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License: Other
Notes, slides, and other resources from Community Leadership Summit 2018
License: Other
Session Leader, Cat Allman, Google
Previous work at Usenix, Sendmail, Xinu
Have done previously, recordings of talks available
Responsible for awarding money for OSS: $40 mil, 6 years ago
Average grant = $5k
Takeaway: How to ask for people's time / money
Make it as easy as possible
Check your ego (it's uncomfortable)
Grantors hate hurting poeple's feelings
** Put yourself in shoes --
** make sure people who are giving money / time fit with your values
** Better result -- people who don't fit may be angry later
Think strategically
** Example: swag with tins of redhots, got good price, with a semi truck...
** Swag costs 3 ways: swag, shipping, storage
** w/r/t asking for time
** newbies are an investment of time, may not be worth it for your project
Can't we all get along? Sunday at 11am
Lead by Jono Bacon
Can't we all get along?
(Originally said by Rodney King in the wake of the LA riots.)
Conversations that devolve into potshots amongst people who disagree.
Biases tend to get in the way of useful conversations
Ignorance can shape your opinion, but can we get to a place where understand each other?
How can we exchange ideas and walk away as friends?
How do you deal with conflict when the person is attacking your right to life, liberty and happiness?
We're not talking about normalizing "human trash"
Trying to change an opinion vs. trying to understand their viewpoint
How do we cause groups of people to coordinate despite their identity?
50 people is the number you can work with regularly
1000 is how many people you know
Polity is "everybody who cares about the thing"
Constituency is people who care about the same things or the thing in the same way
Compromise is best when we understand what people want.
People are not their opinions.
"Friends of hunters who would rather not see animal heads in your feed" --the new slack channel
Assume good faith -- that somebody is being upfront about their perspective.
Violating fundamental human rights is not up for discussion
"You have to pick a side"
No ad hominem, when participating in conversation it's everyone's job to say "Hey, keep it classy" or "Don't go ad hominem"
It's especially important for people to call in those they agree with when they are crossing that line.
Assume that people are passionate for a reason. Try to find out more about their passion.
Civil discourse, wading through the "bullshit"
We've lost a lot of language around concession
Opinion vs. fact, lots of conflating
The dearth of true primary factual information, we don't have much access to empirical information
Empirically show the impact, bringing them to an empirical truth
The scientific method, encourages cynicism
How do we do that? Show somebody something.
Radical candor, be open. It's ok to try to change someone's viewpoint but recognize when things are getting heated and you may need to step back or bring in a moderator.
One strategy that is useful, the use of intermediaries. So you can have a quiet conversation about the sticking points.
Some tools, "Non Violent Communication" https://en.wikipedia.org/wiki/Nonviolent_Communication
Avoiding logical fallacies is super-important.
Know what a fact is, it can take a long time to get to a "fact"
Important to do your research. Get context for your numbers and information.
"Advertancy"
Winning and losing, we know how to compete but we're not as good at collaborating.
eg. If I'm not right then I'm wrong. (can be really difficult to move forward)
Trust and power exchange
https://www.goodreads.com/book/show/133203.The_Gentle_Art_of_Verbal_Self_Defense
Could we as community managers be the intermediary?
Or perhaps we should be encouraging everyone to be an intermediary
and overseeing the network of intermediary
"Help me understand you"
Didn't always work because I was asking them to do the work
Try to do a little research before you ask the other person to help you understand them
"Take it off line"
Get on the phone.
In open source we're supposed to be transparent, so when we resolve offline bring back a summary
We can give people a way to save face (or not air their dirty laundry)
Reach out in private message early on
(https://theconsentcrew.org/2016/05/29/calling-in/)
Facts fly out the window when people get really heated
Decouple facts and analysis
Publicly state that you might be wrong
Declare bankruptcy, you know you're being manipulated but it happens anyway
Get yourself to a place where you don't need to have the last word
Power in discussion, empowering others give you the power
Power doesn't have to be about crushing others
It can be about mutually empowering and building each other up
Emotions... it can be really hard to separate facts from emotions.
Trying understand where they're coming from
Facts are stupid and irrelevant
If we're dehumanizing people, then we've lost.
Social media is very unnatural.
