that have been identified with notable status. Out of those profiles, somewhere in the realm of I think a little over 4,000 are these private living profiles. Those are something that because not every member would have access to them. Typically, the leadership is the one that's kind of shepherding those particular profiles at this time, along with a good number of the team members who are allowed to get into them for various reasons. It's just a very large number of profiles. Now, one thing that helps us is that we partner with just about every other project that's out there in some way or another. And they will take on a certain number of those profiles as well that fit within the confines of their project. So it's kind of a team effort. We try to take the idea of WikiTree to heart, which is collaboration. We want to work with other projects. We want to work with other team members and try to make this a full team effort, not just us alone, but everyone on WikiTree can contribute in some way or fashion to other profiles. David mentioned kind of the different things that can be done. But it's the same thing being done to really any profile, which is they all need some sort of improvement either in their basic data, their biographies, the general nuclear family that's connected to them, or even trying to establish a connection to the global tree. We get very focused on that whole connection to the global tree. And that's important too, because I think the more that people feel connected to one another, the more that they feel they want to improve upon a distant cousin's profile. So I think all those things are important for us to remember. I think we've been muted. I think the booth is muted. The booth is muted. Okay, can you hear me? Okay. So one of the things that we do discourage along those lines, as Scott was mentioning, we have a lot of profiles of people who are notable, but they are not eligible to have their profile because they either don't have enough Wikipedia pages. So we do discourage people from creating those profiles, because ultimately you're the only one that's going to see it, or be able to have access to it. So to create a profile of a notable who nobody's ever going to be able to see doesn't have a lot of doesn't have a lot of value to wiki tree. And in a sense, just add more profiles that need to be monitored unnecessarily. So that's one thing that we do discourage. But beyond that, we encourage people, if you've got an interest, if you're interested in sports figures, if you're interested in entertainers, etc., go ahead and create those profiles. If they're still living, just check either with us or with another top level project and ask if we'll be able to open the project. And if we will, go for it. Somebody here has asked if a recent sports figure has passed away, should we open or should we create a profile? And that's absolutely fine. Get them on. We'd like to do that. People say, well, you know, maybe you shouldn't do that when they just passed away. But I think some of our members see that as a way to memorialize a celebrity that they were fond of and get them on whether kind of still freshen on people's minds.  Let's see if we can get them connected. And one thing also to keep in mind with that is once you get past that celebrity, you're just connecting another family. So you're doing a benefit to any Wicked Trees that may have a connection to that line. It's one more opportunity for them to connect their families. So absolutely, if you know of somebody who may have passed recently, create that profile. We have another question here. How do you collect sources for living notables in the Netherlands? That's very hard because of privacy rules. So I know one thing that I look for is newspaper articles. Yeah. So again, we'd have to go back to is this person on Wikipedia? You know, are they famous enough? And if they are then just like any other person, you would need to figure out in that country what resources are available. There's no obituaries online if they're deceased for it, but if they're living, you might find an article written in a newspaper that gives their biography. If they have some sort of accomplishment that got written about, sometimes they'll talk about where they were born or where their parents were. But that will be one of the challenges is if you're going to post just again, just like any other person, if you're going to post their information on a profile, you're going to need to have sources to back that up. So Scott, maybe you want to answer this one or Scott or Russell or Gideon or David? Let me just add that Wikipedia is a good source itself because there are lots of times that there are other reference articles in there that you can look at. So that is always a good place to start. So that's one of the things I would suggest. There usually are footnotes, not always, but they're usually our footnotes and a list of sources at the end that you can pull up and hopefully there's actual links to the resources so you can go straight there and validate them and borrow them. So who wants to answer? Does anybody know? I don't have an answer for that question. I don't know, but I do know that they were definitely born in the first century. You have notables that go all the way back. Unfortunately, the way that Wikipedia is structured, we cannot create profiles for anyone that was born before the year one, I believe. So it would have to be somebody back at that stage. Now, as we're all well aware, sources on the stone tablets are not real easy to come by these days. But there's usually enough historical evidence to believe certain people existed during certain periods back in first century. It's just some of the challenges are being able to prove how true some of that information can be. People grow into mythological proportions, unfortunately. But yeah, I have noticed that there are some, we'll say Roman emperors or things of that nature that probably are around that first century period who are in the Notables project. And again, we do not, Wikitree does not allow for people who lived in the BC era before the year one, I believe you're correct Scott. And so it would likely be some sort of royal individual from Rome or Greece or Egypt somewhere along there. But whether or not they're connected to the tree, you'd have to have not only that notable person, but you'd have to have all their descendants documented as well. So that would be a challenge. But there is archaeological evidence for some, I said, some of the royal families in that. So, but off the top of my head, I wouldn't be able to tell you which one. So, Judy, your, your new is a project coordinator for the project that we're It hasn't been determined at this time. Okay. But I have been a highly active member for a number of years after I pretty much exhausted my own family tree I looked around and thought what would be a fun project to get into. And the notables project kept emailing me every Wednesday, it's on. And it's some wonderful information, and it's a way to connect with others through the notables project and