diff --git a/.gitignore b/.gitignore new file mode 100644 index 0000000..630e074 --- /dev/null +++ b/.gitignore @@ -0,0 +1,3 @@ +.DS_Store +_book/ +node_modules/ diff --git a/CONTRIBUTING.md b/CONTRIBUTING.md new file mode 100644 index 0000000..144193e --- /dev/null +++ b/CONTRIBUTING.md @@ -0,0 +1,72 @@ +# Contributing and Editing the Culture OS + +Any member of Learners Guild can contribute to the culture OS. This document explains how. + +Depending on the kind of edit, there are different approaches. + +If the edit is about formatting, fixing links, or otherwise improving the form of the content, it is a **style edit**. If the edit is about changing, removing, or adding to the information contained within the culture OS, it is a **content edit**. + +Style edits don't need to be approved by anyone - they can be immediately integrated. Content edits should be approved by an LG partner, since they will affect how we work/learn together. + +Before learning about how to make edits, let's review the technology used. + +## Getting Started + +The Culture OS is hosted as a [GitHub repository][gh-repo] at https://github.com/LearnersGuild/cos. It follows the [GitBook format][gb-format], allowing it to be rendered as a GitBook site at http://cos.learnersguild.org/. + +The content stored in the master branch of the culture OS repo (https://github.com/LearnersGuild/cos/tree/master) is what the GitBook site pulls from. Any changes made to files and folders in this branch will be reflected in the GitBook site. + +**To make edits, you will need a GitBook account and access to the [Culture OS book][gb-culture OS] on the LearnersGuild GitBook organization.** + +In order to work effectively with the Culture OS, it is helpful to have a baseline understanding of GitBook and Markdown (the text format used to write all content in the Culture OS). + +To learn about GitBook, start by reading the following documentation: + +- [Introduction](http://help.gitbook.com/index.html) +- [Format](http://help.gitbook.com/format/index.html) +- [Output](http://help.gitbook.com/format/output.html) +- [Readme and Introduction](http://help.gitbook.com/format/introduction.html) +- [Chapters and Subchapters](http://help.gitbook.com/format/chapters.html) +- [Markdown](http://help.gitbook.com/format/markdown.html) +- [Editor](http://help.gitbook.com/editor/index.html) + +Although not absolutely necessary, it is very helpful to have a working understanding of GitHub as well. Here are some good introductory resources to learn about GitHub: + +- Complete the ["Hello World" tutorial on GitHub culture OSs][gh-hello-world] to develop a basic understanding of how git and GitHub work, and how to work with repositories. +- Watch this [video on collaboration with GitHub][gh-collaboration]. + +Now you're ready to start editing. + +## Making Style Edits + +To make a style edit (change formatting, edit link, etc.), follow these steps: + +1. Go to the Culture OS GitBook page: https://www.gitbook.com/book/learnersguild/culture OS/ +1. Click the "Edit" button +1. Use the "Table of Contents" or the "Files Tree" to find the file you want to change +1. Click on the desired file to navigate to it +1. Make any changes to the file in the left-hand pane + - You can either write in Markdown or use the style buttons in the formatting bar at the top of the editor +1. Check your changes in the live-updating rendering of the page on the right-hand pane +1. When you have finished your changes, save the document by clicking on the "Save" button in the upper left-hand corner of the editor +1. Your changes are now saved and should be visible on the live Culture OS at http://cos.learnersguild.org/ + - If you don't see them right away, wait 10-15 seconds and refresh the page (sometimes it takes a little bit for the server to update) + +## Making Content Edits + +To edit the content of the Culture OS, we use [GitHub flow][gh-flow]. + +Distilled, the process looks like this: + +1. Create a new branch to encapsulate the desired changes +2. Make all changes as commits on the new branch +3. When the branch is ready to be merged, open a pull request from your branch to the `master` branch +4. Have at least one another partner review and approve of the changes +5. When the changes are approved, merge the pull request + +[gh-repo]:https://help.github.com/articles/github-glossary/#repository +[gb-format]:http://help.gitbook.com/format/index.html +[gh-hello-world]:https://cos.github.com/activities/hello-world/ +[gh-collaboration]:https://youtu.be/SCZF6I-Rc4I?list=PLg7s6cbtAD15Das5LK9mXt_g59DLWxKUe +[gb-culture OS]:https://www.gitbook.com/book/learnersguild/cos/ +[gh-flow]:https://cos.github.com/introduction/flow/ diff --git a/COS_Overview/Player_Support_Group.md