Bias Towards Action: Building Teams that Build Work
Summary
Key Insights
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Agency structures with separate creative and technical teams create cultural barriers that hinder project success.
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Defining, writing down, and holding teams accountable to core values is essential for cultural change.
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Successful cross-team collaboration requires knowing and valuing the people behind different roles, not just enforcing process rules.
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Building software that structurally enforces department collaboration can mirror and support cultural shifts.
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Cultural values should answer why a team exists and how it fits within the larger organization.
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Recruiting from the usual talent pools risks attracting people who reinforce existing cognitive biases and fail to embody desired team values.
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Quantifying cultural fit during interviews helps reduce bias and align hires to team values objectively.
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Teams must remember that their work is ultimately for human users, fostering empathy to improve products.
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Creating opportunities for team members to bond as people builds trust and better collaborative outcomes.
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Tech creators have a responsibility for the social impact of the tools they build and must remember the humans affected.
Notable Quotes
"Ideas that get sold without knowing how they work or how they’re made reflect a cultural problem in the team."
"No one hated technologists, they just didn’t know who they were because there were no personal relationships cross teams."
"Process for process’s sake doesn’t help anybody; processes must reflect your core values."
"Talent is everywhere. You find talent when you look for it without skepticism and bias."
"Quantify cultural fit by scoring candidates on how they align with your values before hiring decisions."
"We made a system that wouldn’t work if any part of the code or any team disappeared or refused to cooperate."
"We are making things for human beings, and we too are people who must own that responsibility."
"It wasn’t just about process changes, it was about changing how people think about their work and each other."
"When I walked into the office, my team was ready to quit because they were taking rude user emails personally."
"Our hands make all the things, and our brains form the teams that run the hands making the things."
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