find out how many degrees your are away from from any one person. And so I got into the notables project, and I am especially fond of the creatives. So I will regularly look at people in the music industry, actors, authors, artists, and make sure that they have visible presence on wiki tree. That's wonderful. And then all those notables of course are really great for bringing in more attention to wiki tree, you know, getting the word out about wiki tree to people. You know, adding the link to wiki tree on the wiki data page is wonderful. You know, absolutely, absolutely. And then I realized, you know, there's also the fact that not everybody watches TV as much as we do, we're a lot of us are a child of the 80s, and it seems like we grew up in front of the television. And some people are into sports. So I actually created a sub project for the LPGA at one time, and made sure that all of the founders of the LPGA were had a good profiles and photos and got linked to the wiki tree. So, yeah. Yeah, we have a Super Bowl challenge that's actually wrapping up today. And Kathy, now that has created some Super Bowl pages linking to the, I think it's the first three Super Bowls. And she has every player and coach, et cetera, listed there. So people that are into the Super Bowl players or football players, that's there permanently. So again, you can link to that, go to the Notables project, look for the sports project, look for the football project, and then you'll find Kathy's Super Bowl project there. But we have quite a few sports projects that have popped up, and those are a lot of fun. We have an individual I didn't work directly with, but a couple years back suggested you pull out your old baseball cards or basketball cards and start adding players from there. They've got their birth dates and some information on that. So there's a good resource. Absolutely. Let's just add that a lot of projects also have Notables teams. Judy, for example, has been an outstanding contributor to the Canada Project Notables team. So there are many opportunities, both subject matter and geographically based. Yeah. And, you know, we've started up the global project recently and we are creating a Notables page for every one of our country projects. So, Chris just mentioned here that we've been working with the Italy project. You know, Italy has some amazing historical figures, you know, artists and writers and that. So they've got some really spectacular Notables with amazing profiles already. But some of the smaller countries, I'm having a really good time just locating, you know, I try to find about a dozen Notables from each country. And just finding these, sometimes their big names, I had no idea they were from Azerbaijan or whatever they're from. But yeah, finding a dozen Tahitian Notables or Fijian Notables, it's fun. I don't actually do the work on the project so much, but I send them over to the country project and get them started. I absolutely agree with you. Along with working on the Notables project for musicians, I got into Grammy winners. And there's Grammy award winners even in the country of Mali, where I had no idea I would be reaching all the way across the pond in order to be able to develop profiles for somebody in Mali. Yeah, two similar categories that I've been amazed. Nobel Prize winners in science and astronauts. Almost every country has managed to get an answer, either an astronaut or a cosmonaut working with the Russians. But it's sort of a badge of honor to get at least one of your citizens out into space. And it's amazing how many African countries and South Pacific Island countries have an astronaut. So that's fun as well. I actually have an answer for the previous question if you want me to present, I can show you those profiles. So there's a couple interesting ones here. Oh, let's see. Okay, so we're going to start with this guy. So I think somebody will recognize the name. So this guy was actually born in one AD, so he wins the prize for the oldest. But he's there. There's old Saint Peter. It would be interesting if somebody were to connect him, but he's not a profile, but he's not connected. Wow, that's really cool, Scott. Thanks for showing that. I'll bring the next one up here. It would be really amazing if somebody could find a documented trail to themselves too. All the way to these guys. Yeah, there's another one. Saul and Paul of Tarsus. He's the second oldest at 5 AD. So he's pretty far back there too. But we've got one that's actually connected. And he was in 25 AD. And I don't recognize the name, but I'm sure somebody will. So Vola Gossis of Parthia. Wow. So this guy in Persia, which I think I ran. And he was around 25 AD to 78 AD. And if you'll notice he's connected at 62 degrees for me. He's your 60th great-grandfather. Yeah, he's actually my grandfather. So you've actually got your tree traced back to the year 25. Wow. So pretty amazing. And he has a CC7 of 11. Wow. Anyway, I figured that was the answer people were looking for. So those are your Iranian roots. I guess would have never thought it. But my DNA does say I have some unusual, you know, one percenters. So maybe that's my one percent. But it does give a whole new perspective on, you know, to be able to trace your line that far back and realize that.  But that's. Now we need to convince him to do a CC 60 or something. So I can include him. Alash, we found one of the oldest profiles and he's just stepped in. Scott's 60th. You want to show that profile again, Scott? Oh, sure. Let me put him up there. It's his 60th great grandfather. I know it goes up to 64 levels. Oh, wow. So I don't know if that's the oldest connected profile. What's the birth year? It's 25. I mean, those are the first, the earliest ones, but some can have more generations. It's pretty amazing. So I think with the ancestors, the most I saw was 64 degrees of ancestors. Wow. That's so crazy. This is very known. I mean, familiar name for me. I saw it a few times. Well, a lot of profiles end on this profile. Oh, right, right. All that goes that far back. Wow. Maybe we should work on his parents. Yeah, we should work on his parents. I don't think they're allowed on WikiTree if they were busy. Oh, yeah, they may actually be known. We just don't include them. Yeah, you never know. Yeah, but I thought that was interesting. Yeah, that is really interesting. Thanks, Scott. So does anybody else have anything they want to share or anybody in the chat want to ask any questions? Oh, it looks like Steven saying, check out Mario Saletti. Looks like he's got the WikiTree ID. In there. So just to answer while somebody's looking that up, Scott, were you doing that one? I can look. Sure. So Lisa's asking no BC profiles when some filters have records going back further than year zero. I think that's just the technical. Yeah, I can't answer that question for WikiTree. It's a WikiTree rule and it was long before I was ever around. So I don't know when that was put into place, but I don't know what the rationale was. It may be a technical issue. When he comes back through, but he walked away. But there also is