One of the best pieces of advice I got was “Find out if they are an email person or a phone person and communicate with them that way.” These days you have to add text messages, hangouts, whatsapp, irc, etc to the list, but the same principle holds true.
I’ll give you an example of how this can go wrong if you don’t “speak the right language.” Someone recently called the GNOME Foundation Board and identified themselves as press and asked to speak to me. Note that the board doesn’t have a phone. It’s just a virtual mailbox because organizations are supposed to have phone numbers.
If he had emailed the list, I’m confident he would have been forwarded on and gotten an answer (or been told no) within 24-48 hours. Instead he called.
I read about it in the board meeting minutes.
Here’s an overview of the proposed agenda/topics for this meeting:
* Adboard meeting at FOSDEM 2015
* Next steps for the Outreach Program
* Responding to a phone press inquiry asking to reach S. Peters
I replied back that if he was looking for me, he should be able to find my contact information easily on the web but that they were welcome to forward him to me or to the press list. Now note that they can’t forward it. It’s a voice mail in a virtual voice mail box.
So the next week I read in the minutes:
* Responding to a phone press inquiry asking to reach Stormy Peters
* Comment from Stormy: “There is a press mailing list to deal with press inquiries. And if they are looking for me, they should be able to find me but you are welcome to point them my way.”
* ACTION: maybe Rosanna can check with the caller to see what he wants and see if we need to get back to him by press contact, or if he really wanted to reach Stormy in particular?
Now, before you say how absurd, why didn’t they call him back, I want you to think back on all your communications over the past week. If you are like most people, I bet there’s at least one email, text message or voice mail you haven’t answered yet. And one of those unanswered messages is probably in a medium you don’t like to use much. People that know you well, know whether to send you a text message or an irc ping if they need a quick answer from you.
I think this is especially important when it comes to team communications.
If your team usually communicates over mailing lists and irc, and you set up a video meeting, does that fit their culture? If you set up an irc meeting, does that fit their culture? And if not, are you purposely trying to drive cultural change? Did you tell them that?
I tried holding all my extended team meetings as irc meetings instead of video meetings last year in order to involve more volunteers. It didn’t work. I’m guessing it’s either the meetings themselves that are either not in the culture or the meetings were not useful or our internal structure of teams didn’t match what volunteers thought of as projects.
Project communication goes beyond meetings and includes things like announcements, discussions and decisions. Should announcements be emails from a single person or newsletters or blog posts in your project’s culture? Should discussions happen on irc or mailing lists? Should they be logged? Should decisions be made on mailing lists, in meetings or in bug tracking tools?
How does your team communicate? How do you change those channels when you need to? Or can you?
What I love about open source is that it’s a “can” world by default. You can do anything you think needs doing and nobody will tell you that you can’t. (They may not take your patch but they won’t tell you that you can’t create it!)
It’s often easier to define things by what they are not or what we can’t do. And the danger of that is you create a culture of “can’t”. Any one who has raised kids or animals knows this. “No, don’t jump.” You can’t jump on people. “No, off the sofa.” You can’t be on the furniture. “No, don’t lick!” You can’t slobber on me. And hopefully when you realize it, you can fix it. “You can have this stuffed animal (instead of my favorite shoe). Good dog!”
Often when we aren’t sure how to do something, we fill the world with can’ts. “I don’t know how we should do this, but I know you can’t do that on a proprietary mailing list.” “I don’t know how I should lose weight, but I know you can’t have dessert.” I don’t know. Can’t. Don’t know. Can’t. Unsure. Can’t.
Watch the world around you. Is your world full of can’ts or full of “can do”s? Can you change it for the better?
Traditionally, open source software has relied primarily on asynchronous communication. While there are probably quite a few synchronous conversations on irc, most project discussions and decisions will happen on asynchronous channels like mailing lists, bug tracking tools and blogs.
I think there’s another reason for this. Synchronous communication is difficult for an open source project. For any project where people are distributed. Synchronous conversations are:
Inconvenient. It’s hard to schedule synchronous meetings across time zones. Just try to pick a good time for Australia, Europe and California.
Logistically difficult. It’s hard to schedule a meeting for people that are working on a project at odd hours that might vary every day depending on when they can fit in their hobby or volunteer job.
Slower. If you have more than 2-3 people you need to get together every time you make a decision, things will move slower. I currently have a project right now that we are kicking off and the team wants to do everything in meetings. We had a meeting last week and one this week. Asynchronously we could have had several rounds of discussion by now.
