From c75e87e4b87150f7ffaf31dff3923a905cf05ae5 Mon Sep 17 00:00:00 2001 From: Mishari Muqbil Date: Thu, 24 Aug 2023 17:17:09 +0700 Subject: [PATCH 1/6] Create hivemind-pattern.md --- patterns/1-initial/hivemind-pattern.md | 55 ++++++++++++++++++++++++++ 1 file changed, 55 insertions(+) create mode 100644 patterns/1-initial/hivemind-pattern.md diff --git a/patterns/1-initial/hivemind-pattern.md b/patterns/1-initial/hivemind-pattern.md new file mode 100644 index 000000000..e2d521422 --- /dev/null +++ b/patterns/1-initial/hivemind-pattern.md @@ -0,0 +1,55 @@ +## Title + +Hive Mind + +## Patlet + +TBD + +## Problem + +In many organizations, there's an inherent pressure to present finished or near-finished ideas, which reduces the opportunity for collaborative input from a wider community. How can we encourage individuals to open up their ideas or challenges early for feedback, leveraging the collective intelligence of the community? + +## Context + +* Organizations where sharing early-stage ideas is not the norm. +* Environments where there's a fear of criticism or judgment for unfinished ideas. +* Cultures that prioritize individual achievement over collective collaboration. + +## Forces + +* **Inertia:** Employees often follow established cultural norms. +* **Lack of Awareness:** Some might not be aware of the benefits of tapping into the collective intelligence. +* **Fear of Criticism:** Sharing an unfinished idea can be daunting. + +## Solution + +* Create a safe space (like a specific repo, brainstorming channel) where employees can share unfinished ideas. +* Encourage opening (WIP or draft) PRs that are not fully complete but provide a starting point for discussion. +* Cultivate a community culture that values and rewards collaboration and feedback. +* Host regular "idea-sharing" sessions where team members can present their initial thoughts and get feedback. + +## Resulting Context + +* Enhanced collaboration and broader input on ideas. +* Reduction in duplicated efforts across the organization. +* Faster ideation to implementation timelines. +* Stronger sense of community and shared ownership of challenges and solutions. + +## Known Instances + +TBD + +## Status + +Initial + +## Alias + +* Helping repo owners be compliant by writing their CONTRIBUTING.md for them as a pull request +* Let us help you be compliant + +## Authors + +* Mishari Muqbil +* Igor Zubiaurre From 478fb4d909fb2826b0b06d783976bd489751c445 Mon Sep 17 00:00:00 2001 From: Mishari Muqbil Date: Thu, 24 Aug 2023 17:19:51 +0700 Subject: [PATCH 2/6] Update hivemind-pattern.md --- patterns/1-initial/hivemind-pattern.md | 5 ----- 1 file changed, 5 deletions(-) diff --git a/patterns/1-initial/hivemind-pattern.md b/patterns/1-initial/hivemind-pattern.md index e2d521422..ed17f37be 100644 --- a/patterns/1-initial/hivemind-pattern.md +++ b/patterns/1-initial/hivemind-pattern.md @@ -44,11 +44,6 @@ TBD Initial -## Alias - -* Helping repo owners be compliant by writing their CONTRIBUTING.md for them as a pull request -* Let us help you be compliant - ## Authors * Mishari Muqbil From 1a4f61447200bb1c5a0eeec824152ac2278e7875 Mon Sep 17 00:00:00 2001 From: Mishari Muqbil Date: Fri, 25 Aug 2023 21:02:47 +0700 Subject: [PATCH 3/6] Update and rename hivemind-pattern.md to hive-mind.md --- patterns/1-initial/hive-mind.md | 67 ++++++++++++++++++++++++++ patterns/1-initial/hivemind-pattern.md | 50 ------------------- 2 files changed, 67 insertions(+), 50 deletions(-) create mode 100644 patterns/1-initial/hive-mind.md delete mode 100644 patterns/1-initial/hivemind-pattern.md diff --git a/patterns/1-initial/hive-mind.md b/patterns/1-initial/hive-mind.md new file mode 100644 index 000000000..c65ff6488 --- /dev/null +++ b/patterns/1-initial/hive-mind.md @@ -0,0 +1,67 @@ +## Title + +Hive Mind + +## Patlet + +In many organizations, individuals hesitate to share early-stage ideas due to fear of criticism, linguistic barriers, and cultural norms. The Hive Mind pattern promotes leveraging collective intelligence by fostering a culture of early, open idea-sharing and feedback, turning individual inklings into community-driven innovations, and safe spaces to do so. + +## Problem + +In many organizations, there's an inherent pressure to present finished or near-finished ideas, which reduces the opportunity for collaborative input from a wider community. How can we encourage individuals to open up their ideas or challenges early