a concern when you start getting too far back as to whether or not records are reliable. You're correct that there are some that are some cultures that have archaeological records, like we're very stripped on 3500. You know, you get back free, free year one. It would take some real, real caution as to what we accept as fact versus myth. But whether or not that's officially part of the rationale or not, I don't know. Yeah, that profile that was brought up is one of those that is a real good example of the kind of things we encounter off and on throughout the project. Profiles that were created, they don't have an identified Wikipedia page in the profile itself. However, there is a Wikipedia profile for that person. So they're what we might call a hidden notable. They're out there. They have a beautiful profile. But no one's ever put the notable sticker on it. So what I would do here, hang on, let me bring this up real quick and I can show you. So typically, if we find something along these lines, we'll just fix it while we're in here. Okay. So here she is Bernard or Bernadette. So I don't know. One of those things anyway. So as you notice, there's no sticker in here for anything that notifies that she's a notable. And then if we go even further down to her sources, there is a Wikipedia citation in here. Somebody just never added the sticker to her. So typically, if you find one like this, the easiest way is just going to edit because they've already been qualified. Put the notable sticker in it and save it. And it's really that simple. Once you found it, I usually mark it as categorization or categorizing her within the project. And then of course, the sticker will start showing up on her page. And then I think LS usually, he gets his reports updated within a week. So we'll, we'll see that appear here shortly. Yeah. So we'll know that it's now out there and, you know, can make sure it's taken care of properly. That's great. And the CC7 will show up tomorrow. And the CC7 will show up once you put that sticker on. I love that. The CC7 will show up on the page. And Aowyn did answer the question about the BC. It is a technical constraint for having BC profiles. So. Okay. Any other questions? Anybody have questions about roots tech? Well, we're here. What's the most interesting thing you've learned so far, David? Well, I've only been able to attend one class so far, but I attended a class on finding your World War One and World War Two ancestors. And it was led by Melanie McComb. One of our wiki-triers. So that was when I didn't know when I took the class that she was leading it. But it was really very informative. You know, for people that don't know a lot of the World War Two records, in particular, I don't know about World War One, but they were burned up in a fire. So the personnel records in that are missing for most of our World War Two ancestors. But there are other resources out there. And she gave us a whole bunch of them. And that was really cool because I have two grandparents that grandfather said fought in World War Two. And I know nothing about their military career. So that'll be my next project. Okay, so there's been a couple of requests to see the booth. So I'm going to take the computer out. Melanie, by the way, is also an active member of the Canada notable scene. Oh, nice. All right, let me just. We've seen quite a few wiki-triers that have stopped by our booth. So there's a lot of them here. Okay, here we go, everybody. I'm just going to show you guys the booth. There's our elf. And Peter Roberts is helping somebody. All right. Thank you everybody for tuning in. And thank you, Scott, Judy and Russell for joining us. We'll see everybody later. Be sure to tune in at 430 for the DNA session. Bye. Bye.


If you if you're as cold as I am it's okay if you want to stand up and walk around maybe we should do some exercise You know some jumping jacks or Time I am freezing. I don't know what it is today. It's just really really cold. So How many of you were here for my keynote two days ago? Good, so I can refer to that and if any of you believe in God Would you offer up a little prayer for me? So that I hope my PowerPoint won't crash. I don't know what else to do. I have checked it I have run my bit defender. I have downloaded new versions of windows. I have done everything I can think of over the last couple of days. It seems to be working now, but you never know and it never hurts They have God on your side Absolutely, so I'm counting on all the prayers of the people in this group. So I'm Linda rising I'm an independent consultant. I live near Nashville, Tennessee in the United States and I have been thinking about and worrying about and writing about Organizational change for about 25 years. So that's a third of my lifetime and With my very good friend and co-author Mary Lynn Mans have written a couple of books and I'm going to be talking today about some general myths So do you understand the word myth? I think India has lots of myths. Don't you a good story? We know the power of stories myths about organizational change And then we're going to look at some patterns that could possibly address those myths So this is a rather high-level talk and I know that there'll be implementation questions I hope we'll fit this all in 45 minutes and as most of you already know, I give away my slides So if you want to send me some email you have my email address Linda at lynda rising Dot org and I will be happy to send you the these slides or the keynote or Anything else that you find online. I'll be happy to send you the PowerPoint and then you You weren't praying hard enough Okay, so you can give the presentation. Oh, let's have a look. I'm assuming that you know what a pattern is Yes Okay, design patterns came about in the mid 1990s and we were talking then about a way of writing a Solution to a problem in a context and then we were going to give it a name and Once we had the name for a pattern We could talk about that solution that problem that context By just using the name and that gave us really a Vocabulary we called it a pattern language, but it's a vocabulary for talking about a particular domain If it was the gang of four design patterns, we'd be talking about design The patterns we're going to talk about today have to do with organizational change. So we can use the name and What we're talking about is a particular solution to a problem in a given context And if the name is a good one, then you don't really need a lot of explanation You understand intuitively a little bit about all of those elements What the problem is and what the solution provides for that context. So that's the power of patterns It gives you a little language and with that language you can talk about the domain at a pretty high level You can have a design discussion You can have a discussion about organizational change Just using the names of the patterns. It's very powerful So the first book that Mary Lynn and I wrote is called Fearless Change. It took us 10 years When I began writing that book, I would have called myself a technical person I have