b/COS_Overview/Player_Support_Group.md new file mode 100644 index 0000000..afe16f4 --- /dev/null +++ b/COS_Overview/Player_Support_Group.md @@ -0,0 +1,103 @@ +# Player Support Group + +## Purpose + +Player Support Group is a dedicated time where players can discuss how to play the game better, deepen in the foundational COS practices, and gain support from and connect with each other. + +## Houses + +The purpose of a house is to create a small community of practice that spans multiple cohorts and meets regularly to support each other and deliberately co-create a thriving learning culture. + +## Ceremony + +A Player Support Group is a form of ceremony. We’ve all participated in some kind of ceremony before. Graduations. Weddings. Birthday celebrations. Cultural or religious ceremonies. Ceremonies are time bound, typically facilitated by someone, or multiple people, and often happen either at regularly anticipated times \(like ritual ceremonies\), or at designated times with a clear beginning middle and end. A ceremony might take all day \(like orientation or graduation\), or might have a more discrete duration \(like a Player Support Group meeting\). + +Ceremonies are often powerful, and need to be entered deliberately and freely. It's important that everyone at a ceremony is in choice about the degree to which they participate. + +While everyone is committed to attending Player Support Group, they have a right to pass on any activity they choose not to participate in. + +## Climate survey + +Every three weeks or so, house members will take a Climate Survey to see how well they are succeeding at co-creating a thriving learning culture. The survey is meant to give them feedback on how well they are holding the five [Dynamic Tensions](Dynamic_Tensions/README.md). + +Members of a house, take on the collective challenge of moving the results of the COS survey up. + +## Structure + +**Step 1: \*\***[Check-in](/Practice_Vulnerability/Check_In.md)\*\* + +**Step 2: Tension Resolution** + +We speak of tensions often, they are the driving force behind any action. + +A tension is what someone feels when they see a difference between how things are, and how things can be. + +They are called tensions because that is how they literally manifest in our bodies, as tensions. I could feel a tension because I see an opportunity that we are not utilizing, or I could feel a tension because there is something in our structure or operation that is problematic and causes me tension. + +What is asked of everyone around tensions is to honor your intuition – if you literally “feel a tension” then that is to be respected and listened to. Naming and processing your tension is what drives Learners Guild forward. They are an integral and necessary part of how we collectively co-create the Guild, they are not a problem. + +Each tension is named, logged, and processed in turn. Only the "tension holder" decides when their tension is resolved. + +It's generally good practice to hold on to your tension tightly, but be flexible about how it can be resolved. + + +## Toolbox + +A small sample of tools you can use to resolve your Tensions + +1. **Process Timeout** Ask for a process timeout at any time if you don't understand, or need clarity, or have any other tension about the process itself. For example: If you forgot the difference between *skip* and *pass* in checkin ask for a process time out and get it clarified. + +2. **Coaching** You have a tension, but you need coaching about what to ask for, and how to get it resolved. + +3. **Just saying it out loud** Sometimes, all you need to resolve your tension is to speak it out loud. For example: *"I want to let everyone know that I'm loving this new schedule. Thank you for changing it. Tension resolved."* + +4. **Asking for help** You might need support in a specific (or not too specific way) and you can ask someone for help. That might resolve your tension. + +5. **Open Discussion** Sometimes you need an open discussion to unpack your tension, understand it more, and/or share it with others. + +6. **Reaction Round** If you have a proposal, or something you need feedback from everyone around, you could ask for a reaction round. Everyone in your house will take turns giving you their reaction. Some people might say "no reaction". + +7. **Make a Request** Most tensions can be resolved by asking for what you need from someone who can (and is willing to) give it to you. You could be asking for support, or for a challenge. + +8. **Issue a Challenge** Sometimes, in order to see the change you want to see, you need to issue a challenge to one or more people and see wether or not they will accept it. + +9. **Show of Hands** Some tensions are resolved by getting a show of hands, or "fist-to-five". Perhaps