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DEEP Framework: Documenting Decisions, Events, Explanations, and Proposals in Your Org Summary: The DEEP framework emphasizes the documentation of decisions, urging the recording of the rationale behind business and general decisions. It also stresses the importance of documenting events such as meetings and town halls, highlighting the need for summarization. Furthermore, the framework encourages documenting explanations, especially in the context of onboarding, as they often involve repeated material. Lastly, it emphasizes documenting proposals or ideas, allowing individuals to present their rationale to others and providing time for considered reactions. The acronym 'DEEP' serves as a reminder for teams to consider the documentation created within their workflow. Transcript: Speaker 1 So I came up with an acronym as well, and I call that acronym deep. I think you'll identify with some of these. So deep for decisions, if there's ever a decision, then you should record the rationale for it. And we've talked about it endlessly on our tech radar's decision record systems. But I extend that to business decisions as well and general decisions as well. So similar format. Then there's events. So you have a town hall, you have a meeting, all of those are events, right? And you better document them for the benefit of other people. And when I say document, I mean, summarize, sure, you can have a recording or snippets of recordings if they are useful for people, but the summary is the more important thing. Then there's explanations, and I found these very useful in the context of onboarding, because there's a lot of explainer material that gets repeated in onboarding. And those are definitely great candidates for documentation. And the last one is proposals. And I called that proposals, but really I'm trying to talk about things like ideas. So let's take an example. I want to use this new library on my project. I have a certain rationale for it. Let me write down the thought process. What value is it going to bring? Let me present it to everyone. Everyone has the time to consume it. Oftentimes we go into decision making with a lot of cognitive load, where, you know, Ken explains in rapid fire things that he's been thinking about for the last 15 days. And now I have to consume it in the next 30 minutes and give Ken a year or nay. It's really difficult because Ken's done all the deep thinking, I need the time to process it and writing gives me the time to process it, right? And I can also not give knee jerk reactions, but considered reactions. So proposals, and that starts to include design documentation, idea papers, any kinds of proposals that you make on the team. So that acronym deep is a good trigger for teams to kind of hold on to and think about what is the documentation we're creating in the flow of work.

Asynchronous Collaboration — Getting It Right

Thoughtworks Technology Podcast

Prediction Markets Are Built on the Principle of Adverserial Engagement Transcript: Speaker 2 There the first is what you're describing is precisely the reason why i am a bit of a skeptic of prediction markets not to say that they don't have a role but i don't think that they are nearly The solution that many believe they are and it's because they set us up in an adversarial relationship with regards to determining the truth it's not at all the say i don't think incentives Have a role or that it isn't worth a listening information for me i believe in all those things but the notion that the way that we should do it is betting against each other so that we want Everyone else to be as wrong as possible so we can be right and we want to get like one big payoff for like the person who's most right and anything that can be like too easily analogized To some sort of like dick measuring contest is not something that like excites me as a mechanism for like coming to good social outcomes and i think that prediction markets have an important Element of that

Glen Weyl & Cris Moore on Plurality, Governance, and Decentralized Society

COMPLEXITY: Physics of Life

Bad Norms and Policies Produce "Legislatice Mediocrity" in Organizations Summary: Encouraging a culture of being teachable and open to listening to others is crucial for innovation and improvement in organizations. While standard operating procedures (SOPs) and efficient systems are appreciated, they should not create taboos or hinder learning, leading to what the speaker refers to as 'legislative mediocrity.' The speaker advocates for a focus on innovation and continuous improvement, rather than being stifled by rigid norms and policies. Transcript: Speaker 1 You want to be teachable and you want to have a culture of being teachable and listening to others. Yeah. That's that's really important. And so I love SOPs. I love I love it when you get a system working well and efficient. But I don't like it when it creates taboos and when it stops people learning. Legislative mediocrity. It drives me nuts. I'm very much let's do innovation. Let's improve.

Organizational Structures That Enable Knowledge Flow With Stuart French

Because You Need to Know Podcast ™

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