Containing the chaos 2019
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The document discusses how growth and change can cause chaos in organizations. It notes that growth can lead to confusion, mistrust, redundant work, low focus, and low quality among teams and individuals. Resilient teams are able to weather periods of chaos if they have confidence in one another, trust, focus, and predictable quality. The document provides tips for containing organizational chaos, such as frequent communication, aligning on roles and responsibilities, embracing failure as an opportunity to learn, and maintaining flexibility.
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Containing the chaos 2019
- 6. Containing the Chaos Brandy Porter Growth causes chaos
- 7. Containing the Chaos Brandy Porter Confusion
- 8. Containing the Chaos Brandy Porter Mistrust
- 9. Containing the Chaos Brandy Porter Redundant work
- 10. Containing the Chaos Brandy Porter Low focus
- 11. Containing the Chaos Brandy Porter Low quality
- 12. Containing the Chaos Brandy Porter Growth impacts teams
- 13. Containing the Chaos Brandy Porter New humans have to build trust
- 14. Containing the Chaos Brandy Porter Roles get confused
- 15. Containing the Chaos Brandy Porter The C-suite gets in the weeds
- 16. Containing the Chaos Brandy Porter Processes become inadequate
- 17. Containing the Chaos Brandy Porter Communication channels fail
- 18. Containing the Chaos Brandy Porter Growth impacts individuals
- 19. Containing the Chaos Brandy Porter Fear of change
- 20. Containing the Chaos Brandy Porter Loss of control over destiny
- 21. Containing the Chaos Brandy Porter Decreased momentum
- 22. Containing the Chaos Brandy Porter Passive participation
- 23. Containing the Chaos Brandy Porter Attrition
- 24. Containing the Chaos Brandy Porter Resilient teams weather chaos
- 25. Containing the Chaos Brandy Porter Confident
- 26. Containing the Chaos Brandy Porter Trusting
- 27. Containing the Chaos Brandy Porter Focused
- 28. Containing the Chaos Brandy Porter Predictable quality
- 29. Containing the Chaos Brandy Porter Chaos can be good
- 30. Containing the Chaos Brandy Porter Impactful autonomy
- 31. Containing the Chaos Brandy Porter Applied innovation
- 32. Containing the Chaos Brandy Porter Intrinsic reward structure
- 33. Containing the Chaos Brandy Porter Containing the Chaos
- 34. Containing the Chaos Brandy Porter Nobody actually knows!
- 35. Containing the Chaos Brandy Porter Communication Alignment Failure Containing the chaos
- 36. Containing the Chaos Brandy Porter Org Maturity
- 37. Containing the Chaos Brandy Porter Cycle of maturity Bruce Tuckman in 1965 FORMING STORMIN G NORMING PERFORMING
- 38. Containing the Chaos Brandy Porter The Chorus Design Ecosystem Chorus Product Design Publishing tools, network support, platform innovation
- 39. Containing the Chaos Brandy Porter The Chorus Design Ecosystem Editorial Experience Audience Experience Publishing tools, Resonance Design System Editorial expression, Harmony Design System
- 40. Containing the Chaos Brandy Porter The Chorus Design Ecosystem Editorial Experience Audience Experience Services Publishing tools, Resonance Design System Editorial expression, Harmony Design System Customer experience on platform
- 41. Containing the Chaos Brandy Porter Cycle triggers
- 42. Containing the Chaos Brandy Porter Starting new teams
- 43. Containing the Chaos Brandy Porter Adding new people
- 44. Containing the Chaos Brandy Porter New types of projects
- 45. Containing the Chaos Brandy Porter Re-orgs
- 46. Containing the Chaos Brandy Porter Self-evaluate to form opinions
- 47. Containing the Chaos Brandy Porter Where are we now?
- 48. Containing the Chaos Brandy Porter How did we get here?
- 49. Containing the Chaos Brandy Porter Where are we going?
- 50. Containing the Chaos Brandy Porter How are we going to get there?
- 51. Containing the Chaos Brandy Porter Are you the old guard?
- 52. Containing the Chaos Brandy Porter Be aware of limiting beliefs
- 53. Containing the Chaos Brandy Porter Pursue a growth mindset
- 54. Containing the Chaos Brandy Porter Give away your legos* *Molly Graham
- 55. Containing the Chaos Brandy Porter Are you the NKOTB?
- 56. Containing the Chaos Brandy Porter Where did the org came from?
- 57. Containing the Chaos Brandy Porter Where is the business is going?
- 58. Containing the Chaos Brandy Porter You may have someone’s old legos
- 59. Containing the Chaos Brandy Porter Prepare for growth
- 60. Containing the Chaos Brandy Porter Test and experiment
- 61. Containing the Chaos Brandy Porter Document processes
- 62. Containing the Chaos Brandy Porter Time box strategic thinking
- 63. Containing the Chaos Brandy Porter Build up the mental health of your team
- 64. Containing the Chaos Brandy Porter Make friends
- 65. Containing the Chaos Brandy Porter Don’t fear chaos
- 66. Containing the Chaos Brandy Porter Weather the chaos
- 67. Containing the Chaos Brandy Porter Acknowledge the chaos
- 68. Containing the Chaos Brandy Porter Have a plan
- 69. Containing the Chaos Brandy Porter Communicate early and often
- 70. Containing the Chaos Brandy Porter Re-align when necessary
- 71. Containing the Chaos Brandy Porter Be clear about the company you’re becoming
- 72. Containing the Chaos Brandy Porter Learn from challenges
- 73. Containing the Chaos Brandy Porter Think in systems
- 74. Containing the Chaos Brandy Porter Double down on customer goals
- 75. Containing the Chaos Brandy Porter Reward and recognize strategically
- 76. Containing the Chaos Brandy Porter Communicating through change Hot tips!