a PhD in computer science. I would have called myself a designer What got me interested in patterns was the gang of four book the design patterns book But by the time we finished that book I Had learned a lot about fields that I had no knowledge of no understanding of Furthermore, I didn't even think they were important. I Discovered the field of social psychology. Now, I know what psychology is and I had had one class in psychology But I didn't understand that there's a different field of psychology that looks at groups group behavior Psychology typically focuses on individuals How individuals respond experiments on individuals social psychology the psychology of groups is very different And it talks about how groups of people behave and that's exactly what we need if we're going to talk about organizational change What is it that social psychology has learned as a science? To help us understand how groups of people make decisions That was something I didn't even realize was a field or a domain of science and Then the field of influence I remember getting feedback on some of these early patterns and someone said you know why these work This particular pattern works because it's based on or it sits on an Influence strategy now to me the word influence meant something. Well, that's what marketing people Business people they use influence politicians use influence and I thought it was underhanded and Deceptive and I wasn't really sure that I wanted to have anything to do with it and After I began to look at it and study it. I realized that I had been handicapped I'm not knowing more about influence because influence studies how you move people in a given direction and if you don't understand that Then you have only one fallback Physician, which as a technical person is what I had always used all my life, which is logic Just explain it to them Just tell them the benefits of your idea and if they're smart people well, then they'll do it and Then finally evolutionary biology says we behave a certain way because we have evolved Over over tens of thousands of years to have a particular response to something in the environment And there is nothing we can do about that because it is hardwired at some point It meant survival our ancestors had it. They produced us ultimately So in writing that first book I learned much more than I anticipated about how people behave In groups and that's how this first book was able to produce so many effective patterns So I'm going to share with you a little bit of my journey Because I believe certain things about people that really turned out to not be true and then in discovering What science can provide as information for a better understanding of group behavior the patterns that evolve out of that understanding Since a quote from Jeff Patton we heard his wonderful keynote yesterday We were on the stage together at one point and he said you're not here to build software You're here to change the world. So whether you're trying to do some kind of organizational change effort or not what you do every day Has as its heart or the intent to change the world So even if you think you're not an organizational change agent You do need an understanding of the patterns because this is really what you are all about So here's myth number one Let's take a little poll How many smart people in the room? Oh, come on three threes four five smart people. Oh come on. I'm smart. Yeah We are all smart.  You could even explain it If somebody asked you you could give a reason So because we can give reasons for our decisions We believe that we must have made those for logical reasons So that is a myth Not only are you not logical none That is zero of Your decisions are logical But what you have been fundamentally doing when you try to change people You believe that they must be smart and so therefore they make logical decisions So therefore if you just give them reasons That will convince them That's the heart of the only tool in your toolbox To convince others just explain it to them That's all you've got at this point and you've been subscribing to a myth We have already seen at this conference even several talks that have mentioned the wonderful book by Daniel Kahneman called Thinking fast and slow how many of you the first question is how many of you have heard of the book? How many of you bought the book? How many of you read the book? I know it's a big book and it's very difficult and it's well-written, but it's long It's a slog. I would say If you were able to get through it You would learn an enormous amount about how you make decisions and what's in the book is All of the evidence the science behind what I just Exploded that first myth by saying you're not logical We are not and for evidence I'm going to point you to Kahneman's book Which I know you might buy but you're not going to have the time to read There's lots of other information on the web if you don't want to read the whole book There are many wonderful summaries of the book that will give you a little bit of an idea of what he's talking about a much easier Reference is anything by Dan Ariely who's an Israeli Behavioral economist and the books that he's written about how we are not very good at rational thinking This is my favorite predictably irrational and I think I saw a copy on the little book table out there So you might be able to get a copy if there's one left his books are more accessible Easier to read They're not as comprehensive But they're still good the experiments are interesting and the field of behavioral Economics right now is all about how poor we are at making decisions and how None of our decisions are based on rationality So if that's the only tool you have in your toolbox, that's really limiting you Subscribing to that myth is going to get in your way So you need something else So an example at least in the United States are is there an Indian stock market where you buy stocks? Good. Okay. So here's the recommendation for stocks buy low Buy when the price is low Sell when the price is high. That's rational And what do you do? And what do I do and what do all of us do when the price starts to go up We think ah, this stock price is going up. I better buy some So we buy when the price is going up now what happens when the price is coming down We get scared and we think I better sell it It's not a logical decision at all watch in times of turbulence on the stock market and see what happens We don't follow this Rational advice we go with fear and our gut reaction of saying no, no, no, it's going up. I better buy some Oh, no, the price is going down. I better sell We do exactly the opposite and if you start looking now You might notice many other examples of how irrational we are at making decisions Not you of course, but other people other people So the patterns that we identified in fearless change have to do with not appealing to a rational argument, but instead looking at Emotion Making an emotional connection and the first pattern we always recommend is one called evangelist Now Mary Lynn lives in the South and at the time we wrote the