When it comes to grammar, I am more of a descriptivist than a prescriptivist, though I can be persuaded to tell you how I would have done it. Your way is OK with me, though we might have to compromise if we intend to communicate with each other.
It turns out that the same range of approaches applies to process definition, and there too I fall more in the descriptivist camp. Process documentation bears less relationship than it once did to what the people who execute the process actually do? Time to rewrite the doc, believing that the people on the front line know what they are doing.
But, once we’ve garnered agreement that what we’re doing is what we intend to do , there will need to be some balance, some process governance to keep us aligned with those intentions. Challenge accepted!
No kidding, it’s all true.
1. This too shall pass. Full of hurt/overwhelm/frustration as you are, right now, no feeling has ever lasted forever. Today is hard but there have been good days before and there will be good ones again. Breathe.
2. You are awesome and you’re here for a reason. You are doing good work, and we need you and we’re glad you’re here. You make our world better by being here.
3. It really is that hard. You are not wrong to perceive that there’s more work to do than one person can do alone, more to learn than will fit in a lifetime, and hard hard choices that have to be made. No one knows all of it, no one is really on top of all of it all the time. Those elegant swans are paddling frantically below the surface, and what’s more, they’ll admit it. Hang in there.
4. You aren’t alone. Everyone hits the end of their rope some days. These feelings, they’re all part of being human, and so far, that’s all of us. But there are sources of support in the world. Thank you for letting me be one for you.
I’m just about to moderate the Wiscon panel on Convention Harassment Policies, and there’s a few links I know I’ll be mentioning to the attendees.
So here’s the link to all of them at once.
Con Anti Harassment policies: http://www.cahp.girl-wonder.org/
The battle plan for creating your own and links to the con policy database for many examples
Back Up Project: http://backupproject.org/faq.html
The Back Up Project fills a different niche than a con harassment policy and is no substitute for having one, but it has had an effect on the conversation and should be taken into account
Ada Initiative: http://adainitiative.org/
In the technical community similar challenges and issues arise, lots of good resources here.
Geek Feminist Wiki: http://geekfeminism.wikia.com/wiki/Conference_anti-harassment/Policy_resources
Many stories and viewpoints available here. Includes both fannish and technical communities here.
Arisia Code of Conduct: http://www.arisia.org/Code-of-Conduct
This is the latest version of what we actually have done. As of this writing, May 2014, needs to be updated to reflect our recent updates to corporate policies.
Readercon Safety page: http://readercon.org/safety/index.htm
Readercon took a from-scratch look in 2012 and came up with another approach.
Wiscon Rules: http://wiscon.info/rules.php
The Wiscon policies, latest version.
I made a point of having nametags for everyone at all of last years convention meetings. It seems like a little thing, but it sends an important message. That message is, Even if you don’t already know everyone here, you are still welcome here. We want to know who you are. All by themselves, nametags won’t solve the problem when our organization is perceived as being insular and unwelcoming to new people, but even small symbolic things count.
Nametags also remind the people who are already on board that new people are joining and not everyone knows who’s who. When we put on a badge that says “Hello, my name is …” there’s an implicit promise to be approachable. It’s a good reminder that being a welcoming and inclusive organization is ongoing, not just something we can check off.
I’m working on writing up a framework for a communications plan for the next convention. We’ve never made an organized list of all the things that need to get told to people and when they have to get said. Probably that’s because we’ve bought into a mindset that it’s a trivial step along the way.
Here’s the takeaway: telling people things is real work. It takes time and planning and attention to detail. The bigger the organization gets, the more work it takes to just tell people things.
Yes, I suppose there is a lot more of substance to say here, but one of the things we have to do is convince people that telling people things is real work. Otherwise they’ll look at this request for a plan and go, oh we’ll just do it when we get to it. Because that’s worked so well for us in the past.
I figured out just the other day that there are at least two different kinds of “hey I need help!” issues that could come up to a staff member at con. One is a convention safety issue — someone is causing me grief or there’s a situation that’s unsafe. The other is what’s known as a service recovery event, otherwise known as “feedback”.
Usually the “feedback” is some form of “hey you guys, it’s BROKEN here”. The pattern for dealing with that is:
* don’t try to justify why it’s broken or insist it really isn’t broken
* provide the customer with a remedy, with as much flexibility as you can
Good service recoveries can generate more good will than if everything had gone smoothly in the first place.
But if you’re dealing with a safety issue, it’s different. First of all the first step is not “apologize”. It may be to enforce a rule or to get help or even give sympathy. So the very first step is to filter the significance of the upset person in front of you: is this a safety issue or a customer service problem? Very different paths to follow depending on what you choose.
Today we were discussing solving attendee problems at the con, and someone very helpfully told me what that process is called — Service Recovery. Service Recovery is a bit of magic, if done well it can turn a raving furious customer into your biggest supporter. You need a sincere apology and the flexibility to actually fix problems.
Now there’s another thing that I don’t know what to call it. There’s an email discussion going on, wherein one person is describing the official, documented process and the other person is commenting on the way that process is actually experienced by the people involved. Needless to say, they are somewhat talking past each other, and, I’m sure, each convinced that the other is a buffoon. There must be a word for that second, unofficial process. I just don’t know what it is.
I don’t feel too bad that our organization has both the documented process and the interpretive dance version. After all, we just got a tax cut passed by Congress through a sequence of events that bears very little resemblance to the neat diagram of How a Bill Becomes A Law from 7th grade civics. Put people and politics in a system, and everything goes to pieces….
Email is the tool we use every day. It’s the basic communication medium for preparing for the con I’m running. Nothing would run without it, even face to face meetings are announced and scheduled over email. So why is it so damn hard?
Yes that’s a rhetorical question. It’s hard because email cuts out so many cues to the response we’re getting on the other side of the email. And at this point, 35 days or so before the event., it’s hard because we’re all in a hurry. We start to cut corners and respond too fast and before you know it, misunderstanding multiply.
Two particular instances of emall anti-patterns:
1. The more upset you are, the faster you write back.
It’s rare for responding to an email full of whitehot indignation to improve anything, though it may make you feel better at the time. Sometimes the right thing to do is to find a third party to hear your side, and then get back to just writing the simplest answer possible. Sometimes pushing back from the keyboard and taking a walk is the right call.
2. You are so important that even people you haven’t met yet know all about you.
When writing for the first time to someone you don’t know, introduce yourself. Even if you’ve been around the organization for a long time, new people don’t necessarily know who you are or what your responsibilities are. Saves all kinds of questions like “who are you and why are you making demands of me? ”
I’m always working with my teams to accommodate change. Whether those are small changes or large, considering Peter de Jager’s Seven Questions of Change Management has made me better at introducing those changes smoothly.
On beyond the who, what, and where classic questions, some questions are immediately in need of an answer when changes occur.
In short they are:
- Why is this change taking place?
- What’s in it for me?
- What do I do next?
- What stays the same?
- What could go wrong?
- What’s going to be difficult?
- When are we going to get there? (And how will we know we’ve arrived?)
I’m still not as good as I could be but when I go back to troubleshoot problems associated with change, I can often identify which question was left unanswered when I initially proposed a new thing.