you have a question of the group, or a hunch that you want to validate. +--- + +## Facilitator notes + +### Home Group Framing + +* This can't be top down. At Enron there were great words on the wall: Integrity, Honesty, Service. Every company has words on the wall. This isn't trivial. + +* We do it here using three steps. + + * Step 1: We agree on what the goal is. On what a great environment\/culture looks like. + * Step 2: We try different things to deliberately move towards our goal. + * Step 3: We measure how we're doing, and we try something else. + + +Home groups are a place for us to decide on what the next experiment is, and to discuss how the previous experiments are going. + +### Misc Reminders + +* If the answer exists in the group, let them answer it first. Let participants reinforce and protect the culture. Don't jump in if you don't have to. +* Introduce the "Process Timeout" and encourage anybody to use it to ask clarifying questions about the process. If this is an early group, set the expectation that there will be dozens of Process Timeouts since you won't be describing the process but jumping right in. +* Remind everyone about the agency & safety values. They have a choice about wether or not participate. They need to speak up if they don't feel safe. Ceremonies are by definition non-coercive. They must be entered willingly. +* Remind people they can pass in any go-around. If they pass, the facilitator will get to them at the end and give them one more opportunity to participate which they can take or leave. +* Note that start time and end time of the ceremony. +* Remind people to turn screens off and to protect the space from their "todos". +* People might need their screens during the **build proposals** step. Remind them to stay focussed and close their screens the moment they feel they have all their proposals in. +* Offer to let anyone facilitate the process at the beginning. Hopefully, one day, someone will take you up on it! +* asking people who are in the red to check in about it and make a plan / get support + +### More notes + +- Non purpose of houses = process feedback about the game. The game designers will hold weekly sessions for feedback. +- Be more transparent about why vulnerability is a good thing. +- This is a learning support group / players get support learning how to play this game better +- Framing for last 50m: what supports people in this group? what's needed here? +- what's my incentive to support other people if i'm here for myself? + - check ins help people care about each other + - creating a container where truth and love can unfold + - learners are 'attached' to each other via vulnerability, they care about each other because they know each other deeper diff --git a/COS_Overview/Practices.md b/COS_Overview/Practices.md new file mode 100644 index 0000000..56cd228 --- /dev/null +++ b/COS_Overview/Practices.md @@ -0,0 +1,40 @@ +# Practices + +Practices are ongoing and shared. We use them to deepen in our Values and uphold the [Dynamic Tensions](/Dyanmic_Tensions/README.md). If our Values are our North Star, the practices are the ships we sail in. They help us get there. + +Our practices are aspirational. By definition, we will not do them perfectly, or consistently. Our commitment is to practice, fail, and then return again to the practice. Reminding each other when we forget, and reflecting to each other as we progress. + +A practice is usually associated with a shared skill, or shared knowledge. For example, to practice **Non Judgement** as a collective there needs to be shared understanding of what judgement is and shared language around it. + +## Workshops + +Introducing a practice usually happens at a workshop. While everyone is committed to attending the foundational workshops, they have a right to pass on any activity they choose not to participate in. + +## Foundational Practices + +- Practice Accountability + * [Accountability](/Practice_Accountability/Accountability.md) + * [Agreements](/Practice_Accountability/Agreements.md) +- Practice Agency + * [Collective Vision](/Practice_Agency/Collective_Vision.md) + * [Distributed Authority](/Practice_Agency/Distributed_Authority.md) + * [Radical Responsibility](/Practice_Agency/Radical_Responsibility.md) +- Practice Feedback + * [Circle Feedback](/Practice_Feedback/Circle_Feedback.md) + * [Climate Check](/Practice_Feedback/Climate_Check.md) + * [Radical Honesty](/Practice_Feedback/Radical_Honesty.md) +- Practice Tending Relationships + * [Clearing](/Practice_Tending_Relationships/Clearing.md) + * [Clearing Withholds](/Practice_Tending_Relationships/Clearing_Withholds.md) + * [Conflict](/Practice_Tending_Relationships/Conflict.md) + * [Non Triangulation](/Practice_Tending_Relationships/Non_Triangulation.md) +- Practice