book I was living in Arizona and we tried to decide what the name of this pattern should be the person who leads the change effort Or who initiates it should have enthusiasm Should have passion Should care about it should know about it should perhaps even love it all in love with the idea So I was working with a telecom company and In Lucent we used a term corporate evangelist Meaning someone who is going to lead an effort around that particular idea And I suggested the idea of evangelist and Mary Lynn said no, no, we can't use that word You know what that means in the South means religion That means a preacher Standing in front of a crowd of people saying yes people. I will show you the way So we debated we finally left it as evangelists And now as we look back on it We realize that is the exact perfect wonderful name because in the beginning When you have an idea and you want to change your organization, you don't know You often have no evidence One of the things I talked about a couple of days ago is that we have no evidence for Agiles being successful in organization. All we have are stories Have no science No experiment So especially in the beginning if you want your organization to go agile, whatever your idea is you don't know All you have is what's in your heart What you believe and it's that belief That passion That's what will drive the whole effort. So evangelist is exactly what you are You are trying to convince people because you believe in something and you want them to believe in it, too You know have any scientific experiments that show clearly your idea is a good one But once you've taken on this role of evangelists with the idea of I'm not sure but I believe in it I believe it will help. I Talked about small experiments. This is exactly what the next stage is Start doing small iterations. This is a little cycle. It begins by saying just do something Pick an idea an idea for a little trial do it stop Take a little time for reflection do a retrospective look what works Where were you successful? Build on that and what you want to always concentrate on our little tiny baby steps and now repeat This cycle has a name in psychology that we didn't discover until after fearless change was published It's called the cold learning cycle. It is how we learn. It's how we learned as babies We are walking around today because we did exactly that we stood up We took a step we fell down we looked around and we said that didn't work so well Maybe I should try something else and then we experimented with another baby step That's how we learn to walk. That's how we learn to talk all language is learned that way in fact all adult learning is in that cold learning cycle over and over and over and in the process find other evangelists let them start experimenting until what you have is an organization full of Experiments that was the goal of my talk two days ago. That's the goal of fearless change Organizational change comes about because you've got a complex adaptive system And the only way to move forward is little tiny baby steps lots of little experiments over and over and over It never ends You never stop organizations individuals country For a wonderful opening keynote about a change in a government It's exactly the same All change happens this way even if you want to call it a revolution. I'm not sure that it was Organizations are complex adaptive systems and the only way to change them is to do something small and then watch and on the basis of what you learn Move forward and if you have that attitude then there is no such thing as failure There's only learning and if you remember what I said two days ago It's small simple fast and frugal Over and over some point Maybe you'll reach a tipping point and now you'll have an emergent behavior that will move the organization Faster in a given direction, but you don't know if that will happen and you certainly don't know when It will happen Myth number two. Oh My I've just told you you're not rational Now I'm telling you goodness does not win This is a bad way to start the day Goodness does not triumph As an evangelist you believe as a follower of God we believe and Somehow we fall into the trap of Thinking because God is good Because our ideas are good. We know it we believe in it But that should be enough Can't other people see how good this idea Why isn't that enough that the idea is a good one? It's a bias that we have a cognitive bias Very wonderful talk yesterday on cognitive biases. This is just one. It's called the just world Fallacy we want to believe that goodness will win. Well, I'm sorry Think of times in history When bad ideas won I Live in the United States. We had an election year and a half ago Doesn't look so good to me So it doesn't always happen Goodness sometimes has to take a seat in the back I'd have to wait a while to repair that damage So you can't count on goodness and you're gonna think that this is a strange pattern It has to do with the power of food. It's one of my favorite patterns and here's one of my favorite experiments It has to do with feeding people So in this experiment there was a control group That's the group that just got the presentation or that In the treatment and then the other group got the same treatment or presentation But was also lucky enough to get some nice food. Now this experiment has been replicated many times So it's been validated Perhaps the presentation was about Making a vote for a particular issue or adopting a new practice. It could have been anything But in trying to convince the two groups of people we did exactly the same thing with the only difference being That's why we hope to measure the effect the only difference being that one group got food and The other group did So in the final analysis when we look to see which group Adopted or voted for or moved in the direction we wanted Which group was more likely to do that? What do you think? Oh, it was the group that got the food Now here's the really interesting part of that experiment I Mentioned that it's been repeated. It's been done many many times Sometimes the idea is a bad one It's not something that works to the advantage of the people who are hearing about it. Maybe it means increasing taxes or Raising some restrictions It's not something that they should be in favor of But nonetheless When you feed them They support it So it's not about the goodness of the idea It's about the goodness of the The food yes exactly exactly Because there have been versions of the experiment where the food was something they didn't like something healthy and In that case They vote against it. So it better be good food That's what we care about not the goodness of the idea But the goodness of the food I See you had a question. Can I ask you to hang on to it? Unless this is a vital thing? Okay, and just hang on So it's one of my favorite patterns and I recommended in almost any situation if you want to talk to a group of people about your idea Bring in some cookies or whatever it is. It should be something they like something. They appreciate It's powerful. I Gave this talk once