138: Kill, pivot, commit? … the swing dance switcheroo

You're doing everything right. The team is working hard, the process looks sensible, the effort is real. And yet — somehow — it's still not working. And nobody quite wants to say why.

In this one, we use our own dance teaching as a live case study in kill, pivot, commit decisions: two years of tweaks, probes, and exhausted options before one unexpected forcing function finally made the decision for them.

• Why the real problem is often visible — but no one can look at it straight on
• The difference between a panicked pivot and one that feels like settling (the good kind)
• How "problems grow to the size they need to" before you can act — and what that costs in the meantime
• The invisible organisational boundaries that make the logical option impossible
• Why loyalty to early customers makes the necessary pivot harder than it should be
• The Transactional Analysis trap that turns your friends into an audience for a problem you don't actually want solved
• Fat Duck or McDonald's — and why the middle is the worst place to be

For anyone who's been doing the sensible thing for long enough to suspect the sensible thing isn't working.

Links & References

• Luca Dellanna's 100 Truths You Will Learn Too Late https://luca-dellanna.com/books
• Eric Berne's Games People Play, including "Why Don't You — Yes But" https://en.wikipedia.org/wiki/Games_People_Play_(book)
• Adam Mastroianni's Experimental History https://www.experimental-history.com/p/two-stupid-facts-that-rule-the-world

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