Start with civility, don't weaponize your facts
We can't all agree on what is a fact.
It's all radically contingent
Be willing to have your mind changed
"Takeaways"
Emotions trump logic and social media is designed to keep us in that high emotional state
"Put a pin in it"
Can we all go and talk to people we disagree with and model that behavior?
Let's start the mini-revolution. :)
Nurturing Global Meetups
Intro -
Volunteers to take notes (e.g. GH Issue)
< 5 min intro -- plus several topics
When I’m done, we’ll go around the table
Discuss potential topics, few min discuss each
Collective lessons learned to help us all
Self-Intro: Meetup lead Write the Docs. TW ForgeRock
Started as lone writer in office
Found community in WtD NA 2014
Found lots of others in similar situations
Started a Write the Docs Meetup here in PDX
I came to CLS, and intro’d myself: “I started a Meetup”
Twitter: “I probably broke all the rules” (https://twitter.com/ScrapHacker/status/490601221497966592)
Energized by “community” of CLS
WTD 2015 -- HOWTO start a Meetup
Today -- 37 Meetups -- Now WtD Meetup Lead,
Others here in a similar situation
Our community
Completed first conference calls
(Eastern and Western Hemispheres)
Slack-based community
Many meet at conferences
Docs on how to start meetups
Hope we can share best practices
If you organize meetups, can we stay in touch?
Topics
Promoting new Meetups
Few min on each topic, brainstorm
Publish
Saul Alinsky
https://docs.google.com/document/d/1KPjiiIb-mrJgQtxwngpN-XeNMUmaZQ4Wh7PG4oXB2ck/edit
Unconference discussion:
Being a Good Ally. Or...so, you’re a white guy that wants to help.
Led and facilitated by: Jaice Singer DuMars.
Notetaker: Swarna Podila.
Consider diversity as a critical factor in open source communities. Being empathetic to others’ experiences, perspectives, and backgrounds and being compassionate to others is important.
It is not just white men that feel like they’re in a tricky situation; there are others that feel like an imposter.
Servant leadership
People’s needs and voices must be included while drafting code of conduct and community guidelines.
Watch out for “white saviour” behavior.
Watch out for “predatory allyship” and encourage safe reporting.
Understand motivations:
Distinguish and get clarity on the motivations that drive allies.
As an ally, state your intentions clearly. Be transparent. Build a trust-filled relationship. Be self-aware of how you want to help and how you can help.
Plant called Toxic Mimics (sp?). Two things that look similar with opportunistic and detrimental behavior. Toxic mimic presents itself as a regular plant and you become ill when you eat it. Similarly, look out for toxic mimics in your community or organization.
How do you balance victim’s feelings/reaction vs. keeping the community in good health? Anonymous reporting is very useful. Anonymous reporting is a double edged sword -- how do you investigate the report that is anonymous and at the same time, how do you ensure the incident doesn’t repeat?
Is allyship the same as mentoring? Is allyship the same as enforcing code of conduct?
Demonstrate awareness and let the oppressed know you’re there to help, if needed.
Provide support - either behind or at the scene, to remediate the situation.
Victims are always afraid of the consequences of taking steps to remediate the incident. Victims are also worried about not wanting to present themselves as a victim.
Resort of justice - as an ally, you can use this for minor or major things to arrive at a resolution.
Resources:
http://www.guidetoallyship.com/
http://www.scn.org/friends/ally.html
https://www.amazon.com/Becoming-Ally-Breaking-Cycle-Oppression/dp/1842772252
https://smile.amazon.com/gp/product/1614380066/ref=oh_aui_detailpage_o00_s00?ie=UTF8&psc=1
People always say of the dead, “Rest in peace.” But what about the living?!
A busy executive went to the mountain to speak with the guru.
He said to her, “I’m so stressed out! What should I do?”
She said, “You should meditate for 20 minutes a day.”
He was shocked. “I don’t have time for that!”
“Oh,” she said. “In that case, you should meditate for an hour each day.”
Think of self-care in terms of a hierarchy of needs: physical, mental spiritual. Use this hierarchy to build up a strong foundation.
How do you determine whether a CoC applies on social media or not? What is the scope of CoCs?
