Tag Archives: Safety

Functcon

TL; DR

We believe that Functional Programming (FP) is going to be, and is currently, a disruptive force in mainstream programming. We want to help shape the community around that force to improve the larger software community. We will do this by building an open and safe community where newcomers and veterans can explore FP- their love of it, and how to use it to build awesome software. If you believe in this please sign up on the mailing list at www.functcon.com.

@Functcon is a #FunctionalProgramming #Conference built around a community of #safety. Click To Tweet

Our Value Statements

To promote a culture of success and safety to a growing community of functional programmers, we believe the following things:

  • Functional Programming is disruptive and will continue to be so.
  • Psychological safety is the most important thing to build a successful community.
  • Excellence in programming makes changing code safe.
  • Processes of continual improvement are necessary to achieve excellence.

Functional Disruption

Kate, my wife, and I believe very much that Functional Programming is a disruptive force in the programming industry. This old technology is seeing increasing attention as we are needing different approaches to solve today’s problems.

The simplest computers are gaining more cores and an application’s ability to use those cores determine its success. Not to mention the kinds of thoughts needed to solve the problem of analyzing the increasing mountains of data we are accumulating by the minute. These problems are a couple of examples of problems that have been difficult to solve using Object Oriented Programming (OOP) or Procedural Programming.

We see it as every mainstream OOP language starts to gain FP language constructs.  FP is appearing increasingly in podcasts. Functional Programming conferences are starting to appear and be successful with multiple hundreds of attendees.

We do not know if it will ever displace OOP, but we believe it will become as important. This means that to prepare for the future the industry will need people training in this skill set right now. The Dark Matter Developers are currently not learning this skill. You can see this by looking for accredited courses. Companies are not paying for accreditations in FP.

Dark Matter Developers are the strong majority of developers out there. That means there is currently a building skill deficit. As this skill becomes more in demand the culture surrounding that skill will become in demand. As a community, we can build a culture of success and safety.

Psychological Safety

Psychological Safety was defined by Amy Edmonson as the shared belief that a team is safe for interpersonal risk. She discovered teams that had this trait were the highest performing teams. Later Google found in their research that one of the most important traits to define a successful team was Psychological Safety.

For Functcon, we want to expand that definition from team to community. We believe by focusing first on Psychological Safety, we will build the most successful community.

Excellence in Programming

Excellence is not a word I like, as I state here. So, let me define what I mean by excellence. Excellence is the application of the most current knowledge about the best techniques and practices with understanding that the most valuable part of a project is its maintenance.

We believe by focusing on the very best of FP with this understanding of maintenance we can grow a valuable community.

Continual Improvement

It is virtually impossible to make something perfect, especially when you are dealing with a complex system. Everything you do is going to involve tradeoffs. Everything you do is going to be relevant to a given context which will move on and change under you.

So, we believe that Functcon needs to be about the continual improvement of the community, the code, functional programming, and itself. This will allow us to adapt and always remain at the top of the game.

Tying it together

If we manage to be the most successful community, with the most valuable practices, and we can adapt… Well nothing will be able to stop us. However, we don’t need to be the best to make an impact. If we even start to approach these things we will make for a better industry. Let’s do it together.

Call to Action

If you like what we are trying to do, please sign up for our mailing list. These names help us attract companies to help pay for the conference. Please tell your friends about us. Our page is www.functcon.com. And, of course, we won’t sell your information. Come hang out with us today!

I joined @Functcon mailing list. #Awesome #FunctionalProgramming #Conference https://functcon.com Click To Tweet

Myth of Management With No Hierarchy

TL; DR

Leaders exist; therefore, hierarchy exists. A flat organization is not truly flat, it is made of many leaders. Those leaders have the responsibility to train others to replace them. The company has the responsibility to help those leaders be successful and be diligent on keeping things safe.

A flat organization is not truly flat, it is made of many leaders. Click To Tweet

Leaders are Essential

‘The Harvard Business Review’ has the article: Hierarchy is Overrated. This article paints a very favorable view point of flat hierarchy, but does not address the need for leadership at all. People will become leaders. This is an essential and natural process.

