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Everett Harper. Move to the Edge, Declare it Center
Table of Contents
Guide
List of Illustrations
List of Tables
Pages
MOVE TO THE EDGE, DECLARE IT CENTER. Practices and Processes for Creatively Solving Complex Problems
Acknowledgments
About the Author
Preface. July 7, 2016: Stand Up, Speak Up
Notes
Introduction
Two Kinds of Problems: Complicated and Complex
Complicated Problems
Complex Problems
The Mismatch
Case Study: Introducing Salary Transparency
Defeating the Defaults: Making Decisions Under Uncertainty
Our Brains: Wired for Shortcuts
Our Bodies: Reacting to Stress
May 27, 2020: Still a Target, Still a Leader
Proposal: Adopt a New Mindset for Making Decisions
Notes
Part 1 WHAT IS MOVE TO THE EDGE, DECLARE IT CENTER?
Chapter 1 A FRAMEWORK TO MAKE DECISIONS UNDER COMPLEXITY AND UNCERTAINTY
What Is Move to the Edge?
What Is Declare It Center?
Notes
Chapter 2 EXTERIOR PRACTICES: THE METHODS OF MOVE TO THE EDGE
Forming Hypotheses
Hypothesis Testing
Iteration and Fast Feedback
Project Scoping
Who Is in the Room Where It Happens? Bringing in Diverse Voices
Example: Race and Artificial Intelligence
Case Study: How We Made Salaries Transparent
Case Study: Jane Jacobs: What Kind of Problem Is a City?
Case Study: World Central Kitchen
Case Study: Public Health Networks and the Early Days of COVID
Notes
Chapter 3. EXTERIOR PRACTICES: THE PROCESS OF DECLARE IT CENTER
Building a Remote‐First Company Before the Pandemic
Retrospectives (Retros)
Exercise: Hold a Retrospective
Before You Begin
Set the Scene (5 Minutes)
Review Actions from Last Retro (5 Minutes)
Write Down the Good Stuff (10 Minutes)
Read Out Loud and Group Them (5 Minutes)
Vote on the Topics to Be Discussed (5 Minutes)
Discuss the Good (10 Minutes)
Write Down the Bad Stuff (15 Minutes)
Read the Sticky Notes Out Loud and Group Them (5 Minutes)
Discuss the Bad (15 Minutes)
Discuss and Assign Potential Actions (10 Minutes)
Afterward
Evolving Retros
Premortems
Truss Values
Case Study: How We Made Salaries Transparent (Declare It Center)
Case Study: Healthcare.gov
What Did We Learn? Changing Mindsets Requires Changing Systems
Declare It Center in Modern Government
Case Study: Beyond the Scope: Responding to the California Wildfires
Declare It Center to Sustain Your Work
Case Study: World Central Kitchen
Notes
Chapter 4. INTERIOR PRACTICES: GET COMFORTABLE WITH BEING UNCOMFORTABLE
Practice: Meditate/Mindful Training
Practice: Learn from Your Body
Climbing Mont Ventoux
Practice: Find Your Purpose
Exercise: The Purpose Playbook
Practice: Imagine Your Outcome
Exercise: Write a Letter to Yourself
Practice: Practice, Practice, Practice
Notes
Intermission. THE NEW NORMAL IS COMPLEX. TRAIN FOR IT
February 2012: Show Up, Speak Up: Getting the Call
Finding Your Imaginal Cells
Ring, Ring, Ring
Part 2 PUTTING MOVE TO THE EDGE, DECLARE IT CENTER INTO PRACTICE
Chapter 5. WHERE DO WE START?
Case Study: 2020: West Paw Recruiting for DEI
DEI, Recruiting, and Hiring at Truss
Slack Bot for Diversity?
Notes
Chapter 6. PUTTING PRACTICES INTO ACTION: SUSTAINING A REMOTE‐FIRST COMPANY
Exterior Practices
Using Hypotheses to Create Company Culture
Deciding to Go Remote First
Staying Connected
Effective Communication
Using Decision Records (DRs)
Implementing Auxiliary Groups
Putting Your Money Where Your Mouth Is: Investing in Connection
Staying Healthy Is a Practice
Picking the Right Tools
Interior Practices
Exercise: Walking Meditation
Exercise: Learning from the Body
Exercise: Fear of Missing In
Notes
Appendix: Further Resources
Index
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Отрывок из книги
EVERETT HARPER
To the many people who read early drafts of this book and provided great feedback: Ben Hecht, Roberta Katz, Morgan Webb, Daria Walls Torres, Ken Lynch, Erin Worsham, Shannon Arvizu, Molly Tapias, Cheryl Contee, Jenifer Fuqua, Kurt Foeller, Sarah Israel, Ed Batista, Matt Hammer, Melinda Byerly, Kristin Smith, Neil Cohen, and especially Muema Loembe.
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What would you think? Might you wonder, “Does everybody have their salaries displayed on their business card?” Might you look around and ask yourself, “How do I compare with the other directors?” I suspect you are definitely thinking, “Why on earth would a company do this?”
While we don't have our salaries on our business cards, we did make all salaries transparent in 2017. Why? We wanted to solve a complex problem: racial and gender inequality in compensation. In most labor markets, BIPOC13 people and people who identify with she/her pronouns get paid less than White men for the same job. It is an old, persistent problem, but we treated it as an obstacle we needed to overcome in order to build the diverse, inclusive company we wanted. There weren't many companies to emulate, and we couldn't find any that were doing it explicitly for diversity, equity, and inclusion (DEI) purposes. We were on the edge.
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