-Jaice from Kubernetes found it useful to call out individual spaces that have their own rules of engagement. However, there are some acts that transcend spaces.
-Contributor Covenant
-Social media policies for employees
-leaders set the tone for the culture in your community
-havng a good reporting policy
-open source and a couple other areas have this kind of problem where people are acting socially and professionally and that makes it much more confusing
-scope - Kubernetes has told people that based on past behavior they are not participating
-the term for scope in the military is "integrity" - and you have just one shot at integrity.
How do you integrate a CoC into culture? How can we be welcoming?
-CoC at Mozilla lists positive behaviors first
-Kubernetes uses the phrase "unwelcoming" behavior - being unwelcoming to newcomers affects diversity.
-being unwelcoming is also a specific example of a behavior that's an overall problem - you have to be able to constructively deal with things that are broken, because everything is broken in OSS all the time.
How do you crowdsource warning people?
-Sage prefers to take away the judgement term reported/reporter
-People in our community champion the code of conduct
-However, the culture is confused between political speech, hate speech, and free speech, and our CoCs cannot be.
-Mob justice doesn't work, but loving callouts do.
How do you scale codes of conduct?
-Kate has a scale survey at mzl.la/OSCON18
-Publicly reporting code of conduct issues - disclosure in an aggregate sense - Paris from Kubernetes & Kate from Mozilla are working on this
There’s No Place Like Home: How Do We Provide Organizational Homes to FLOSS Communities? – Bradley Kuhn, Software Freedom Conservancy
FLOSS initiatives usually need an organizational home. There are many trade-offs in deciding how to chose or create one, and projects’ needs differ greatly. Let’s explore what organizational homes should do in this session.
Why charities?
They have a legal obligation to act in the public interest.
Two other forms of orgs that end up acting as fiscal homes
#1:
501c(6): Trade associations: Act in common business interests of members
Collect dues to get $
e.g. Chamber of Commerce, Portland Business Alliance
#2:
For-profit company
Lots of different upsides and downsides
1901 association in France
Germany - EV
More like a club or 501(c)7
More like a 501c(4) (these are lobbying orgs)
Strict rules
SW in the Public Interest
Associated with Debian
Very lightweight: Donations & travel expenses
Different sponsors have different rules
Different sponsors have different levels of support
B-Corp
e.g. All Things Open
Some component is for betterment of world
Different projects belong in different homes. Good to have many options. Not just company, trade association.
Concern about organization proliferation & capacity problems
Conservancy often being imitated
Q: In a model where you have an umbrella org managing many projects, how are the finances between projects compartmentalized?
Q: Governance related to IP for project or project itself (change incoproration)
Conservancy has rule where charity can't just buy stuff for 1 person. Try to model governance or need to mentor on how to do governance.
Charity is a funny way to get a govt grant
Apache has a specific governance model for their projects. One size fits all.
Easy to start with Apache
Bit harder to make it align with the culture. Easier with Conservancy
Linux Foundation: Depends on who the companies giving the $. This is based on business interest.
Services that each project derives from LF:
https://www.linuxfoundation.org/projects/hosting/
Q: Friend just set up 501(c)3 for his project, but maybe he could have done different. What are the tradeoffs?
Q: Can a charity have engineering team on staff, writing SW?
Goal has to be in public interest
e.g. Wikimedia
Mozilla is a more complicated example, not good for discussing in this session
Tor (The Onion Router) accepts gov't contracts for development
Ethereum Foundation pays developers
Q: Can a charity do govt contracts?
Tor.org is 501(c)3
There is rule for max overhead
Q: Can LF projects use funds not under LF?
They do
LF leans on common resource across projects (like business)
CloudFoundry takes advantage & pays for certain
LF doesn't hire engineers to work on CloudFoundry. The project itself decides.
LF core infrastructure initiative contracts out to individual devs out of the $ collected by members of project
Greg & Linus are employed of LF
Q: Does LF document guidance publicly?