Overcoming Oppression + * [Overcoming Oppression](/Practice_Overcoming_Oppression/Overcoming_Oppression.md) +- Practice Vulnerability + * [Check In](/Practice_Vulnerability/Check_In.md) + * [Check Out](/Practice_Vulnerability/Check_Out.md) + * [Non Judgement](/Practice_Vulnerability/Non_Judgement.md) + +## Additional Practices + +Over time, members of our learning collective can and will add practices that they value and offer them to the rest of us. diff --git a/COS_Overview/README.md b/COS_Overview/README.md new file mode 100644 index 0000000..dbcb381 --- /dev/null +++ b/COS_Overview/README.md @@ -0,0 +1,8 @@ +# Overview + +Culture happens. It's not something we can control, but it's something we can intentionally impact. Culture is invisible and impacts us more than anything else. Our Cultural Operating System assumes two things: + +- First: Culture is critical to succeeding. +- Second: We can be intentional about co-creating it, and deliberate in evolving it together. + +We define a great learning culture as one that upholds [five dynamic tensions](/Dynamic_Tensions/README.md), and we deliberately co-create it through [practices](/COS_Overview/Practices.md) and a weekly [player support group](/COS_Overview/Player_Support_Group.md). diff --git a/Dynamic_Tensions/Belonging.md b/Dynamic_Tensions/Belonging.md new file mode 100644 index 0000000..a32dab2 --- /dev/null +++ b/Dynamic_Tensions/Belonging.md @@ -0,0 +1,56 @@ +> If you want to fast, go alone. If you want to go far, go together. ~ African Proverb + +# Belonging Tension + +## Being Myself <--> Being in Relationship + +The Belonging Tension optimizes the energies between the individual and the community. We believe that human beings thrive when we feel comfortable being who we are while also being aware that we are a part of something greater than ourselves. + +## Being Myself + +- Wholeness +- Realness +- Personal expression +- Authenticity +- Individuality +- Dignity + +## Being in Relationship + +- Inclusion +- Shared Identity +- Human Connection +- Being with Others +- Love +- Common Good +- Diversity +- Shared Purpose +- Belonging + +## Look and Feel + +- Aligned incentives +- Flux, dynamism and tension between individual self interest and collective gain +- Minimize self-sacrifice required for collective learning +- Don't sacrifice the collective for the individual +- Resist the urge to choose one side or another +- Dignity is derived from human connection & belonging +- "I could learn without you. I learn better with you." +- "Your success and mine are related and connected." + +There is a tension between personal freedom and social restraint, but to be in balance we must maintain this tension, knowing that some circumstances call for an emphasis on individuality while in different situations we need to place the good (or the wisdom) of the collective whole above personal desires. + +Total individualism views society only as an oppressive force— any collaborative communal endeavor is rejected as a mindless “collectivism.” This is an imbalanced and partial perspective, because many vitally important endeavors require collaborative effort— a generous give and take rather than unyielding self-assertion. But too much emphasis on social, cultural or political unification gives us standardization and technocracy, if not outright dictatorship. + + +## What it looks like + +**What’s possible:** An environment that values the collective and the individual is one where I can be myself while still being able to tell that I’m part of something bigger than just me. I act in the collective best interest of the community because I can tell that a healthy community will serve me as an individual. The community makes space for me as an individual because it knows that when I’m recognized for my unique contributions, I joyfully offer them in service of the community. + + +**Feels like:** I can be “myself” here. My differences are respected, celebrated and encouraged. This is a place where people like me belong. I’m comfortable, I don’t have to pretend to be someone different. I feel “up to something” with the people around me. We’re building something bigger than any one of us could accomplish alone. We’re on a journey together. These are “my people”. + + +**Looks like:** Individual differences are celebrated and appreciated. There’s room for difference of opinion and belief, for self-determination and individual agency. The environment is shaped and changed by the people in it. People are thoughtful and mindful of their impact on each other and the physical space. They self-organize around keeping spaces clean, making improvements that will benefit everyone, not just themselves. There’s a strong group identity - LG