Expensive for many people. When I first started at GNOME, it was hard to get some of our board members on a phone call. They couldn’t call international numbers, or couldn’t afford an international call and they didn’t have enough bandwidth for an internet voice call. We ended up using a conference call line from one of our sponsor companies. Now it’s video.
Logistically difficult. Mozilla does most of our meetings as video meetings. Video is still really hard for many people. Even with my pretty expensive, supposedly high end internet in a developed country, I often have bandwidth problems when participating in video calls. Now imagine I’m a volunteer from Nigeria. My electricity might not work all the time, much less my high speed internet.
Language. Open source software projects work primarily in English and most of the world does not speak English as their first language. Asynchronous communication gives them a chance to compose their messages, look up words and communicate more effectively.
Confusing. Discussions and decisions are often made by a subset of the project and unless the team members are very diligent the decisions and rationale are often not communicated out broadly or effectively. You lose the history behind decisions that way too.
There are some major benefits to synchronous conversation:
Relationships. You build relationships faster. It’s much easier to get to know the person.
Understanding. Questions and answers happen much faster, especially if the question is hard to formulate or understand. You can quickly go back and forth and get clarity on both sides. They are also really good for difficult topics that might be easily misinterpreted or misunderstood over email where you don’t have tone and body language to help convey the message.
Quicker. If you only have 2-3 people, it’s faster to talk to them then to type it all out. Once you have more than 2-3, you lose that advantage.
I think as new technologies, both synchronous and asynchronous become main stream, open source software projects will have to figure out how to incorporate them. For example, at Mozilla, we’ve been working on how video can be a part of our projects. Unfortunately, they usually just add more synchronous conversations that are hard to share widely but we work on taking notes, sending notes to mailing lists and recording meetings to try to get the relationship and communication benefits of video meetings while maintaining good open source software project practices. I personally would like to see us use more asynchronous tools as I think video and synchronous tools benefit full time employees at the expense of volunteer involvement.
How does your open source software project use asynchronous and synchronous communication tools? How’s the balance working for you?
A recent conversation on a Mozilla mailing list about whether IRC channels should be archived or not shows what a commitment it is to remain open. It’s hard work and not always comfortable to work completely in the open.
Most of us in open source are used to “working in the open”. Everything we send to a mailing list is not only public, but archived and searchable via Google or Yahoo! forever. Five years later, you can go back and see how I did my job as Executive Director of GNOME. Not only did I blog about it, but many of the conversations I had were on open mailing lists and irc channels.
There are many benefits to being open.
Being open means that anybody can participate, so you get much more help and diversity.
Being open means that you are transparent and accountable.
Being open means you have history. You can also go back and see exactly why a decision was made, what the pros and cons were and see if any of the circumstances have changed.
But it’s not easy.
Being open means that when you have a disagreement, the world can follow along. We warn teenagers about not putting too much on social media, but can you imagine every disagreement you’ve ever had at work being visible to all your future employers. (And spouses!)
But those of us working in open source have made a commitment to be open and we try hard.
Many of us get used to working in the open, and we think it feels comfortable and we think we’re good at it. And then something will remind us that it is a lot of work and it’s not always comfortable. Like a conversation about whether irc conversations should be archived or not. IRC conversations are public but not always archived. So people treat them as a place where anyone can drop in but the conversation is bounded in time and limited to the people you can see in the room. The fact that these informal conversations might be archived and read by anyone and everyone later means that you now have to think a lot more about what you are saying. It’s less of a chat and more of a weighed conversation.
The fact that people steeped in open source are having a heated debate about whether Mozilla IRC channels should be archived or not shows that it’s not easy being open. It takes a lot of work and a lot of commitment.
We met to help shape the Mozilla Summit (a 2,000 person conference happening later this year) in a way that would move Mozilla forward. We spent the first day talking about top issues and the second day planning out the topics and sessions.
Of all the trips I’ve taken this year, I think the Mozilla Summit Planning Assembly was the one I looked forward to most – a chance to help shape the future of Mozilla and have great conversations with people who are passionate about the same things I am! I also admit I was really worried that we were too big of a group to get anything done. Turns out I was not alone. We all showed up ready to set the content and agenda for the Mozilla Summit.
A day of tough discussions and building trust
We had some excellent conversations Friday night and Saturday. We did a number of different exercises designed to start conversations and pull out key themes. For example, we started out Saturday with an “unpanel”. Four people sit in the middle of the group. They have a conversation. There’s an empty chair as well and whenever someone in the audience wants to join the conversation, they slide into the empty seat and one of the four sitting there self selects to go back to the bigger circle leaving an empty chair as an invitation for the next person. While at first it didn’t seem very different than a big group conversation where you passed around the mic, it turned out to be a great way to keep the audience engaged in the conversation. Every one was listening hard. The topics we covered were varied but a lot of it centered around non paid staff vs paid staff relationships – culture and responsibilities. We also talked about things like whether there’d be technical roadmap decisions made at the Summit, how people like to communicate, etc. One of the key takeaways for many of us was that we were all worried about similar issues!