501(c) status orgs must file 990 form >$100K or principal decision maker salary, and/or(?) top 5 contractors
Helps you figure out how much a non-profit might pay you if you want to work there
You can find many on Charity Navigator
Must provide on request for last 3 years
IRS has a CD set you can order of the 990s
FSF & Mozilla Foundation post theirs
A GitLab project
Goal: Put for any OSS-related org that they came across
Is an org obliged to provide 990 beyond 3 years? No
Finding a home:
- What do you want for your project? Look at what services you need for your project & how much it will cost you
- Having a home can benefit an org of even 5-6 ppl
- Can access certain things via home (e.g. test phones)
- Can address mailing list concerns
- Putting $ into an individual's bank account is a terrible idea ("co-mingling") - 50% of projects that end up at Conservancy
FLOSS Foundations
https://flossfoundations.org/
TLDR; Legal -> Boils down licenses to digestable level.
https://tldrlegal.com/
Choose a license.org
Choose a foundation.org -> The decision is probably more nuanced
http://chooseafoundation.com/help
How could we make this info digestable?
When do you pursue opportunity for clients?
Michael tried to catalog known sponsors/homes
How do you move from business to non-profit?
JQuery decided they didn't want to operate as a charity
Rival projects under same umbrella?
We don't want to create a competitive market between foundations. Not productive.
e.g. Universities spend a lot on pretty buildings
Conservancy doesn't give office space
Moving between different fiscal sponsors
Better if project can figure it out up front, but project needs to find their right home.
CLS: 2018-07-14 Session 1, 11:45 AM
Handling Big Changes, lead by Deb Nicholson
Notes
What are strategies for communicating and planning response to big changes in an org?
Minimization?
Ultimatum?
Other things?
Actively work with projects to document a plan
To alleviate concerns
Getting people to take a look at their own future with the change
How do we get a voice?
"Calling in before calling out" as a strategy. Working informally to communicate ways to get in front of the change, propose some concrete action (such as meetings) to help either prepare for the change or maybe avoid it altogether.
Have public meetings to share viewpoints in both directions, and let people react to the proposed change. Work toward compromise based on what concerns people express.
Work toward cross-department/team/group understanding. Be aware that some people or groups may be good at bringing people in early, but other people or groups (even with an organization) might not.
Cross-team or cross-dept conversations before things go south
Have designated points of contacts or liasons to work across teams/depts
Pilot change before committing to new ways of doing things
How do you repair trust after a big change?
Designate a recurring given time for each team/group to talk about the change and how they're coping. Feedback not only among peers but up to decision makers too. Demonstrates responsiveness and listening, reacting to feedback to help people become more comfortable with the change.
Remember to have low-stress activities, fun activities, etc., for "team building" ... but not until the listening has happened.
offer people the opportunity to implement changes that they'd like to see
Someties we're talking to and listening to the same people all the time
What about when you're building a more inclusive community and people are unhappy with what you see as "good change?"
Honesty.
Give people an opportunity to discuss big potential changes before they are implemented
Who's driving the change?
Who is a stakeholder? Who feels like they're a stakeholder?
Buy-in is important. Consensus creates a more inclusive dynamic
Longer-term goals -- that might not feel good in the short-term -- are some of the hardest things to get buy-in around
Are there any recognizable milestones for dealing with change?
Maybe you make your own.
Any kind of change can be a kind of "mini-grief"
Tying change to a high-profile objective
Community post-mortems, do surveys, being humble to your community and ask how you can improve
Sometimes people just need to be heard.
Real-time communication helps you find the potholes
Talking to your biggest supporters and your detractors
Find someone who is good (patient) to hear from detractors.
Transparency around dates and expectations is really key.
Keep people updated during a lengthy change process
Participants (14 people; opt-in with your name if you want)
Deb Nicholson (Software Freedom Conservancy) - proposer
Michael Downey (United Nations Foundation)
you
Takeaways?
No silver bullet, it will take work
The earlier you bring people in, the better
Document a plan to take control of your voice (and the voices of others) post-change
Be humble to your community and ask how you can improve
Sometimes people just need to be heard.
Talk to key stakeholders or people who are likely to have strong opinions, ahead of time. 1-on-1 conversations may yield more than public dialogue.
https://docs.google.com/document/d/1MKr-r1F30zelKKGmkjOcJ65XSS9YbIY6YcESa55upBg/edit
The Open Org - Breaking Down Barriers
FREE BOOKS!
