The "top ticket first" approach forced us to improve knowledge sharing in the team. In practice, you can pick the second topmost ticket if it doesn't affect the schedule. You're a grown up.
The tickets you work on should not be based on your feelings, but on actual priority. In practice, if you feel like it won't affect the schedule, go for it. You're a grown up.
In my experience, panic shifting is more manageable with Kanban. Tickets aren't given arbitrary deadlines, so shifting them around doesn't change the order of work, but not the intensity of work. Bringing one ticket up pushes every other ticket down. Nothing gets squeezed into the sprint.
As for interruptions, it's a matter of urgency. Usually, Kanban dictates what you do next, not right now. There's also a limit on how many tickets you can have in progress. In practice, it's up to you to decide if a task is urgent enough to interrupt your work. You're a grown up.
For well-defined tasks, I love Kanban. Many people don't. But I think there is a lot of value in having a limited number of tickets "checked out" and having a quick, regular discussion on how the current state should be updated. It is also, in my opinion, the simplest way to "be agile".
It's also not compatible with complicated work. If you're still in the discovery phase, sometimes it takes a significant amount of work to get to a point where you really feel confident on what the end goal looks like, and how to estimate how you'll get there. In that case the work is shifting under you too much for Kanban to be of much help.
The "top ticket first" approach forced us to improve knowledge sharing in the team. In practice, you can pick the second topmost ticket if it doesn't affect the schedule. You're a grown up.
The tickets you work on should not be based on your feelings, but on actual priority. In practice, if you feel like it won't affect the schedule, go for it. You're a grown up.
In my experience, panic shifting is more manageable with Kanban. Tickets aren't given arbitrary deadlines, so shifting them around doesn't change the order of work, but not the intensity of work. Bringing one ticket up pushes every other ticket down. Nothing gets squeezed into the sprint.
As for interruptions, it's a matter of urgency. Usually, Kanban dictates what you do next, not right now. There's also a limit on how many tickets you can have in progress. In practice, it's up to you to decide if a task is urgent enough to interrupt your work. You're a grown up.