- 77. Containing the Chaos Brandy Porter Choose your words
- 78. Containing the Chaos Brandy Porter Consider your audience
- 79. Containing the Chaos Brandy Porter Build context
- 80. Containing the Chaos Brandy Porter Repeat yourself
- 81. Containing the Chaos Brandy Porter Explain the roadmap
- 82. Containing the Chaos Brandy Porter Learn to deal with dissent
- 83. Containing the Chaos Brandy Porter Increase transparency
- 84. Containing the Chaos Brandy Porter Srsly. Increase transparency
- 85. Containing the Chaos Brandy Porter What info is needed to do their job?
- 86. Containing the Chaos Brandy Porter What info is needed to feel secure?
- 87. Containing the Chaos Brandy Porter Prioritize those most-impacted
- 88. Containing the Chaos Brandy Porter Ask if it’s good enough
- 89. Containing the Chaos Brandy Porter Maintaining alignment Hot tips!
- 90. Containing the Chaos Brandy Porter Agree to seek improvement
- 91. Containing the Chaos Brandy Porter Standardize the way you do things
- 92. Containing the Chaos Brandy Porter Tell execs the harm they can cause
- 93. Containing the Chaos Brandy Porter Create a code of conduct
- 94. Containing the Chaos Brandy Porter Create buy-in with strong opinions loosely sketched
- 95. Containing the Chaos Brandy Porter Prioritize role clarity
- 96. Containing the Chaos Brandy Porter Create Role Clarity Hot tips!
- 97. Containing the Chaos Brandy Porter Front End Engineer Product Manager Researcher Brand Designer Content Strategist Product Designer
- 98. Containing the Chaos Brandy Porter Agree on what people’s jobs are
- 99. Containing the Chaos Brandy Porter RACI Everything
- 100. Containing the Chaos Brandy Porter Responsible Accountable Consulted Informed
- 101. Containing the Chaos Brandy Porter Creates alignment around titles and roles RACI
- 102. Containing the Chaos Brandy Porter Forces decisions about ownership RACI
- 103. Containing the Chaos Brandy Porter Instills confidence RACI
- 104. Containing the Chaos Brandy Porter R A C I Task 1 Designer Design Manager Researcher, Product Manager Front End Engineer Front End Engineer Engineering Manager Designer, Product Manager Designer, Design Manager Product Manager VP Product Designer, Researcher, Front End Engineer, Project Manager Design Manager, Engineering Manager Task 2 Task 3
- 105. Containing the Chaos Brandy Porter RASCI Responsible Accountable Supporting Consulted Informed
- 106. Containing the Chaos Brandy Porter CAIRO Consulted Accountable Informed Responsible Omitted
- 107. Containing the Chaos Brandy Porter Failure Hot tips!
- 108. Containing the Chaos Brandy Porter Failure is uncomfortable
- 109. Containing the Chaos Brandy Porter Failure is awesome
- 110. Containing the Chaos Brandy Porter About the long game Failure is...
- 111. Containing the Chaos Brandy Porter Creates alignment Failure...
- 112. Containing the Chaos Brandy Porter Failing well
- 113. Containing the Chaos Brandy Porter Expect failure
- 114. Containing the Chaos Brandy Porter Have a growth mindset
- 115. Containing the Chaos Brandy Porter Reflect and learn together
- 116. Containing the Chaos Brandy Porter Focus on systems, not humans
- 117. Containing the Chaos Brandy Porter Recap
- 118. Containing the Chaos Brandy Porter Communication Alignment Failure Containing the chaos
Editor's Notes
- Why listen to me? I’m currently working for Vox Media to bring their Chorus product to new customers
- Why listen to me? I’m currently working for Vox Media to bring their Chorus product to new customers
- Why listen to me? I’m currently working for Vox Media to bring their Chorus product to new customers
- I like this model better. There isn’t a feeling of loss or depreciation. More a feeling of a natural cycle of growth. It can apply to discipline teams, cross-functional teams, project teams, and entire orgs.
- When we added Services, we added chaos. Our Services effort wasn’t Optimized.
- Prepare your team for imagined futures Is your team working towards stronger skills or leadership moves? What does the org look like with you in it? Without you in it?
- This works to validate processes while things are calm Use onboarding as a way to determine what needs documenting
- Get to know your team on a personal level. When things get busy, it’s harder to connect meaningfully.
- Think in systems that lead to success, not short-term goals: Habits, values, and practices
- What behaviors do you want to perpetuate? What options do you have available to you? Money, time, experience, ownership, praise, etc.
- Close to chaos!
- In Forming orgs, people cover a lot of roles In Performing orgs, roles should align to a job description, not a person’s capabilities
- Usually one person is Responsible Only one person is Accountable (Approver) Tasks should be small but not overly granular Should be filled out together
- Why change is needed What points in the process are weak