for feedback, leveraging the collective intelligence of the community? + +## Context + +* Organizations where sharing early-stage ideas is not the norm. +* Environments where there's a fear of criticism or judgment for unfinished ideas. +* Cultures that prioritize individual achievement over collective collaboration. + +## Forces + +* **Inertia vs. Innovation:** While team members tend to adhere to established cultural norms due to safety, comfort and familiarity; breaking free from these norms can drive innovation. The trade-off lies in balancing the risks associated with deviating from an established path against the potential benefits of fostering a new culture. + +* **Fear of Criticism vs. Growth:** Sharing an unfinished idea can expose an individual to potential criticism, making many hesitate. However, embracing such feedback can lead to personal growth and idea refinement. The cost here is the potential temporary discomfort against long-term development. + +* **Lack of Awareness vs. Collective Potential:** Not all recognize the benefits of tapping into collective intelligence, preferring the safety of traditional approaches. Introducing them to the power of the hive mind may open doors to unprecedented collaborative outcomes but demands initial investment in awareness-building. + +* **Linguistic Barriers vs. Diversity:** Linguistic gaps can deter open communication, especially in diverse settings. Yet, embracing linguistic diversity can bring varied perspectives, enriching the hive mind. The challenge lies in creating an environment that supports linguistic diversity without causing communication breakdowns. + +* **Fear of Accountability vs. Collaborative Ownership:** There's a concern about assuming responsibility for ideas that might not be well-received. However, fostering a culture where the community collectively owns and refines ideas can distribute this accountability. The trade-off involves transitioning from a culture of individual responsibility to one of shared ownership and collaboration. + +## Solution + +Understanding the essence of a "Hive Mind" is foundational. At its core, a "Hive Mind" represents the collective intelligence or consciousness emanating from the collaboration of a group or community. This collective approach embodies the notion that when a community collaborates, it can brainstorm, refine, and execute solutions far more effectively than isolated individuals. The continuous feedback and iterative enhancement facilitated by the hive mind often lead to solutions and innovations that single contributors might not have envisioned on their own. + +To harness the power of the hive mind within an organization, it's pivotal to establish a welcoming environment where individuals feel empowered to articulate and incubate their raw ideas. Such spaces, whether virtual like a specific repository or physical like a brainstorming room, invite the broader community into the ideation process, sparking the hive mind into action. + +Advocacy plays a role as well. Encouraging community members to initiate preliminary PRs, even if they're not exhaustive, sets the stage for an open dialogue. This transparent method aligns with the hive mind's principle of inviting early feedback, where ideas undergo continuous sculpting by the community. + +Cultural shifts are integral to this solution. Organizations must emphasize a culture that not only supports and celebrates collective input but also places it on a pedestal. Such an ethos reiterates the belief that the hive mind, with its plethora of perspectives, can significantly elevate the caliber and range of generated ideas. + +Communication serves as the lifeblood of the hive mind. Establishing rapid sharing channels, akin to the brevity of Twitter, facilitates instant thought exchange and feedback. These nimble mechanisms resonate with the hive mind's principle of dynamic, ongoing collaboration. Moreover, periodic "idea-sharing" sessions further the cause. These meetups serve as platforms for galvanizing the hive mind, transforming individual inklings into visions owned by the entire community. + +Lastly, to ensure the success of the hive mind, organizations need to nurture an environment where feedback is a tool for growth, not just criticism. Constructive feedback should be embraced, creating a fertile ground where ideas can be continually refined and improved. + +## Resulting Context + +* Enhanced