A healthy community core

I’m heads down on a blog post about optimization. (Fun topic, eh?) In the meantime, I came across this great piece on growing healthy communities:

“Just like a tree a healthy community needs a core. A healthy core is made up of relationships strong enough and dense enough that there is trust and commitment. That creates stability. The core is the center of activity. It is where the heat is generated that then radiates out. If you’re new to this group, you’ll get a sense of how active the group is by observing activities that originate in the core. The core is also a center of gravity for the group’s culture and identity. It is where values, behaviors, principles and practices are role-modeled. How do we know how to behave in this group? We look to the people at the core and we start copying their behavior. In groups without core there is nobody to learn from.”

Community principle: Weaving from the inside out (Together Institute)

Have a great week!

Your curiosity budget

From the latest Product Lessons newsletter:

“Productivity is a double-edged sword. Focusing only on doing more things turns into a quest of finding the easiest boxes to check. It makes you over-optimize for the short-term. A useful antidote is carving out a curiosity budget: time to explore new things.”

The idea comes Scott Belsky, co-creator of Behance. I dig it.

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An absurd art project

From Anil Dash writing for The Atlantic:

“There’s only one exception to the lack of interest in blockchain apps today: apps for trading cryptocurrencies themselves. What results is an almost hermetically sealed economy, whose currencies exist only to be traded and become derivatives of themselves. If you squint, it looks like an absurd art project.”

Planning horizons & cycle time

From Andrew “Boz” Bosworth at Facebook:

The fundamental lesson here is that for any repeating process it is important to consider both planning horizons and cycle time and the impact those have on the incentives they create for teams. When possible, having transparency about long term schedules and more continuous evaluation processes will remove gamesmanship from the equation and allow teams to focus primarily on the problem they are trying to solve.”

The Last Bus Problem (Boz)

Ship small. Ship often.