However, much of what needs to be accomplished by leaders, functioning in a flat hierarchy, is not natural. One of the main responsibilities of these leaders, is to move to stop being a leader, the sooner the better.

The way a leader stops being a leader is to train and inspire. Say that someone feels passionate about team building. They take up the reins, figure out ways to start building team communication and unity. They start the ball rolling. Now they need to look for someone else who cares about team building. They will collaborate, train, and inspire them to both take over and train someone else.

Potential Problems

There are a host of potential problems. Everything from dissatisfied employees to locus of control. Most problems will stem from one of these three root causes:

  • Denying the existence of leaders
  • Team not trained in essential leadership skills
  • Organization not really being flat

Leaders Exist

Leadership needs to be recognized, and its existence acknowledged. This allows an organization to better define how leaders behave and what it means to be passionate about some aspect of the organization. Don’t deny them, embrace them, try to understand them.

Everyone Trained as a leader

Train everyone to be leader. This is a lot of work, but it pays off as people can step up and handle issues and opportunities that they feel passionate about. Leadership can be more easily distributed and handed off from one leader to another. Everyone is capable in guiding and supporting leaders as they venture into new ideas and interests.

Here are a few sources I recommend:

A Flat Organization

Having an organization that has a distributed hierarchy can be challenging. The leadership, the people with the titles, needs to support it. They must trust people to do the job, and enable everyone to be trained. The highest paid people in the room have the greatest potential to do harm with the simplest word.

So, there is a need to prevent their hidden biases from polluting down into an unintentional hierarchy with certain people being ‘more equal’ than others. This can be done by really paying attention to building a safe environment. By encouraging those beneath them, in title at least, to contradict them and actively stepping back, these biases become smaller.

Giving up Control

The goal of every leader, should be, to eventually not be the leader. Each person should be looking at passing the torch, and ensuring multiple people can replace them. If this is not done they become the bottle neck and get in the way of success. The idea is that everyone can take a vacation and nothing stops working.

Each leader finds someone else who is passionate about the task at hand. They share responsibility, and train as needed. Eventually they will stand back and give their protégé or partner a chance to run things.

In Conclusion

A truly flat hierarchy does not exist. This is a good thing. What real world flat hierarchies enable is everyone with the inclination can be a leader. There are difficulties which can be overcome with hard work and trust. It is rewarding to work in one of these organizations and they can be more effective if you acknowledge the existence of leadership, train for it, and upper management supports it.

Employee Feedback without Unicorns

I am talking at #Agile2017 about giving meaningful, helpful, and humane, employee feedback. The secret is that the employee needs to be central.

TL; DR

The only person qualified to give advice to an employee regarding their career is the employee. That means we need to empower the people who work for- and with- us to analyze their career. If we can empower people to better their lives they will do more and do it better.

The only person qualified to give advice to an employee regarding their career is the employee. Click To Tweet

Questing

What if employees looked forward to receiving feedback? What if they found feedback valuable and able to improve their lives? What would that look like? How would we provide that environment? Our department asked these questions and the whole department swarmed to tackle the problem. The solution we came up with worked well in our context, and I also believe the lessons learned while figuring the answer out are valuable to others.

Personal

The first lesson we learned was that if we want to give meaningful feedback to individuals was that it had to be individual. That means we must do things to consider, protect, and appreciate, the single person who is receiving the feedback.

Our solution, currently, is to do a personal retrospective for the person. This retrospective is private, personal, confidential and facilitated by a peer who the person trusts.

Trust

It is important that the retrospective is personal and private. Without this security, there is no safety. Without safety, truth is limited, constrained and lost. The goal is to allow the employee to have real insight into how they can improve their career path, their entire career path, not limited to that within the company.

Facilitation

It is also important that this retrospective is facilitated. Facilitation gives the opportunity for the employee to explain their thoughts to another. The process of explaining leads to insight.