pride. + +> Genuine democracy is a dynamic tension between self and society, a continual rebalancing and reconstruction that honors both authentic individuality and a common good that asks individuals to look beyond themselves. It is engaged intelligence, not fixed ideology, that enables us to judge how much emphasis to give to one aspect or another in each situation. ~ Dewey diff --git a/Dynamic_Tensions/Efficacy.md b/Dynamic_Tensions/Efficacy.md new file mode 100644 index 0000000..93e80e5 --- /dev/null +++ b/Dynamic_Tensions/Efficacy.md @@ -0,0 +1,35 @@ +# Efficacy Tension + +## Agency <--> Structure + +The Efficacy tension optimizes the energies between structure and agency. We believe that a self-directed learning environment is defined by its commitment to maximizing potential within the context of clearly expressed expectations and parameters. We are able to experience freedom - the freedom to experiment, the freedom to fail, the freedom to dream - when we can creatively and spontaneously engage with the structures that hold us in an effective and efficient way. + +## Agency +- Autonomy +- Freedom +- Personal Power + +## Structure +- Clarity +- Integrity +- Boundaries +- Accountability +- Reliability + +## Look and Feel + +- I can influence the structures that I am a part of +- As few structures as are needed. No more, no less +- Non prescriptive +- Non coercive structures +- Clear transparent agreements. Shared. Recorded +- I know my place here, what is expected of me, what I can expect from other people +- There is accountability: people do what they say they are going to do +- There is integrity: if I mess up I follow up on it + + +**What’s possible:** An environment with space for improvisation. There is a structure of integrity in which I’m truly free, because I know the parameters within which I can play, excel and thrive. There is no prescribed way to get to where I’m going, but I’m clear enough on where I’m going that I can find my own path there. The structure enables me to experiment, to make mistakes, and to expand my sense of what’s possible through spontaneous engagement. + +**Feels like:** I know what’s expected of me, I know what I can expect from others. I feel calm and settled. I know the shared systems we operate by, and the space they allow for flexibility and personalization. Because of this combination of clarity and autonomy, I feel on purpose, productive, and independent. + +**Looks like:** People are firm with their tensions, flexible with their solutions. Very little time is wasted negotiating how to be together in the space (i.e. “how we get things done”) - the expectations and boundaries are clear, and they are spacious enough to allow for great freedom of movement within structure. People can make proposals to impact how things are run - the process of making these changes is clear - improvisation with integrity. The structure in the environment allows me to be free from unnecessary distractions and chaos. diff --git a/Dynamic_Tensions/Flow.md b/Dynamic_Tensions/Flow.md new file mode 100644 index 0000000..5dad582 --- /dev/null +++ b/Dynamic_Tensions/Flow.md @@ -0,0 +1,32 @@ +# Flow Tension + +## Fun <--> Engagement + +The optimal state of learning, is flow. + +The Flow Tension optimizes the energies between dedicated engagement, and fun. We believe that when take ourselves lightly and take our purpose seriously, when we approach our practices with wholeheartedness and immerse ourselves in them, we get into the flow, or a state of sustained engagement that generates spontaneous joy. + +## Fun + +- Enjoyment +- Exploration +- Curiosity +- Play +- Wonder + +## Engagement + +- Dedication +- Purpose +- Meaning +- Whole Heartedness +- Full Ownership +- Presence + +## What it could look like + +**What’s possible:** An environment that is both high in play and high in seriousness creates a field of purposeful joy. I’m resourced to sustain a high output of energy over a long period of time because the act of working is energizing and joyful. + +**Feels like:** I’m in a flow state, fully present and immersed in the act of learning. I feel a healthy competitive motivation to exceed my past performance, to “win” at accomplishing the goals I’ve set for myself. Time flies by. + +**Looks like:** Mistakes and failures are a welcome part of the journey towards success. People are laughing, creating inside jokes, developing fun ways to move work forward. People don’t take themselves too seriously. There's a distraction-free, dedicated commitment to the craft that helps people focus and stay on purpose. diff --git a/Dynamic_Tensions/Growth.md b/Dynamic_Tensions/Growth.md new file mode 100644 index 0000000..2abfc4d --- /dev/null +++ b/Dynamic_Tensions/Growth.md @@ -0,0 +1,33 @@ +# Growth Tension + +## Challenge <--> Support + +The Growth Tension optimizes the energies between challenge and support. We hold the fundamental belief that all people can learn and grow, and are driven by a deep desire to do so. When encountering novel situations that challenge our limits, we need an appropriate amount of support to meet those challenges. + +Support without challenge keeps us complacent and stagnant, while challenge without support can lead to anxiety and low morale. We seek to create a high challenge, high support environment that, when achieved, keeps us in our "stretch" zone, or [Zone of Proximal Development](https://en.wikipedia.org/wiki/Zone_of_proximal_development), where we can accomplish things with support that we can't yet achieve on our own. + +In addition to technical development, everyone at Learners Guild makes a commitment to their own personal growth and to the personal growth of others. We do this as a necessary means of achieving the highest learning outcomes, and as an end in itself. + +It can be an intensely fulfilling experience to progress and recognize one’s path towards mastery. We achieve Growth by co-creating an environment that challenges us out of our comfort zone, and supports us in overcoming these challenges. We cherish growth and development in all that we do, and when possible, raise the salience of this journey for our members, and ourselves. + +## Challenge + +* Relevant Stretchy goals +* Zone of Proximal Development + +## Support + +* Guidance +* Mentorship +* Resources + +## Look & Feel + +**What’s possible:** An environment that is “high challenge, high support” enables me to accomplish things that I can’t do alone. I’m stretched and pushed into my Zone of Proximal Development, consistently working on challenges that are slightly out of my reach, but that I can effectively tackle with support and guidance. + +**Feels like:** Working in my ZPD with adequate support is inherently joyful; I can tell I’m acquiring new skills, growing and developing my capacities. I’m challenged enough to tell I’ve accomplished something at the end of the day, but not so much that I feel consistently defeated or demoralized. There may be moments or even long stretches of frustration and struggle, but it’s in these moments that I feel safe enough to ask for help and the appropriate amount and type of support is available \(modeling, coaching, or encouragement\). I experience a sense of accomplishment and personal efficacy. + +**Looks like:** High engagement, the room is “buzzing”, people are eager to help me \(and I’m eager to help them\) and tackle problems together. I know how to get help when I need it and where to get it from. When providing help, I know something about the right kind of help to offer \(does the person need me to show them? Talk them through it? Encourage them to stick with it through a challenging moment?\) High fives, exclamations of success, appreciations, funny dance moves, and encouragement abound. + +--- + diff --git a/Dynamic_Tensions/README.md b/Dynamic_Tensions/README.md new file mode 100644 index 0000000..55a9c45 --- /dev/null +++ b/Dynamic_Tensions/README.md @@ -0,0 +1,9 @@ +# Dynamic Tensions + +There are 5 dynamic tensions: + +- [Belonging](./Belonging.md): Being Myself <--> Being in Relationship +- [Efficacy](./Efficacy.md): Agency <--> Structure +- [Flow](./Flow.md): Fun <--> Engagement +- [Growth](./Growth.md): Challenge <--> Support +- [Trust](./Trust.md): Truth <--> Safety diff --git a/Dynamic_Tensions/Trust.md b/Dynamic_Tensions/Trust.md new file mode 100644 index 0000000..14bcfe8 Binary files /dev/null and b/Dynamic_Tensions/Trust.md differ diff --git a/GLOSSARY.md b/GLOSSARY.md new file mode 100644 index 0000000..95176ab --- /dev/null +++ b/GLOSSARY.md @@ -0,0 +1,201 @@ +## Accountability +I take ownership of my areas of responsibility. +I am willing to give an accurate recollection of my actions at any time. +I strive to know the impact of my actions and take all of my impact into account. + +## Apprentice +The apprentice stage is the first stage of learning a craft. Learners admitted to a chapter begin their journey as an apprentice. Apprentices are paid an optional minimal stipend and their primary responsibility is to advance the learning of everyone in their cohort, including themselves. + +## Being with Others +I am present and honest in my interactions with people. + +## Belonging +I feel like I am an integral part of the organization/team/pair. +I have a place here. + +## Chapter +Chapters are the centers of learning within Learners Guild. They are communities of practice designed for intensive, deliberate learning and growth. + +## Cohort +A cohort is a set of learners with a shared start date and