Of course the past experience of our team members is invaluable. But we need to be actively researching what effective teams are doing nowadays.

The un-reality of our present is really a consequence of the exponential multiplication of realities. In the not-so-distant past, most of our societal constructs — political bodies, media entities, and the like — helped shape our collective reality, which is an extremely important thing for a society to have if it is to work in a linear fashion.

The pandemic has fractured the discourse, exposing how many layers of assumptions formed the bedrock. ​ Under quarantine conditions, there is less opportunity to physically signal one’s participation in a culture, so clothing and conspicuous consumption matter less. ​ Knowledge tooling will be extremely important to this new set of online cultural formation. ​ We’ll see a dramatic acceleration of the exodus from clearnet that began a few years ago. ​ Cities will need to put incentives in place for small businesses to take over these spaces, and stem the blight of banks and pharmacies that have eaten ground floor retail, have genericized walkable cities in the last decade. ​ People who left the city due to safety concerns or simply for affordability reasons may not return. Combined with the increasing viability of remote work and zero-hour contracting, we may see further evacuation of the city and a new wave of suburbanization. ​ The increased availability of urban space relative to demand that results from this will create new opportunities for communities and cultural production to manifest themselves in the physical world. ​ in the second, that same realm is reinvigorated and returned to its true stakeholders, the people who live there. Breathe. Read the air. The real knowledge work begins

And yeah, I think that sense of future shock is what has disappeared, which was in retrospect a very rapid turnover of styles one was accustomed to. ​ Music is the site where the major symptoms of cultural malaise can be detected I think. ​ what’s missing is a popular experience of newness.

I want a culture where employees can tell us their dreams, including after Carta, and we support them doing it. ​ Lastly, all departures, whether employee initiated or company initiated, will receive payment commensurate with tenure.

Everyone knows you value them and their work, primarily because you regularly tell them so. You cultivate a culture of giving credit where and when it’s due.

Purl, directed by Kristen Lester and produced by Gillian Libbert-Duncan, features an earnest ball of yarn named Purl who gets a job in a fast-paced, high energy, bro-tastic start-up. Yarny hijinks ensue as she tries to fit in, but how far is she willing to go to get the acceptance she yearns for, and in the end, is it worth it? Get ready for more #SparkShorts coming to Disney+ later in 2019. Sign up for updates at http://disneyplus.com Facebook: https://www.facebook.com/Pixar Instagram: https://www.instagram.com/pixar/ Twitter: https://twitter.com/Pixar Copyright: (C) Disney•Pixar

Antarctica has become one of the most widely cited examples of how law enforcement might operate on other worlds ​ Throughout history, frontiers have been where we experiment with innovative societal arrangements, but they are also where we most faithfully reproduce the most current version of our culture, unfettered by the historical customs that temper it back home. ​ but it will also feel like where we came from.

This normalization of deviance means that people within an organization stop seeing problems as problems, making it impossible to learn from them. Stagnation kills resilience. ​ A change-resistant culture, however, risks burning out those new people, as they find that they are unable to make any meaningful changes. ​ Knowing what decisions were made and why can help prevent “we’ve always done it this way” as a fall-back reason for doing something. If you understand the constraints and trade-offs around why a past decision was made, you’ll be better equipped to understand if they are still relevant in your current context. ​ push authority for decision-making down closest to where the work gets done ​ If different members of an interview panel have very different views of how the organization works, that can be a sign of deeper issues. This often indicates implicit power structures or lack of clarity around process that can be frustrating to deal with and difficult to change.

Sharing suffering is actually one way to minimize suffering, and minimizing suffering is at the core of my beliefs on compassionate teams. ​ If you're a senior engineer wondering what's next, try turning your attention to your team. I would bet that you'll learning something worthwhile.

:wave: - The documentation for being an Artsy Engineer - README/engineering-principles.md at main · artsy/README

Many years ago, my coach Jerry Colonna from Reboot taught me the idea of a “red / yellow / green” check-in. In a nutshell, it’s a practice where meeting participants kick off a me…

A talk at the Difficult to Name reading series about the disappearing web and what we can do to stop it.

Single words for values are seductive because they have deep meanings. But, because they have deep meanings, you’ve little assurance that everyone has the same definition. (“What is love?”)— Sean Rose (@seanrose) October 22, 2018

“You should worry about the potential damage that can be done to your business if something were to happen because not enough people were knowledgeable or had the right tools to do their job.”

Some days back I was having a conversation about the importance of memos and documents in an agile/fast-moving startup company. The person…

“The trick, therefore, is to allow for some types of changes to be fast and fluid, while requiring others to be slower and more deliberate. Some changes should require nothing more than a quick chat, while others need a stakeholder meeting, and others need an all-hands company meeting.”

As a company scales the number of meetings initially grows faster then headcount. With more people comes more coordination. Most companies ...

“Edgar Schein’s writing on organizational culture, via Erik Hollnagel”

You’ve been there. You’re sitting in a meeting and your boss, a product manager, or an executive is talking about Q2 goals. They’re laying out a roadmap of the features that are going to be “coming down the pike”. All of a sudden you see it.