collaboration and broader input on ideas. +* Reduction in duplicated efforts across the organization. +* Faster ideation to implementation timelines. +* Stronger sense of community and shared ownership of challenges and solutions. + +## Known Instances + +TBD + +## Status + +Initial + +## Authors + +* Mishari Muqbil +* Igor Zubiaurre + +## Acknowledgement + +* ChatGPT for ideation and editing diff --git a/patterns/1-initial/hivemind-pattern.md b/patterns/1-initial/hivemind-pattern.md deleted file mode 100644 index ed17f37be..000000000 --- a/patterns/1-initial/hivemind-pattern.md +++ /dev/null @@ -1,50 +0,0 @@ -## Title - -Hive Mind - -## Patlet - -TBD - -## Problem - -In many organizations, there's an inherent pressure to present finished or near-finished ideas, which reduces the opportunity for collaborative input from a wider community. How can we encourage individuals to open up their ideas or challenges early for feedback, leveraging the collective intelligence of the community? - -## Context - -* Organizations where sharing early-stage ideas is not the norm. -* Environments where there's a fear of criticism or judgment for unfinished ideas. -* Cultures that prioritize individual achievement over collective collaboration. - -## Forces - -* **Inertia:** Employees often follow established cultural norms. -* **Lack of Awareness:** Some might not be aware of the benefits of tapping into the collective intelligence. -* **Fear of Criticism:** Sharing an unfinished idea can be daunting. - -## Solution - -* Create a safe space (like a specific repo, brainstorming channel) where employees can share unfinished ideas. -* Encourage opening (WIP or draft) PRs that are not fully complete but provide a starting point for discussion. -* Cultivate a community culture that values and rewards collaboration and feedback. -* Host regular "idea-sharing" sessions where team members can present their initial thoughts and get feedback. - -## Resulting Context - -* Enhanced collaboration and broader input on ideas. -* Reduction in duplicated efforts across the organization. -* Faster ideation to implementation timelines. -* Stronger sense of community and shared ownership of challenges and solutions. - -## Known Instances - -TBD - -## Status - -Initial - -## Authors - -* Mishari Muqbil -* Igor Zubiaurre From aa4318c6834d7b5c3d6e6f86b8ebac61db5bd74f Mon Sep 17 00:00:00 2001 From: Mishari Muqbil Date: Mon, 28 Aug 2023 18:39:16 +0700 Subject: [PATCH 4/6] Revised Patlet and Problem statement --- patterns/1-initial/hive-mind.md | 20 ++++++++++++++++++-- 1 file changed, 18 insertions(+), 2 deletions(-) diff --git a/patterns/1-initial/hive-mind.md b/patterns/1-initial/hive-mind.md index c65ff6488..75dd35268 100644 --- a/patterns/1-initial/hive-mind.md +++ b/patterns/1-initial/hive-mind.md @@ -4,11 +4,27 @@ Hive Mind ## Patlet -In many organizations, individuals hesitate to share early-stage ideas due to fear of criticism, linguistic barriers, and cultural norms. The Hive Mind pattern promotes leveraging collective intelligence by fostering a culture of early, open idea-sharing and feedback, turning individual inklings into community-driven innovations, and safe spaces to do so. +In many organizations, siloed thinking limits innovation and problem-solving. By embracing the Hive Mind approach, teams tap into collective intelligence, accelerating idea generation, problem-solving, and knowledge transfer, thereby fostering a culture of open collaboration, continuous learning, and shared accountability. ## Problem -In many organizations, there's an inherent pressure to present finished or near-finished ideas, which reduces the opportunity for collaborative input from a wider community. How can we encourage individuals to open up their ideas or challenges early for feedback, leveraging the collective intelligence of the community? +In the intricate ecosystem of modern organizations, individuals often find themselves navigating complex challenges and rapidly evolving landscapes. Yet, despite the availability of diverse expertise within the organization, a predominant culture of siloed thinking persists. This isolationist approach is characterized by several facets: + +1. **Reluctance to Share Preliminary Ideas:** Many employees, out of fear of criticism or perceived inadequacy, hesitate to share ideas in their nascent stages. They often wait until they have a polished concept, which can delay potential