Hello! Here's the link to sign up and join us: https://events.itrevolution.com/watchparty/

Definitely going to check out this book! 💯

Dave’s colleague Jess here! This is a great question. Sharing everything to no one in particular sometimes amounts to information overload, albeit is better than holding back information. Our experience has been that one way to manage this is to create a high degree of system- and dependency-awareness, such that people can be more targeted in their information sharing. The Ops & Intel call covered in Team of Teams (and later in this presentation) were one way to create that sense of Shared Consciousness. We’ve seen similar approaches with software teams, albeit usually on a less frequent cadence.

Thank you. Adding the book to my list. Very interesting talk.

Exactly - And this meeting provided a format and context on what types of learnings were relevant to the collective objectives of the task force.

Cheers

I'm going to have to read this book and see. Thanks for the note

Yeah, it's a great book. One of very few that I'd put in the required reading box 🙂

Thanks, buying it now

@josborne the is one of the key features of military communications that is really different from the civilian context. https://en.wikipedia.org/wiki/Five_paragraph_order Is the basic structure that's used to codify decisions (roughly)

Thank you that's so helpful

My understanding is that this was mitigated by someone filling the Chief of Staff role - and focusing on "things I need help with" vs "Look how wonderful I am". The ToT follow up, One Mission goes into a bit more of the nuts and bolts of making something like this work in practice

Thank you, Ben!

Dave’s talk at the upcoming DevOps enterprise summit covers the specific agenda for this meeting, coincidentally. The content followed this basic structure: • What happened in the last 24 hours? • What is the situation now? • What should we be doing differently? • How is our network functioning?

While the first is more “status update”-oriented, the last 3 updates focused how the situation evolved and how teams were learning as a result. From Dave and colleagues’ description, this became a meeting that leaders feared missing, as accelerated the rate of learning for their teams.

Thank you, @jessica.reif.. This really helps! A daily 90 minute enterprise wide call boggles my mind.

@hsieh2888-slack - one thing to note here: the tempo of establishing shared consciousness is driven by the need to adapt faster than the external environment. If the external env changes at a slower pace than a chaotic insurgency, you wouldn't necessarily need that level of engagement 🙂

@ben That is a very interesting insight you just shared. I never thought about that.

But what about a "perceived" need to adapt faster? From the "business team who thinks IT moves too slow for them" - for example. There is always some truth that IT moves slow but business themselves are not always 100% clear on the objectives. Would a "shared consciousness" be valuable here?

@hsieh2888-slack 💯 - I think what often happens here is more of an impedance mismatch. One of the reasons for cross functional teams is to try and break those boundaries down (so that there's isn't a business/IT split in the first place). This is just another way of building shared consciousness 🙂

@hsieh2888-slack have you come across Col John Boyd's work on the OODA loop? I had a great chat with Aimee Groth a long time ago about the overlaps and similarities between holocracy ToT and OODA 🙂

@ben It is true we are looking for that blending of business+IT... I was just wondering would a "shared consciousness" help us grow into this merged consciousness.

@ben I have heard about the OODA loop but I haven't thought about how it relates to larger organization structures. I thought OODA was more lower-level tactical, I guess.

We have had some contact with companies leveraging parts of holocracy over the years — we haven’t worked with any companies who wholly operate using the framework, but some who have used parts of it to shift towards self-management. We are certainly aligned on the benefits of self-organized teams empowered to make decisions about the work they do and how they work.

Thanks @jessica.reif - that's pretty much the conclusion I've some to as well having spoken to a few people (including https://medium.com/@aimeegroth) and having been around a few orgs that have "dabbled" 🙂

Curiously, which practices from holocracy have you found most beneficial? One we use a lot is “working agreements”

A couple of things. One is the meta principle of offloading a bunch of cognitive load into the system. But I've also found the governance process quite useful. There's something very powerful about making reasoning about the system part of a regular tempo of reflection (as opposed to just talking about the work that got done as is the case more commonly)

Very interesting, thank you for sharing!

Maybe @hsieh2888-slack has a few things to add here... 😄

LOL.. Only questions for you all. No good answers. 😄

This seems very relevant for a virtual conference!

good idea

Thanks. Agree that helps, we’ve found that having critical mass of people in-region is key to making this work, so you don’t have to have as many off-hours tactical/operational calls), our leadership is starting to do more events like this one for our region (record part of an America’s/EMEA event and then replay it as part of a live event for APAC). Many organisations (including mine) are looking to increase asynchronous comms. to counterbalance the video meeting overload many folks are experiencing under COVID, and that will probably help with timezones as well.

I am also eager to receive the replay link for the Oct 8 Watch Party. Will you be posting that in this channel?

Super interesting! Thanks for the link — I’ll watch it in the next couple of days!!! (Buried in prep work for DevOps Enterprise Summit right now! 🙂

Sure thing - it's not going anywhere. It would be great to chat when you come up for air 🙂