Fixed ordering in thinking

docs/thinking/Cadence.md

@@ -10,7 +10,7 @@ tags:
  - Thinking Risk-First
  - Feedback Loop
  - Meet Reality
-sidebar_position: 11
+sidebar_position: 9
 redirect_from: 
  - /Cadence
 tweet: yes
@@ -79,4 +79,4 @@ Yes, CD will give you faster feedback loops, but even getting things into produc
 
 The right answer is to use multiple feedback loops, as shown in the diagram above.
 
-In the next section [De-Risking](De-Risking.md) we're going to introduce a few more useful terms for thinking about risk.
+In the next section we'll be [Considering Payoff](Consider-Payoff.md), and figuring out how we can use terminology from _betting_ to make us better software developers.

docs/thinking/Consider-Payoff.md

@@ -15,7 +15,7 @@ tags:
  - Payoff
  - Balance Of Risk
  - Language (Track)
-sidebar_position: 6
+sidebar_position: 10
 tweet: yes
 ---
 
@@ -198,4 +198,8 @@ The most valuable project management skill is being able to chart a course which
 
 The most important skill is to be able to _weigh up the risks_, decide on a course of action that gives you the greatest expected value and look for ways of increasing the payoff of winning and losing.
 
-And in order to make the most of payoff, first you need to make sure you're [tracking those risks](Track-Risk.md) in the first place.
+Often, urgent risks _can_ crowd out the merely important.  Why does that happen, and what should we do about it?  In the next section, we'll look at how you can account for different levels of _urgency_ in your payoff considerations.   
+
+On to [Evaluating Risk](Evaluating-Risk.md).
+
+

docs/thinking/Crisis-Mode.md

@@ -8,7 +8,7 @@ featured:
   element: '<risk href="/public/templates/risk-first/redesign/risks/attendant_risk_v2.svg"><code>Panic</code><title>Crisis Mode</title></risk>'
 tags:
  - Thinking Risk-First
-sidebar_position: 9
+sidebar_position: 12
 tweet: yes
 ---
 
@@ -79,10 +79,9 @@ The point I am making here is that while there are [technology tools to support
 
 > "We've survived 200,000 years as humans.  Don't you think there's a reason why we survived? We're good at risk management." - [Nassim Nicholas Taleb, _Author of "The Black Swan" in the New Statesman](https://www.newstatesman.com/encounter/2018/03/i-hope-goldman-sachs-bankruptcy-nassim-nicholas-taleb-skin-game)
 
-## Urgent and Important
+## Summing Up
 
-Often, urgent risks _can_ crowd out the merely important.  Why does that happen, and what should we do about it? 
-
-In the next section, [Evaluating Risk](Evaluating-Risk.md) we'll look at some approaches to choosing what to do. 
+-- sum up here.
 
+On to [A Conversation](A-Conversation.md)
 

docs/thinking/De-Risking.md

@@ -211,6 +211,6 @@ There is a grey area here, because on the one hand you are [retaining](#retain)
 
 Here we've been building towards a vocabulary with which to communicate to our team-mates about which risks are important to us (_reduce_, _exploit_, _share_, _retain_, _control_, _monitor_).  This helps us discuss which actions we believe are the right ones and how we should deal with them.
 
-In the next section we will see [an example of this in action](A-Conversation.md).
+In the next section we will look at the indicators that tell you when to apply these levers.  On to [Cadence](Cadence.md).
 
 

docs/thinking/Evaluating-Risk.md

@@ -8,7 +8,7 @@ featured:
   element: '<risk href="/public/templates/risk-first/redesign/risks/attendant_risk_v2.svg"><code>Urgent</code><title>Evaluating Risk</title></risk>'
 tags:
  - Thinking Risk-First
-sidebar_position: 10
+sidebar_position: 11
 redirect_from: 
  - /Evaluating-Risk
 tweet: yes
@@ -103,5 +103,8 @@ technologies used etc.  That is, the risks faced by IT projects are _too diverse
 
 Reality is messy.  Dressing it up with numbers doesn't change that and you risk [fooling yourself](../risks/Map-And-Territory-Risk.md).  If this is the case, is there any hope at all in what we're doing?  Yes:   _forget precision_.  You should, with experience, be able to hold up two separate risks and answer the question, "is this one bigger than this one?"  
 
-Let's move on now to talk about how risks affect [Health](Health.md)
+Lots of projects start with good intentions.  Carefully evaluating the risks of your actions or inaction is great when the going is good.  But then when the project is hit with delays everything goes out of the window.
+
+In the next section, on [Crisis Mode](Crisis-Mode.md) we'll see that actually risk management is _still occurring_, but in a subtly different way.
+
 

docs/thinking/Health.md

@@ -8,7 +8,7 @@ featured:
 tags: 
  - Thinking Risk-First
  - Feedback Loop
-sidebar_position: 8
+sidebar_position: 7
 redirect_from: 
  - /Health
 tweet: yes
@@ -132,6 +132,6 @@ If all of these disparate domains at all of these different scales are tracking
 
 The health risks affecting people are well known (by doctors, at least) and we have the list of state-level risks above too.  [Risk-First](https://riskfirst.org) is therefore about building a similar catalog for risks affecting the health of software development projects.  Risks are in general _not_ unique on software projects - they are the same ones over and over again, such as [Communication Risk](../risks/Communication-Risk.md) or [Dependency Risk](../risks/Dependency-Risk.md).   Every project faces these.  
 
-Having shown that risk management is _scale invariant_, the next step is to look at what happens in a crisis, when the usual rules of software development break down.
+Having shown that risk management is _scale invariant_, we're next going to look at general strategies we can use to manage all of these various health risks.
 
-On to [Crisis Mode](Crisis-Mode.md)...
+On to [Derisking](De-Risking.md)...

docs/thinking/Just-Risk.md

@@ -124,4 +124,4 @@ A Risk-First diagram represents a starting point (a risk, a goal), some movement
 
 However, where this becomes problematic is when trying to decide what work to do:  is the expected destination _worth_ the effort of the action?
 
-So next, let's look at how we should [Consider Payoff](Consider-Payoff.md) when we choose what to do next.
+So next, let's look at how we should [Track Risks](Track-Risk.md) in order to make sure we're not missing anything important.

docs/thinking/Track-Risk.md

@@ -10,7 +10,7 @@ tags:
  - Thinking Risk-First
  - Attendant Risk
  - Hidden Risk
-sidebar_position: 7
+sidebar_position: 6
 tweet: yes
 ---
 
@@ -127,6 +127,5 @@ Donald Rumsfeld's famous [Known Knowns](https://en.wikipedia.org/wiki/There_are_
 
 In this section, we've looked at a _continuum of formality_ of risk tracking.  Going from "in your head" (like the dinner party) through "using an issue tracker" and on to looking at visualisations to help understand which are the key risks to focus on.  If you are leading a development project, you will need to decide how formal a process you need for tracking risks and this will depend on the nature of the project.   Often, this will depend not just on your _own_ requirements but those of the project's stakeholders too, who will likely want to see that you are dealing with risk responsibly.
 
-Lots of projects start with good intentions.  Carefully tracking risks with a matrix or in a risk register is great when the going is good.  But then when the project is hit with delays everything goes out of the window.
+In the next section, [Health](Health.md) we'll be looking at the reason _why_ we need to track risks - to make sure that we keep our projects (and ourselves) healthy.
 
-In the next section, on [Crisis Mode](Crisis-Mode.md) we'll see that actually risk management is _still occurring_, but in a subtly different way.