Or, download a free book at opensource.com (https://opensource.com/open-organization/resources/book-series)
If you’re interested in writing a chapter for this book, please let Jonas know at @jonasrosland
Led and Facilitated by: Jonas Rosland
Notetaker: Swarna Podila
Open Org - utilize open source principles to create innovative and inclusive workspace. Original thought by Jim Whitehurst, CEO, Red Hat.
Open Org Ambassadors program: https://opensource.com/open-organization/resources/ambassadors-program
Discussion Focus: How did you change your orgs/teams with these open source principles? How did you break down the corporate barriers to launch an open source practice or program?
Organizations have silos, with or without open source program initiatives. 85 slack instances, hipchat, and other such proliferation of tools. Create a community of admin volunteers to break these silos (enable single sign-on, standardize tools, etc.) across engineering, QA, sales, marketing, senior management, etc.
Philosophy of open organizations: devops is not a tool; it is a culture of automation and measurement of things that matter. DevOps and Open Source have a lot in common, except that devops happens internally in an org and open source happens in a community. Both of these groups can learn a lot from each other and must interact.
Actionable practices/suggestions:
Ensure teams/developers earn their status based on how they fulfill their responsibilities. Revoke status from those that don’t deliver. This creates silos of its own, but does help scale well. This helps share knowledge across teams, share best practices, help developers keep documentation updated.
When you open up the discussions and ideas to the entire company/team, you get great perspectives from different teams on how to do things better. This also helps breed a relationship of trust and a sense of ownership during an outage. It comes with challenges (overload of slack notifications, for example) but a common slack, say, enables transparency and helps reduce redundancies when teams share their OKRs or quarterly goals on these open channels.
Roadmap on trello (with ambiguous enough timeline -- very soon, soon, later). Community gets to vote on roadmap → useful signal for product teams to get a sense of direction for product. This increases community engagement.
Send weekly notes from standups to community mailing list on monday. Reconcile on friday about things that got done, that didn’t get done, and things that got done that weren’t on the list originally, blockers, etc.
Efforts to launch an inner source program in a highly regulated company where transparency even within the organization is taboo. How do you solve for this?
The core issue is about conflicting employee goals. One way to break this barrier is to make it part of HR process to benefit both employees.
Reformulate job description on job percentages, satisfying business values.
Most of these barriers also reflect the company/community’s culture. Lack of transparency on such aspects also results in a bigger issue of repetitive incidents.
Organizations also need to shift their culture from “pointing fingers” to “blameless analysis” on incidents.
“Professional development” -- create budget (time and money) for this for your teams so that pairing/collaborating with teams results in education and helps your team in the long term.
Every project, endeavor, etc. can belong in any org, but assign a specific owner so that the work gets done.
Sharing engineering efforts across the company in these channels also gets more volunteers from teams you probably didn’t expect.
Spreading budget across teams for a shared task also helps justify collaboration.
Hackathons (internal) are a great way to come together as a company to deliver on something valuable. Aside: sales teams will also appreciate that you (engineers) can crank out something valuable in such a short time. Internal and external hackathons can also crossover to bring more collaboration across the community.
Breaking down barriers also stems from the company’s culture -- you can only change so much. So first try working on breaking those culture-related barriers and then focus on expanding these initiatives.
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🖖 Vue.js is a progressive, incrementally-adoptable JavaScript framework for building UI on the web.
TypeScript is a superset of JavaScript that compiles to clean JavaScript output.
An Open Source Machine Learning Framework for Everyone
The Web framework for perfectionists with deadlines.
A PHP framework for web artisans
Bring data to life with SVG, Canvas and HTML. 📊📈🎉
JavaScript (JS) is a lightweight interpreted programming language with first-class functions.
Some thing interesting about web. New door for the world.
A server is a program made to process requests and deliver data to clients.
Machine learning is a way of modeling and interpreting data that allows a piece of software to respond intelligently.
Some thing interesting about visualization, use data art
Some thing interesting about game, make everyone happy.
We are working to build community through open source technology. NB: members must have two-factor auth.
Open source projects and samples from Microsoft.
Google ❤️ Open Source for everyone.
Alibaba Open Source for everyone
Data-Driven Documents codes.
China tencent open source team.