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In the previous post, I discussed that people tend to embrace change the more likely, the worse they experience their current situation or expect their future situation to become if they do not change.

In a previous post, I discussed that the decision process, if confronted with change, is not rational but rather a gut decision. I also briefly mentioned that people tend to embrace change the more willingly, the worse they experience their current situation (or the more they are afraid of negative future implications if they do not change now).

We have discussed the business case for resilient software design in my previous post. Let us assume, you have a budget and you know which are the most critical business processes/capabilities/interactions (whatever term suits your needs best) you need to secure, i.e., make more resilient.

The business case of resilience is a bit tricky. You find quite disparate forces at work: While some people tend to underrate the need and value of resilience a lot, other people find it hard to stop adding resilience measures. As so often, the sweet spot is somewhere in the middle.

I recently had a short discussion with a Product Owner after a talk I gave about resilient software design. His question was: “How can I motivate developers to care more about resilience?”