1. RACHEL SANDERS PYCON UK

2. people -> systems

3. unhappy mediocre stagnant

4. is this inevitable?

5. _()_/ it depends

6. large scalable fault-tolerant systems of people

7. Lessons from Strangers: Better Engineering through Not Doing Engineering

8. what makes people happy at work?

9. people are happiest when they can get work done

10. What contributes most to your employees happiness? Money Recognition Interpersonal support (respect, camaraderie) Clear goals Meaningful progress on work

11. 5%

12. you can be trained out of seeing the obvious

13. we are makers people use our work to do theirs

14. code performance latency O(n)

15. whats the human time complexity?

16. what you cant see, you cant fix

17. ENGINEERING UI /UX

18. theres no magic to design

19. Nobody wants to use your stuff. They want to HAVE used it.

20. the 2 steps of user evaluation 1. What is this? 2. What can it do?

21. Make these answers as obvious as possible to find

22. duh. documentation.

23. If you have to refer to the documentation every time you use a module, find (or build) a new module. - Kenneth Reitz

24. get the API right, and the rest will follow

25. Your users have better things to do. Let them.

26. I want to make software thats tolerated - nobody, ever

27. You ask, and you listen

28. why dont we use this?

29. like we got time for that

30. how do you change a culture?

31. safety culture

32. 2 Lost workdays per 100 workers, 2012 (u.S) 3 4 4 7 11 12 9 6 3 0 Chemical Steel Construction Mining AIr Transport Firefighting Source: US Bureau of Labor Statistics

33. happens

34. Problem: sometimes happens

35. Attempt #1

36. Problem: People

37. people make mistakes push the envelope dont follow the rules

38. Attempt #2 Industry used More Bureaucracy!

39. It wasnt very effective.

40. Management systems are primarily rational inventions, defined on paper in offices and capable of objective evaluation in audits. -Patrick Hudson

41. Attempt #3 Acceptance

42. People are going to screw up People have free will and opinions Nobody wants to read the damn manual

43. but most people want to do the right thing

44. Solution: change the culture

45. We believe that to influence culture you need more than management.

46. leaders drive culture, not management

47. each team responsible for safety address root cause for accidents plan for mistakes

48. 88% decline in lost work days Zero incidents in 2013

49. 10 LOST WORKDAYS FOR AIR TRANSPORT PER 100 Workers 8 9 8 7 7 11 10 9 8 7 6 2007 2008 2009 2010 2011 2012 Source: US Bureau of Labor Statistics

50. Culture can be changed

51. Lets make this a thing

52. human design patterns

53. were all (potential) leaders

54. make stuff thats loved, not tolerated (and not explodey )

55. Thank you! @trustrachel

56. BIBI LOGRAPHY Teresa Amabile, The Power of Small Wins http://www.hbs.edu/faculty/Pages/item.aspx?num=40244 Teresa Amabile, The Progress Principle Don Norman, The Design of Everyday Things Patrick Hudson, Safety Management and Safety Culture: The Hard and Winding Road, https://dl.dropboxusercontent.com/u/105439/PyConUK/Hudson%20Long% 20Hard%20Winding%20Road.pdf

57. BIBI LOGRAPHY Target Zero: A Culture of Safety, Defence Aviation Safety Centre Journal 2008, p22 https://dl.dropboxusercontent.com/u/105439/PyConUK/DASCJournal2008. pdf Patrick Hudson, Achieving a Safety Culture in Aviation, http://www.atec.or.jp/sympo2010/ATEC_Sympo10_Presentation_1.pdf

58. AT TRIBUT IONS RAF Helicopter - https://www.flickr.com/photos/defenceimages/7502339574 Horizon Fire 2 https://www.flickr.com/photos/visionshare/4578360732/ Patrick Hudson: Screenshot from https://www.youtube.com/watch?v=DZDxV_6sNUQ

59. AT TRIBUT IONS Oops! https://www.flickr.com/photos/terry_wha/426980617/ See no evil https://www.flickr.com/photos/tim_ellis/482381094 The Pink Nightmare https://www.flickr.com/photos/lessapathymorecake/4209375193 D3 Line Chart http://bl.ocks.org/mbostock/3883245