Over the course of the day, two themes arose:
Old timers and new hires are having a hard time trusting each other at Mozilla. I’m sure I didn’t get all the nuances but it felt to me like old timers think new hires might not have the “Mozilla DNA” and might not have an appreciation for our mission and open source methods. And new hires think old timers are stuck and so concerned with consensus they aren’t always getting things done. Over the weekend, I think we made great progress in killing that stereotype and building good relationships that bridge the gap. (Lukas Blakk wrote about this experience as well.) I have to admit that personally I’m not sure where I fell on this stereotype other than feeling rather annoyed at both groups and some how personally responsible for both stereotypes. As a hiring manager, I’ve hired many of those new people. As a long time open source community member, I feel like it’s my job to make sure the “open source” way is considered and well represented. I also think that part of the problem is how members of each group introduce themselves and represent themselves to the world – more on that later.
Mozillians like to get stuff done! By the end of the day, we were all extremely uncomfortable with all of the discussions, panels and world cafe exercises with no clear idea of how it was going to produce an agenda for the Summit. Luckily our leaders and the Unconference organizers heard all of our concerns and when we turned up the second day, we got to create a rough outline of an agenda and topics for the Summit!
Getting down to work
On the second day we did a “World Cafe” exercise. We had about 7 rooms and 3 time slots and everyone wrote in the topic they wanted to cover in one of the slots. We then did some consolidation and managed to squeeze everything into the ~20 slots.
The idea was to cover themes or topics we thought should be covered at the Mozilla Summit. Each session was to identify Session Title, Goals and Outcomes, People for Followup and What has to happen between now and the Summit. They were all captured in etherpads.
All the sessions I went to had great conversation. It was rather tricky to focus on how that topic would be covered at the Summit instead of just discussing the topic. We tried to focus on how the conversation would best happen at the Summit: what type of presentation it would be, how much should be a proposal vs a discussion, if it was one presentation or a theme, etc. Some times the topic you signed up for was not the topic your group ended up proposing. I attended discussions on communication, diversity (Dino and Lukas have a great diagram for a starting conversation!) and helping companies that aren’t used to “open” work with effectively with us.
Then Mark, Debbie, Mitchell, Kate and Mardi grouped all of the topics into themes – interestingly “People” had the most topics. Other themes included Strategy, Product, Process and Purpose.
So now we have themes for the Summit. And a lot of proposed topics.
I found it really valuable to spend this time as a group planning for a big event. When you are going to bring 2,000 people together (in groups of 600) I think it’s essential to spend some time uncovering what the real issues that we need to discuss are.
My take aways:
In addition to the bigger goal of planning the Summit, I took away a few more key things:
It’s important to work together, preferably in person. We built a lot of trust over the weekend – trust that would have taken much more time to build during our regular day-to-day lives and over the internet. I hope we can take that experience and bring it to the Mozilla Summit.
Mentors. After a conversation with Gandalf, I came away thinking part of the solution might be holding mentors more accountable and some how measuring their success over time. We also discussed short term mentorship projects too.
How you introduce your self matters. With a few exceptions, most of the volunteer Mozillians introduced themselves as being “a community member” or a “Rep”. Most of paid staff introduced themselves by their functional role or team, “Firefox for Android”. This is natural as while we all feel like part of the greater Mozilla community, paid staff has in general been hired to do a particular role. But I feel like it’s a big part of the disconnect.
Lots of communication formats are needed. Lawrence Mandel pointed out that not everyone does well speaking in front of large groups at conferences, so whatever format the Summit takes, it needs to enable lots of communication vehicles, meetings, parties, irc, etherpads, newsgroups, … a way for everyone to find enough of their comfort zone so that they can be comfortable enough to participate fully.
The Mozilla Summit Planning Assembly was one of the trips I was most looking forward to attending this year and it lived up to my expectations! I’m very excited for the Summit now! (And for all the planning that still has to happen before then!)
