[Internal Memo] Principles for Decision-Making in a Flat Organization


49 bookmarks. First posted by k4rtik 24 days ago.


How can non-hierarchical teams balance transparency and openness to feedback with making decisions quickly? Practical thoughts from a back-end team leader...
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yesterday by adamtait
How can non-hierarchical teams balance transparency and openness to feedback with making decisions quickly? Practical thoughts from a back-end team leader...
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2 days ago by incredimike
[Internal Memo] Principles for Decision-Making in a Flat Organization
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3 days ago by jubois
At Doist we believe that open and sincere communication improves our decision-making process. That’s why we’ve built a culture that encourages feedback at all levels of decision-making: from purely technical solutions to team and product management. We built our team communication app, Twist, around public threads to make that level of transparency and engagement possible for both ourselves and other remote workplaces.

Initially, we thought that the more input you get, the better your decisions will be. (This idea aligns quite naturally with the engineering ethos that more data means better decisions).

However, as our team has grown, we’ve learned that too much of a good thing is not a good thing. I once witnessed one of our designers ask the team for feedback on a draft of the Twist logo. All of a sudden everybody turned into font and logo experts (I was guilty as well) and overwhelmed him with feedback.
article  technical  decision 
3 days ago by a4j
How can non-hierarchical teams balance transparency and openness to feedback with making decisions quickly? Practical thoughts from a back-end team leader...
management  decision-making 
3 days ago by synergyfactor
ow does a group of people make the best decision without “kings” in situations where there’s no obvious right answer?
As it turns out, there is a document that explains in detail the process and the ideology behind the IETF’s approach to decision-making called “RFC 7282. On Consensus and Humming in the IETF.” It provides very practical guidelines on how to advance technical discussions to converge around a solution without unnecessary delay. This document can be helpful to all of us, especially product leadership and squad leaders.

IETF faces the same challenges all technology teams do as they shape the product and specify the behavior of its components. As the document puts it:

“Engineering always involves a set of tradeoffs. It is almost certain that any time engineering choices need to be made, there will be options that appeal to some people, but are not appealing to some others.”
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Consensus is the path, not the destination
A final quote from the IETF document:

We don’t try to reach consensus in the IETF as an end in itself. We use consensus-building as a tool to get to the best technical (and sometimes procedural) outcome when we make decisions.
management  model  opensource 
3 days ago by janpeuker
Nice discussion of rough consensus for teams
article  management 
3 days ago by bostonvaulter
No Kings How Do You Make Good Decisions Efficiently in a Flat Organization via Instapaper https://doist.com/blog/decision-making-flat-organization/
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3 days ago by zhangtai
The IETF case is a good example of how organizations with different structures and cultures solve the universal problem of decision-making.

I’m not proposing we apply rough consensus to all of our decisions. We are not the IETF — our goals and structure are quite different. However, I believe there are valuable lessons we can draw from their experience.

If there is a good enough solution X, don’t ask people what they think about it. Instead, ask everyone if they can live with it and if not, why.
We aim to maintain a relatively flat, transparent, and inclusive organization. As a result, consensus-based decision-making comes more naturally to us than top-down decision-making. How do we harness the benefits of collective input while making decisions quickly?

Rough consensus is a good standard for ensuring that minor remarks or non-critical issues don’t impede our performance, and it’s an effective tool in our belt as more and more voices are added to the team.
product-management 
3 days ago by 1luke2
RFC 7282 is, indeed, a gem.
management 
3 days ago by rcrowley
How can non-hierarchical teams balance transparency and openness to feedback with making decisions quickly? Practical thoughts from a back-end team leader...
4 days ago by burin
"Once everyone can live with a given solution, you’ve reached rough consensus, even if there are outstanding objections."

Interesting take on decision making. Not all decisions are going to be perfect, so getting perfect alignment is also kind of counter-productive.
management 
4 days ago by mtbottle
No Kings: How Do You Make Good Decisions Efficiently in a Flat Organization? https://t.co/oqDtH4lwdE

— Richard Laksana (@RichardLaksana) June 11, 2019
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4 days ago by rlaksana
We don’t try to reach consensus in the IETF as an end in itself. We use consensus-building as a tool to get to the best technical (and sometimes procedural) outcome when we make decisions.

management  decision-making 
4 days ago by hthief
(tech context) rough consensus
4 days ago by losslesscity
Illustration by Yin Weihung This article started out as an internal conversation on a thread around how our team could learn to ask and give feedback more…
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4 days ago by carkmorwin
No Kings: How Do You Make Good Decisions Efficiently in a Flat Organization?
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4 days ago by rukku