in London and somebody sent me this little picture of a cake and they say in our office We follow Maria's rule Maria's rule states there are very few problems That cake cannot solve So if you're having some struggles call Maria and She will bake this very nice cake and you will all enjoy the cake and everything will work out Well, I'm not sure I would go that far with it But apparently it works for them and at least it's a step in the right direction This is a hard-wired thing Even though in the United States we struggle with childhood obesity That power of food What we believe from our Stone Age ancestors is sharing food meant I trust you You must be a part of my family or my close associates If we share food together in fact in French the word is companion Someone with whom I break bread is my friend and We still have that it's very deep and very powerful myth number three if I had enough power if only I were the president or The CEO I could just tell people look people We are going to be agile by next June do it Make it happen. Well, that's a myth and In writing fearless change we learned because we believed it to Remember these are myths. We subscribed to we heard from presidents and CEOs who said this is not true.   Yes people will Give the appearance of doing it, but as soon as your back is turned As soon as nobody's really watching And they'll go back to doing exactly what they did before You're just going to drive that behavior Underground and now you have to bring in some kind of processed police And they have to watch everybody and they have to check everybody and they have to make sure are they really doing agile We want this check box check check check check Enormous overhead and it only increases Where your goal should be not? compliance But commitment You want people to do it because they believe in it themselves You as the evangelist want as your goal people to share that belief and They do it because they think it's important not because they have to or they must line up or they're going to be killed or Fired Stephen Covey is one of my favorite authors. We lost him a couple of years ago. We passed away He said you can buy a person's hand, but you can't buy his heart His heart is where his enthusiasm his loyalty is You can buy his back, but you can't buy his brain That's where his creativity is his ingenuity His resourcefulness You can't say look people Be creative We got two weeks get on it. It doesn't work So I don't know how many of you've read the habits the seven habits of highly effective people So, you know, I love real books and I try to give a lot of them away So this one is going to be on the stairway right here and maybe somebody will come pick it up India after all The pattern is pit personal touch When you go out as an evangelist and you want to talk to people about your idea In the back of your head should be some way of answering this question Everybody wants to know why should I do this? Why should I go agile or why should I look at these design patterns? What's in it for me? Again a quote from Jeff Patton data is not going to help you here. It's empathy You have to get inside How are others thinking about this most of the time? They're a little afraid you have to address that and Everyone is different You have probably seen this before it's from the work of em Rogers, but I don't think we use it correctly But em Rogers noticed in his research was that in a population of people you're going to get different responses to any new idea Some people are going to say yay. This is a new cool thing sign me up. Those are the innovators but oh my goodness not too many in a normal population a very small percentage two and a half percent in a Normal population and I have never seen a normal population though and Then the other group you know this sounds like an interesting idea But I would like to learn more. Maybe you could give me a book to read about it How about a paper on Agile development? Help me out. I want to understand it The early adopters, but again not very many 13 and a half percent even if we put them together The early adopters and the innovators. We don't have a big chunk of the population And then the next big group is the early majority. They don't move Until they see Everybody around them people they know people who are just like them until those people are doing it You can buy all the chocolate chip cookies you want And they're not going to budge and Then it gets worse The late majority Alright, I have to if I have to I guess And then finally the laggards They'll never move They will always find a way always find a way to avoid coming on board with it So your job as an evangelist is don't worry about the people who are not enthusiastic Focus your attention on the people who are listening the innovators and the early adopters And what we know is that most of the people that you work with are smart Most of the people you work with want to do a good job And if they begin to see that others are excited about it, and they're having success with it They will come to you and they will want to know what's this all about. Is there some way I could be involved in it And we know that this is the initial response only that people will move up Over time So work on the people who are open and who are responsive and bring in the others gradually Now it's a myth. I have heard this so many times So I would say this is an overarching myth about agile that we are all going to do agile in the same way To that I say nonsense You're never going to do anything In the same way because this is always in place I don't care if it's agile development or TDD or whatever Some people are going to be very enthusiastic And they're always going to be leading and some people are going to be resistant And they're always going to be dragging their feet and they're going to be slower to adopt And that's just the way it is. You have to live with that Don't draw a line and say let's fire everybody If they don't immediately get on board if they won't pair a program, they're out the door If they have a contribution to make and work with where they are and Realize that this is what your organization will look like all the time And you should foster it Those people who want to lead the innovators and the early adopters. Let them go ahead. Let them lead the experiments Let them try out things and on the basis of what they learn. They can help Bring the others on board, but those others those late majority and laggard. They are always going to be behind It's not always going to be the same people people play different roles or different innovations But this curve will always hold and it's a myth That you ever going to be marching together So don't embrace frustration by saying what's wrong with these people? Why can't we all get on board with this?  