The Starfish and the Spider compares two types of organizational structures. Spider organizations have a central command structure, like a CEO. If you detach one of the spider’s legs from the head, the leg can no longer function. It is not autonomous. Starfish organizations have very distributed command structures. Cut off a leg and it will continue to function and will even grow other legs and turn into its own starfish. Each type of organization has its benefits and drawbacks and each are useful at different times. One key to success is understanding what type of organization you are in, its strengths and weaknesses and when you might want to act more like the other type. Hybrids are also possible. For example, GE under Jack Welsh transitioned from a spider to a spider/starfish. Traditional companies tend to be more like spider organizations and open source software projects tend to be more like starfish.
Some of the points in The Starfish and the Spider made me wonder whether money can change an open source project into a more traditionally organized and closed project. And if it has that potential, what we can do preserve the best of open source while introducing money.
As I discussed in “Would you do it again for free?“, I’m very curious about how open source organizations work and in particular how factors like motivations, companies and pay change them. I’ve theorized that pay can change an open source developer’s motivations. It’s not usually bad for the project (especially if the payment is in the form of salaries) unless the money goes away. If the money goes away, if for example the developer gets laid off, then I think the developer will quit working on the project but will switch projects, not quit working on open source software projects all together. (Assuming they were working on open source software before they got paid to do it.)
But what happens when money gets introduced suddenly into an open source project? I think it depends on how the money is used and how much its distribution changes how the project is run. In most cases, access to money has greatly helped open source software projects in a number of ways.
Developers. There are a lot more developers working full time on projects like Linux and Firefox than there would be if no one was paid to work on them. And those developers contribute more than just work. They bring ideals and values to the project.
Team building & communication. More resources means being able to bring more people together – and not to just hold the conference but to actually pay for people’s travel expenses if needed. GNOME, Apache and Mozilla all help pay for contributors travel to key events when needed.
Infrastructure. Money can also provide for project infrastructure, hardware and hosting costs.
Skills. Money can also be used to bring in resources that open source software projects have traditionally had a hard time recruiting or finding in their volunteer staff such as marketing and business development.
Given all the benefits that additional resources can bring a project, I think having access to money is definitely a good thing for open source software projects. (And I’ve spent a lot of time personally helping projects effectively raise and use money through efforts like fundraising for GNOME and serving on the Board of Directors for the Software Freedom Conservancy.)
I do think there are a few things to keep in mind though.
Money often concentrates power. This is not so much an issue when the money is used for salaries, but more an issue of when resources for things are not accessible to all project members. Or the process for getting access is not communicated well. The Starfish and the Spider shares the example of how the Apache Indians were ultimately defeated. The Apaches were definitely a starfish organization. Tribes followed their leaders because they believed in them. If a leader was killed, people would continue to fight and a new leader would emerge. How were they defeated? By cows. The Americans gave the Apache leaders cows. Once they had cows, they controlled a valuable resource and became an authoritative leader and the power structure became hierarchical instead of flat. Once the organization was hierarchical, it was easier to control. So it’s important to make sure that control of resources reflects or supports the project structure.
It’s hard to spend money. Many open source software projects, especially those with relatively small amounts of money, struggle with how to spend the money effectively and fairly. If you have $500 and a project with 10 people, how should you use it? You could reward everyone with a dinner at a conference, but most of them would probably rather you spent the money on the project. You could pay to fly someone to the next hackfest that would not ordinarily be able to afford to attend. With a little bit of money (I heard under $10,000), it is often hard to spend the money. It’s more work to figure out how to spend it and use it, than it’s typically worth. Especially if the project doesn’t have an organizational entity associated with it.
Most financial transactions require an authorized person. In most countries, signing a deal with another organization requires someone to sign the deal. So to enter into any kind of business relationship whether as a client or a partner or a provider, an organization must have someone with authority to sign for the organization. And for tax and liability reasons, you need an organization to collect money and sign agreements. It’s possible to give that authority to someone in a way that’s consistent with the values of a starfish organization, but it requires some thought.
Money can do a lot of good for open source software projects but some thought needs to be given to using it in a way that will do long term good.
Many of us working on free and open source software have strong values and we want to make the world a better place. I’m comfortable predicting that the rate of vegetarians, recyclers, hybrid vehicle owners and just general environmentally conscious people is higher than average in free and open source software projects.
But how much can you restrict your partnerships to those that perfectly align with your values? Is a company evil if it doesn’t match your values in all areas? I personally buy products and have business relationships with companies that I may not be 100% aligned with. (Although some may be too far from alignment.) Sometimes it’s because I haven’t done any research – I buy gas where it’s most convenient not from the most environmentally conscious gas provider. Sometimes it’s because there’s not much of an alternative – if I want high speed network at home, Comcast is my option. Sometimes it’s because I think that while they are not perfect, they are providing a service that makes my world better.