innovations and limit collaborative input. + +2. **Highly Formal Culture:** Some organizations maintain a stringent, formal communication culture. Every piece of prose, whether it's an idea, suggestion, or question, is expected to adhere to a particular standard, effectively discouraging quick, spontaneous exchanges. This formality can stymie the organic flow of creativity and exploration, demanding fully formed thoughts at the cost of spontaneity. + + 3. **Limited External Input:** Teams or individuals frequently work on projects or problems in isolation, seldom seeking insights from colleagues outside their immediate circle. This restriction confines them to a limited set of perspectives and potentially overlooks valuable insights. + +4. **Linguistic and Cultural Barriers:** In global organizations, linguistic differences or cultural hesitations can act as barriers. Some may feel apprehensive about communicating imperfectly or fear misunderstandings, which curtails open discussion. + +5. **Fear of Asking Questions:** In certain cultures and organizational climates, asking questions or admitting uncertainty can be perceived as a sign of incompetence or lack of knowledge. This discourages open inquiries, leading to potential misconceptions or uninformed decisions. + +6. **Overemphasis on Individual Problem Solving:** A deeply ingrained belief that problems should be tackled individually or within a team, without external interference, restricts the potential of collective brainstorming. + +7. **Fear of Accountability:** There's an underlying anxiety associated with being the sole bearer of an idea. The potential responsibility if an idea fails, or even the weight of leading its implementation, can be daunting. + +The culmination of these challenges results in missed opportunities. The untapped reservoir of collective intelligence within the organization remains underutilized, leading to slower innovation, potential redundancies, and sometimes even flawed solutions that lack the benefit of diverse input. ## Context From d0cb593241fa014652000f33ab4ed6a889eb6dea Mon Sep 17 00:00:00 2001 From: Sebastian Spier Date: Mon, 28 Aug 2023 21:13:03 +0200 Subject: [PATCH 5/6] Change formatting (to fix linter issue) --- patterns/1-initial/hive-mind.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/patterns/1-initial/hive-mind.md b/patterns/1-initial/hive-mind.md index 75dd35268..a56794763 100644 --- a/patterns/1-initial/hive-mind.md +++ b/patterns/1-initial/hive-mind.md @@ -14,7 +14,7 @@ In the intricate ecosystem of modern organizations, individuals often find thems 2. **Highly Formal Culture:** Some organizations maintain a stringent, formal communication culture. Every piece of prose, whether it's an idea, suggestion, or question, is expected to adhere to a particular standard, effectively discouraging quick, spontaneous exchanges. This formality can stymie the organic flow of creativity and exploration, demanding fully formed thoughts at the cost of spontaneity. - 3. **Limited External Input:** Teams or individuals frequently work on projects or problems in isolation, seldom seeking insights from colleagues outside their immediate circle. This restriction confines them to a limited set of perspectives and potentially overlooks valuable insights. +3. **Limited External Input:** Teams or individuals frequently work on projects or problems in isolation, seldom seeking insights from colleagues outside their immediate circle. This restriction confines them to a limited set of perspectives and potentially overlooks valuable insights. 4. **Linguistic and Cultural Barriers:** In global organizations, linguistic differences or cultural hesitations can act as barriers. Some may feel apprehensive about communicating imperfectly or fear misunderstandings, which curtails open discussion. From 275085fab6ac1f006a5eecb2d69daf335d28b36a Mon Sep 17 00:00:00 2001 From: Sebastian Spier Date: Tue, 31 Oct 2023 23:10:34 +0100 Subject: [PATCH 6/6] Renaming a pattern to trigger the regeneration of the ToC --- patterns/2-structured/{group-support.md => loop-support.md} | 0 1 file changed, 0 insertions(+), 0 deletions(-) rename patterns/2-structured/{group-support.md => loop-support.md} (100%) diff --git a/patterns/2-structured/group-support.md b/patterns/2-structured/loop-support.md similarity index 100% rename from patterns/2-structured/group-support.md rename to patterns/2-structured/loop-support.md