Sometimes you might be a late majority There is a correlation Older people tend to be at the bottom of the curve Newer younger not only people but also organizations are more innovative That's just the way it is people can move around within that curve And you can imagine why this is true Let's go back 10,000 years And we're living in a little tribe on the savannah in Africa And we notice some new berries Some new plants that we hadn't seen before and someone says wow look at this is new stuff We should all go try those new berries What would happen if we all said okay?  It looks like it's gonna be okay. Maybe we'll try it later Can you see the benefit or survival? If not everybody wants to jump on the latest and the greatest thing and so why that's deeply hardwired in us Not everybody should run after the latest and the greatest thing. What if we were all innovators? We probably wouldn't have survived So it's a good thing embrace it and work with it Which leads us to the next myth those people who are so negative those nasty skeptics Bad people obviously We should just be ignoring them. I'll pay attention to those people The pattern is called fear less Don't run away from that What you want to do is learn from them a Lot of times the people are the cynical people the skeptical people usually those older people That's there's a reason for it They are skeptical for some reason find out what it is learn from that Listen to those people Not with the idea of arguing that's another talk actually I gave that one last year not with the idea of arguing fear less is about listening with intent to learn In fact, that's what Stephen Covey recommends seek first to understand If you understand where they're coming from you'll learn a lot before you worry about Implanting your innovation or your new idea Into someone who's resistant listen Listen first champion skeptic is a valuable role For people who are a little resistant for people who think I'm not sure whether I should get on board with this idea Or not embrace that person and role and Respect what they have to say because every team every meeting should have somebody who's not sure Whether the idea on the table is a good one or not They have so many examples of group think where a lot of very smart people made a very bad decision Because nobody was willing to raise a hand and say I'm not sure Can you help me understand? Was this really the right thing to do How about and we'll raise a question Something we should have thought of Consideration that we hadn't considered because we were all so enthusiastic and we were all so on board with this We just missed it devil's advocate Edward Debono while wrote a wonderful book called six thinking hats and he said somebody should wear the black hat Somebody should say wait a minute. Is this where we really want to go? And have a little footnote This is not about just keeping that cynical person busy It's about listening It's about learning and you know what strange thing happens when you respect and pay attention and listen to people They become a little more open to and they say, you know, I've been learning about this new idea Maybe maybe I could try it. It works both way that respect thing magic myth number five You're smart. We already decided that we took a little poll So why should you ask for help from anybody else because after all this is your idea You know, if I bring in too many people to help me well, then I won't win that innovator of the year Or that bonus No, no, that would be bad. This is my idea. I own it beware The pattern is called ask for help and it's not only influential But on so many levels it works because when you ask for help You're offering a little piece of the idea to someone else and as soon as you do that Then they own it They're in they get it and Once they've taken that little step They're more likely to continue Asking help or others is the absolute best way to Influence them and when you do to appreciate them The greatest gift you can give anyone is to say thank you for what you did. I really appreciate it When we wrote this pattern, we thought do we need to write a pattern that says hey, don't forget to say thank you to people and When we got reviews back we realized Yeah, I guess we do Because so many people say they worked over time and they solved a big problem and they were able to make the customer happy and nobody Not the team lead not the scrum master not anybody said Thanks for that So we thought we need to we need to put that pattern in there and then we found some research There's actually some research around giving thanks It should be on time and sincere Say what you mean.  Thank you. Thank you team for all your contributions. No, no It's what did you do? What was the contribution? What did you do to help the team and then the impact?  We can now do that customer demo Thank you There's research around people who do this all the time They're called grateful people. They're always thanking others appreciating others Look at these wonderful benefits What's not on here the one that really appealed to me was you live longer? So I'm on board for that one I'll show you how it works You know you could have gone to any other session today or you could have been out walking around this beautiful place But you decided you'd come in and share 45 minutes with me and That means a lot To look out and see all these nice faces and people paying attention as though I had something to say I Really appreciate that Thank you


And this is very important and I know I explained it before, but I'll just explain it again. Integrating your Google calendar with your cartridge calendar is important because of the notifications. When you set up, or when people schedule appointments through your cartridge calendar, they'll get a booking reminder, or they'll get a booking confirmation, they'll get an email reminder one hour before your call, but you don't get the notification, right? You just get a one-time email when they actually schedule. So if they schedule today, but our call ain't till tomorrow, when that call comes tomorrow, cartridge does not send me a notification. That's why it's so important to integrate Google Calendar because Google Calendar will. Because as people go and schedule on my cartridge calendar, it's gonna now sync because we're gonna integrate it, it's gonna now sync to my Google Calendar. So as I'm working throughout the day, I'll have opened my Google Calendar up at the top, the tab, I'll have opened my Google Calendar because I'll get a notification on the computer when that call is coming up, 15 minutes before, five minutes before or whatever. And then I also have the Google Calendar app on my phone. So I'll get that notification of that next appointment coming up on my phone as well because everything is integrated. But all my appointments now go through cartridge, okay? So what we'll do is we'll go to integrations on the left. My integrations? Yes, my integrations. And then we're gonna scroll down and we're gonna look for Google, there you go. And then new integration and then connect to Google. And then all you're gonna do is choose which one you want to connect. Okay, cool, so allow, allow, okay, cool. So confirm your choices, that's fine, okay, allow. Oh, okay, that was like a lot easier than I thought it was gonna be. Well, here's what you gotta do now though. There's