...and I realized what was making me uncomfortable.
Most teams -- even with the best intentions -- don't create an environment where...
1/6: people with diverse perspectives are actually in the room
2/6: people have time to actually process the decision, the data, the context, the implications, etc.
3/6: safety exists to challenge the fundamental underpinnings of the decision and/or "problem" and or question
4/6: multiple promising options are explored. The "decision" is basically "should we do X", which is a decision, yes, but it isn't a choice between options.
5/n: the actual commitment is understood! Which ties in to some of the items above.
6/6: pre-mortems, "story backwards", and other approaches are used to explore risk. IOW, people don't really know what they are getting into.
... all to say that the concept relies on an effective approach to framing/making decisions and inclusion/safety.
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The “messy middle” problems is one of the biggest impediments to product success. Here’s what it looks like:
The strategy and vision is somewhat clear.
Teams have specific features they’re working on.
But there’s nothing in between.
Why does it matter? 1/n
High level visions and strategies are helpful, but they lack the specificity to guide teams.
Specific project-based roadmaps feel “actionable” but they are very fragile—they don’t inspire aligned autonomy.
You need a linking mechanism 2/n
Some teams use goal cascades
The problem is the classic MBO problem: goals get more specific & prescriptive as you move down the stack. And by definition they should be “time bound”.
They too are fragile and foster “figure out what you want to build AND THEN tack on goals” 3/n
I was reading the transcript of a work presentation. Then I watched the presentation.
The transcript was filled with issues / logical fallacies / open questions.
While watching I noticed very few.
I think this is the root issue with presentation culture.
I noticed different parts of my brain firing in each context. When slides had lots of “stuff” it felt like a sense of “oh they’ve figured this out” even when the words did not match.
If you pay attention you can feel this happening.
The confident voice of the presenter made the “three focus areas” feel certain, clear, and logical.
In writing it felt incoherent.
I guess this is a point for “a compelling visual” but still it’s interesting.
Your team is burnt out. They are not getting anything done. Work is "low quality". You can see and feel those things.
But what you are seeing is an output of something—the downstream effects of other things happening.
In some companies this is a black box
1/n
…they don’t have visibility into what’s happening.
But it is not that simple (of course).
The outputs are inputs into the black box. And the outputs input into the inputs.
2/n
Say the team reactively addresses quality issues.
This creates more “work” (the output inputs into the input), but it also leaves the team more burnt out and they make less-good decisions on whatever is going on in the box.
3/n