The facilitator is to listen, and ask questions only to gain understanding. They are not to judge or comment. They are not to burden the person whose retro it is with their own opinions. We decided to provide facilitation training for everyone who is interested in being a facilitator.

The facilitator is invited by the employee who is undergoing the retrospective. Invitation is important, as it signifies trust. It is just as important the invited facilitator be allowed to refuse without explanation. Not everyone is comfortable with facilitation.

The last thing to note about facilitation is that the facilitator will make mistakes. After all, these are not professional facilitators. Mistakes are okay. Even if they disregard all their training, just by being there for the retrospective, they will make the retrospective more successful.

Output

The content of the retrospective is private and personal. The things talked about during this meeting need to be protected, unless there is a legal obligation. If not, we again lose trust.

The product derived from this retrospective is a set of possible goals. One or two of these goals will be decided upon and acted on. They will be shared with the director who will help to achieve the goals. He uses this information to understand the ebbs and flows throughout the department.

When a goal is not achieved, the director needs to know if the department hindered its progress, and if so, how. If a goal is completed the director wants to know how the employee felt about the goal, if there is more that can be done to improve upon the accomplishment, or if knowledge can be shared.

Rewards

These goals, the retro, and information gained through this process, except where there is legal obligation, is disconnected from compensation. This frees us from the burden of creating an accidental game where the outcomes can become harmful.

The only reward is the ability to take an analytical look at your career and take steps to move it into a direction you want.

Plug

Please come to my talk, where I will talk in depth on this. I hope to see you there.

I will be watching Facilitation Without Unicorns at #Agile2017 Click To Tweet

Making a safe place to work

Thanks

This post is a special thank you to @JoshuaKerievsky. First I do not work with Joshua, or am I associated with him, however he has inspired a large amount of good things within my team.

Safety is a Skill

Bringing safty to the place I work is one of my highest priorities. Now to be fair, my place to work is the most safe place to work I can imagine. So why do I focus on bringing safety to my work?

Safety is a skill. It is why all manufacturing companies have manditory safety training. But these trainings only cover one type of safety.

Phycological Safety

Google discovered that phycological safety is the key to a well functioning team. We have seen simular successes in our team well before this article was written.

Core Rules

My team’s core rules have been in place for almost 4 years (as of September 2016). They focus on building phycological safety. They are:

  1. Treat everyone with Kindness
  2. Treat everyone with Consideration
  3. Treat everyone with Respect

The first thing to notice is the word everyone. This is not just those you work with. It is not just the people within your department, company or developer community. It says everyone, and it means everyone. It also means that everyone you work with will do the same.

The Cards

I won a raffle held by Industrial Logic, Joshua’s company. The prize came with a small number of these cards:

The back states you have the autority to stop work if any of these things are at risk:

  1. Time
  2. Information
  3. Reputation
  4. Money
  5. Health
  6. Relationships

I instantly fell in love. I gave each member of my deportement one of the cards. I made discussing the cards part of the on boarding process. At the end of which I gave the new hire the card.

On Boarding with Safety

I inform every employee that they have great authority when they come to work here. They can stop work if they feel the any action anouther is taking threatens any of those things. I then express how our practices, Test Driven Development, Contiuous Integration, Mob Programming, and others help to protect these things.

The new hire now has the authority to stop our work if anyone violates these practices and the reason isn’t to experiment on a better way; and even if that is the reason.

Then I tell them the hard part of this authority. They do not only have the authority, but the responsibility. It is part of the job requirement that they do this. Ignoring these hazards is willfully not doing your job.

One of the best moments of my career was when I told this to our interns. They could not believe any company would give them such resposibility and power.

Part of our culture

A number of us have attached the card to our badges, as a reminder of how important this really is. We retrospect often and try to do things that promote this safety. I think we are better then any company I have ever heard of it this regard. However, I do not believe we are perfect or finnished. The company recognizes that this safety has obviously contributed to our success and we are dedicated to finding better ways to achieve it or grow it.