If you partner with someone who doesn’t share all of your values, assuming the partnership goes well, you have a chance to influence them. My friends are much more likely to listen to my opinions than someone I’ve never had a coffee or a beer with.
Now, I realize that open source software projects are often less in the position of partnering and more in the position of accepting donations. But again, I think your chances are greater for being a positive influence if you are working with them than if you are not. You should examine the organization’s motives and make sure if you are part of a political play, that you are comfortable with that move. I still remember the wealthy individual trying to build a big chain store in the town I lived in who donated a house to a family in need. While it was a great donation, and I would thank him for it in person if I saw him, I also know it landed him on the front page of the paper in a positive light at a very controversial time. Should the family have turned down his donation? Probably not. Should those that were anti-big-chain-store have done something differently. Probably.
But the fear of being associated with a company that’s not perfect or of being used as part of political play should not hold us back from investigating options and starting partnerships.
I think open source software projects often hold themselves back. They don’t investigate partnerships that could be beneficial because the other organization is not perfect. Proprietary software is not evil – a lot of really great innovation has been led by proprietary software companies. And doing business with an organization that has proprietary software will not make an open source organization any less good. There will be no perfect organization just like there is no perfect person. You have to recognize the opportunity for good in people and organizations and work with them where it can make sense for both of you.
Make the world a better place through partnerships because if you insist on doing it all yourself, it’s going to be a long road. Personally, I want to visit the stars someday, so I hope those that share a vision of star travel work together even if they don’t always agree on how to do it. I want to live in a world where everyone has access to computing power and the internet and control over their experience and their data. I think in order to do that, we’re all going to have to work together. And we’re going to have to work with those that might agree on pieces of our plan but not the end vision, and that will be ok. The super helpful Comcast guy might not share my vision of the world, but he helped me make it possible for me to continue working on it.
At a party, if you notice someone has food stuck in their teeth, you probably wouldn’t go “HEY! You have food stuck in your teeth and it looks GROSS! I hate it. I think you should go brush your teeth right now!”
But we do that all the time in open source.
Someone writes a new blog post or a new piece of code or forgets to post something … and we criticize them in public. Because it’s open source, right? Instead of emailing them we think their blog post is wrong, we leave a blunt, often rude comment. Instead of IMing them and asking if they’ve considered the privacy implications of their change, we write a public blog post that details how wrong their strategy is. Instead of congratulating them on their new product website and emailing them a few suggestions that would make usability better, we write a long critique in a blog post of our own.
When we do this, this public criticism, we change their ability to respond to it. Now they must respond in public, often defensively. If the feedback was private first, it would be easier for them to change quickly and nimbly. (Or maybe they don’t need to change at all. Maybe we missed something.)
There is a time and a place for public critique. But it’s often not the first place the critique should happen if we want to effectively influence projects.
Most effective people on open source projects communicate privately first.
They communicate via private emails, IMs and even public IRC channels, which are less public than web pages and public mailing lists because they aren’t archived.
So the next time you read something and have burning feedback, consider your audience and how you might most effectively drive the change you are looking for.
One of the things I love most about the open source communities I’m a part of is that when I ask a question, I just don’t get the answer, I get taught how to find the answer.
A few weeks after I started as executive director of the GNOME Foundation, I asked Dave Neary for someone’s contact information. Actually, it might have been the third or fourth time I asked him for someone’s contact information. He sent me back an email with the contact info I wanted. And a detailed explanation of how he found it. So the next time, I was able to find info like that myself.
I love that when you ask someone in open source a question, they not only answer it, but explain how they found the answer. (I realize some people find that annoying. I really appreciate “learning how to fish.”)
It’s the same empowering attitude that drives people to blog about a problem and how they solved it or found the answer. They are teaching others how to fish.
Think of the last time you walked up to a complete stranger, stuck out your hand and said, “Hi, my name is …” Depending on how often you do that, it was probably a scary moment. Before you walked up to the person, you had to steel your nerves, decide what you were going to say, and then approach them.
Joining an open source software project is a bit like that. You have to send a mail to a huge list of random people. Or file a bugzilla bug that goes to a ton of random people.
And then imagine the immediate response is “WONTFIX” with no comments. That’s like if the person you got up the nerve to introduce yourself to said, “Not interested.”
I once spent weeks convincing a friend she should help out on an open source software project. She did. And she sent in her work to the mailing list and the first response was full of harsh critique. None of the follow up messages made up for that first message. I never did convince her to push her work forward. Nor to participate in open source again. (She does know exactly what she’d say to that first critic if she ever met him in person!)
What can we do to make sure people trying to shake our hands get a better reception?