one more step. So now that we did it there, go to my calendars to the left and then we're gonna go into the edit. So click the three dots, click on edit, actually no edit. And so now over here and remember, and no, not remember, but just keep in mind, any appointments that you currently have on your Google Calendar right now will reflect over here now. So if you already have, you know, appointments scheduled on that Google Calendar for school or for, you know, dinner with parents or whatever, that will also reflect this culture calendar. So always make sure your Google Calendar is cleared or not, or not in that way these appointments or the time slots in culture will be available for anybody that wants to book, you know. Okay, yeah, I wouldn't use this email for anything other than this. So for this calendar for anything other than this. Perfect, perfect, perfect. So save and next. Okay. And then save and next, save and next, save and next. And then we're gonna, yeah, see, so remember that email at the top, that needs to be changed out. So we'll get that business email eventually, but that needs to be changed out. And then save and next, and we're going to the next step, which is permissions, so scroll up. Actually it's not here. So go save and next, I think it might be automations. There we go. Okay, so sync with your Google Calendar. So just click on change, sync. No, not that one, sync with your Google Calendar. Okay. Oh. And then just hit the dropdown, choose your calendar. And then same thing with that one. And then save. Okay, cool. And then just save and next. And that's it, man. And so now go ahead and pull up your Google Calendar. Go ahead and make sure that you're in that account and pull up your, and what I would do too is, or what I do do is I bookmark it. So go to Google Calendar, click on that. Yeah, sorry, my computer was acting up. And then just make sure in the top right, make sure you're in that account because you might be in your other email. You know, so always double check that. Yeah, this one's right. Perfect. And then, and then yeah, just bookmark it, man. I'd bookmark it and just always go ahead and be up here. And then bookmark it. No, just hit the star, right above. Hit the star to the right. Star. Oh, okay. Yeah, hit that and then just name it, you know, my calendar or whatever. Name it, name it something. And then yeah, put it up at the time. Real estate calendar, sorry. For sure. And then done. Yep. And so now as people go and schedule on your cart your calendar, that appointment will show up right here. Okay. And so, you know, the next step is to just make sure you download it on your phone. You know, download that app, Google Calendar and make sure you're logged into this email and you'll get those notifications on your phone as well of your up and coming appointment. Yeah, yeah, yeah. I'm just making a list of everything I'm gonna do today. Yeah, and let's test it real quick. Let's just test it real quick.  Get cart your, get cart your hosted page right there. Get cart your hosted page down.  So a new tab? Yeah, new tab. Yep. And when this, when someone schedules an appointment over here, it normally takes about, yeah, go ahead and go through it. It normally takes maybe, maybe three minutes to show up on your Google Calendar. So can I put in the email that I just put in the Edmiston real estate? Put anything, it doesn't matter. It doesn't matter. Put in anything. We're just testing. I'm just gonna put them on. That's your first name. Just first name. Oh, sorry, yeah. Okay, cool. So next. Yeah, see, you'll want to edit this right here. See, look at that. Yeah, you'll want to, yeah, your calendar needs editing. So, but that's fine. We'll get to that part. Sorry, I just flipped out of it.  Okay, so now go to, so did you get an email regarding a new schedule? Yes. Okay, so you got the email and then- Let me open it back up and let's see if I can edit it. No, you don't do it from there. You got to go into the, into the edit. Oh. So, but what I want to show you is though, when did you book that? No, you leave that there. Not that bro. All right, so for 215 today. Okay, so now go to your Google calendar. It might take a few more minutes, but it'll be there. So, oh look, perfect. Showed up right away. So seller and buyer appointment. 245. See, so now- Yeah. If you click- I just did 30, you saved 45-minute times loss. Okay, so if you click on it, click on it. Or actually, well, yeah, you can click on it. Let me just show you an example. Click on it and then click on the pencil, click on edit. Actually, you have it by default. You have it 30 minutes before. So you can always change that in the settings. So if you go to settings, you can change the default notification. You may want a notification 30 minutes before. I do, I do, me personally, I do 15 minutes before, but- Okay. You can do whatever you want, but- I'm just gonna say like 20 minutes before. You don't wanna have to manually do it for each one. So you'll just go into the settings. Oh, okay. No, you can do it, save it, go ahead and save it. But I'm just saying in the future, like you don't wanna be doing it for each one, you know? Yeah. So just change the overall settings. Go into your Google settings and you can change, yeah, right there. You can change the time, the notification. It should be in here. Yeah, right there. Actually there's, that's the duration and then there should be a notification. Notification alerts. I know it's somewhere in here. Search around it, you can event settings, maybe event settings. Yeah, we'll have to, I'll have to look in mind and see where mine's at, but I know you can change that default. It's defaulting to 30 minutes. So I know you can change it. 30 minutes isn't like bad right now. I'm not, I don't feel like it's the end of the world. Yeah, yeah, it's all good. Yeah, it's all good. So what you'll wanna do though is go back to Cartra. Yeah, check out, play around with this in a bit, but go back to Cartra, click on my calendars to the left and then go into the three dots, click on edit, edit. And then let's go into here, let's save and next. Save and next, save and next, right here. So hit change. No, go back, go back. Oh, okay. Click on change. This right here is what was showing up. So scroll down, you had the default. You had that, that's what's showing up. Check your inbox, we have just sent you a confirmation at the appointment.  That right there at the top is what shows below. So look, below, that's what it looks like. So as you went in and scheduled an appointment, that's what we saw. So change it. No, this was another thing I wanted to ask was about, since I wanted to be doing Zoom calls. Yeah, let them know right there, let them know right there. Say, hey, check your inbox. I just emailed you your Zoom link. I'm looking forward to speaking to you, blah, blah, blah. Just edit that, change it. Change it out. You can do all that right there. Yeah. And then yeah, and then just save it. And then that's how you integrate your Google Calendar with Cartra.


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