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133 lines
6.1 KiB
133 lines
6.1 KiB
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<a href="https://blog.juliobiason.me"><h1>Julio Biason .Me 4.3</h1></a> |
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<p class="lead">Old school dev living in a 2.0 dev world</p> |
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<h1 class="post-title">Safe Enough to Soar - Fred Miller, Judith Kat</h1> |
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2021-03-29 |
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<a href="https://blog.juliobiason.me/tags/reviews/">#reviews</a> |
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<a href="https://blog.juliobiason.me/tags/books/">#books</a> |
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<a href="https://blog.juliobiason.me/tags/books-2021/">#books:2021</a> |
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<a href="https://blog.juliobiason.me/tags/team-building/">#team building</a> |
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<a href="https://blog.juliobiason.me/tags/communication/">#communication</a> |
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<a href="https://blog.juliobiason.me/tags/stars-1/">#stars:1</a> |
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<a href="https://blog.juliobiason.me/tags/fred-miller/">#fred miller</a> |
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<a href="https://blog.juliobiason.me/tags/judith-kat/">#judith kat</a> |
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<p><a href="https://www.goodreads.com/book/show/38508128-safe-enough-to-soar">GoodReads Summary</a>: |
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Some organizations pay a great deal of attention to ensuring the physical |
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safety of their team members, but do the team members feel safe enough to speak |
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up and raise tough concerns or share bold and still-in-formation ideas? In this |
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book, bestselling authors and inclusion experts Frederick A. Miller and Judith |
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H. Katz introduce the concept of "interaction safety" and demonstrate how it |
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can help create a work environment of trust, inclusion, and collaboration.</p> |
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<span id="continue-reading"></span><div> |
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★☆☆☆☆ |
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<p>Don't get me wrong, I do understand where the book is aiming for -- giving |
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people a voice, no matter what -- but I believe it aged badly, mostly due the |
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way culture changed. Also, the analogies/anecdotes are a bit too far fetched, |
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which actually hide the real purpose of "interaction safety".</p> |
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<p>So, what it is this about: This is, basically, "give everyone a voice, and let |
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them exercise it". All good, I totally agree with this, and a good leadership |
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should always worry about it.</p> |
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<p>But what isn't specified -- and what I meant by the way the culture change -- |
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is that it misses the point that people will talk to each other more things |
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that just work. How do you give a voice to someone that denies the holocaust? |
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Should you give a chance to someone that keeps bringing "election fraud" in |
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every possible instance? Those are part of a culture shift, in which we started |
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to being more stuff into work. Sure, it makes totally sense to get new input on |
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work subjects, but that would require a good culture inside the company to |
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leave controversial statements <em>outside work</em> outside, and the book doesn't |
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cover that (and I'm all in for controversial statements about work itself).</p> |
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<p>Also, it lacks some conflict resolution: What if I give a voice to someone, |
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explain the problem with their idea, but they can't concede that it doesn't |
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make sense? Would that person feel fine with it? How do you disarm the possible |
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bomb when constant suggestions are dropped for one reason or the other?</p> |
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<p>The analogies are also a bad point of the book. Since the authors describe four |
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levels of "interaction safety" in the book, they put a little story for the |
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level. And, obviously, the first level is pretty bad, while the fourth one is |
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all marvelous and people love their work for that. And it gets tiring very |
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early seeing "interaction safety" instead of "conversations" or something like |
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it.</p> |
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<p>Another problem: The lack of concrete points on how to act. Sure, there are |
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lists like "A company in X level would have this" which you can infer some |
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actions, but a list of "start writing X down", "when you realize comments that |
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sound racist, call the person to explain why they shouldn't say it, instead of |
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calling them out in public" -- which <strong>is</strong> a real thing people should do |
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to provide safety to the group -- would be a lot more helpful than anything.</p> |
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<p>Again, I'm not against the aim of the book, I just dislike the way it is |
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presented.</p> |
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