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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
The tension between the ambiguity of individuals' goals and large scale collective organization
Transcript:
Speaker 2
Here's the pessimistic nightmare. It is really good and healthy for human beings to live in an ambiguous environment with a pluralistic set of goals, many of which are in Kuwait. That is an essential tension with the methods of large scale collective organization. If it's true that for an organization to cohere, it needs to have clear policies so it can act coherently, then we should not expect that kind of ambiguity to survive at scale. And I think what you're describing, so I tend to think about since I'm a philosopher like what makes something constitutively coherent. And what you're describing is a kind of evolutionary process. You know, some organizations are going to be more coherent than others and some people are more interested in coherence. And the people that are more interested in following the strict outcome are going to arise in the organization. And the organizations that have clear outcomes are going to be better at achieving those outcomes. And so our world is going to be full of large organizations staffed with people that have very, very clear specifications of outcomes. And there's something inhumane and bad about that for individuals. But that's what happens when we need to organize in large scale collectives.
Paul Smaldino & C. Thi Nguyen on Problems With Value Metrics & Governance at Scale
COMPLEXITY: Physics of Life
The Problem of Scale Clash in Human Collaboration
Summary:
The problem goes beyond ideal scale of humanity.
Different things we want involve different scales. Science works on a huge scale for problems like climate change while other things work on medium or small scales.
There is a clash of different scales and no optimal scale.
The big scales tend to win and squash out the small scales.
However, over long time scales, these complex systems tend to implode. It's about a dynamic balance where different forces coexist. How do we handle this in light of global coordination, bioregional organization, and personal relationships at the neighborhood level?
Transcript:
Speaker 2
I think the problem is even worse than what you're describing I'm going to try to pessimize what you said I mean when you ask me a question like have we gone past the ideal scale of humanity That implies that there is an ideal scale that we could plausibly hit if we could somehow convince people to scale back. For me the real worry is there's no ideal scale of humanity because different things we want to be involved in demand different scales science works really big good on a huge scale solving Problems like climate change our massive scale problems that everyone has to get together on and then there are other things that work at medium or small scales and there's just this Unsolvable scale clash my real worry is that different parts of us and our needs call us to different scales and there is not an optimal scale and so I have to participate in these different Scales or in tension with each other and also the big scales tend to win because they get really powerful and so they squash out the small scales.
Speaker 3
Over short time scales though right because over long time scales those like you know this is the Bob May will a complex system large complex system be stable question it's like at some Point those things tend to implode so it's not about like an equilibrium so much as it is about a a dynamic balance or a zone at which these different forces are able to coexist how do you Deal with all of this in light of both the need for global coordination and bioregional organization and neighborhood level personal relationships etc.
Paul Smaldino & C. Thi Nguyen on Problems With Value Metrics & Governance at Scale
COMPLEXITY: Physics of Life
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