chapter. Cohorts are named after their start month: e.g. November Cohort, September Cohort. Cohorts go through orientation, and some foundational workshops together. + +## Common Good +I engage/participate for the betterment of the team over personal gain. + +## Continuous Growth +I am deliberately and consistently improving my craft and my skills. +I aspire to live in my Zone of Proximal Development. +I take on Relevant Stretchy Goals. + +## Courage +I am honest, even when it’s risky. +I take actions that frighten me when I believe in the value of the outcome. +I choose truth over comfort. +I am willing to risk the status quo in order to make it better. +I am willing to risk our relationship, in order to deepen it. + +## Craft +Learners are involved with one or more crafts. These are the industries and skills which learners practice and work in. Web development is an example of a craft, as is graphic design, forestry, and photovoltaic technology. + +## Critical Analysis +We invite and share critique of reason, performance, and output. + +## Continuous Feedback +We frequently and honestly reflect impactful consequences of actions back to the agent behind the action. + +## Deliberation +I carefully and thoughtfully choose how I spend my time. + +## Dignity +I know that I am worthy of respect, and that I belong. + +## Diversity +We value the uniqueness of the individual in the organization/team. +I bring my unique set of experiences to the organization/team/pair. + +## Full Ownership +I take on our shared purpose as my own. +I resist blame and apathy. + +## Guild Core +The Guild Core is the central organizational body of Learners Guild. The Core is responsible for all business and operational functions not explicitly under the domain of the chapters. The core is not explicitly geography-specific. + +## House +Guild members are grouped into houses. A house spans members from multiple cohorts. The purpose of a house is to create a small community of practice that meets regularly in Player Support Meetings to intentionally support each other and deliberately co-create a thriving learning culture. + +## Kindness +We treat ourselves and others with dignity, respect and an open heart. +We assume good intentions and give others the benefit of doubt. +I consider how my behavior impacts others and make efforts for that impact to be positive. + +## Learner +A member of Learners Guild who is learning and practicing a craft. Learners include Apprentices and Practitioners. + +## Meaning +I am a crucial part in something that has a significant impact. + +## Openness +We welcome, encourage, and celebrate inquiry. +We respecting the authority of the inquired to retain privacy if desired. + +## Partner +Partner is the term we use for people who work in the Guild Core. A partner is an employee of the Learners Guild who has an open ended, fixed employment. + +## Persistence +I recognize that learning necessitates discomfort, and I sustain my practices through both times of strain as well as times of flow. + +## Play +We make time for unstructured activity for the sake of pure recreation rather than a specific purpose. + +## Practitioner +Practitioners are learners who are being paid to practice their craft. Their primary responsibilities are to their projects and to their own continued development and refinement of their craft. + +## Presence +I am here now: Undistracted, attuned, and aware. + +## Realness +I allow myself to be seen and known. +I lower my filters and expose a more true me. + +## Reliability +I minimize the gap between my word and behavior. + +## Stakeholder +Stakeholders include all partners and learners in addition to affinity organizations, investors, board, customers, and anyone else interacting with—or impacted by—Learners Guild. + +## Transparency +We don’t hide helpful information from each other unless it will cause harm. +We expose our failures risking safety for truth. + +## Growth Mindset +We believe in neuroplasticity and evaluate each other and ourselves based on our actions, not on our qualities or identities. + +## Dedication +I am committed to our shared purpose, and determined to achieve it. + +## Purposeful +I have an understood place in the concert of our company. + +## Whole Heartedness +I embrace everything: the full catastrophe. +I engage authentically, with courage and compassion. + +## Clarity +We make what is implicit explicit, and we record it. + +## Integrity +I am honest and morally upright. +I minimize the gap between my internal world and external behavior. +I harmonize different parts of myself: heart, mind & body. +I consistently prove myself worthy of others’ trust. + +## Boundaries +We have crisp definitions of where something ends and something else begins. + +## Vulnerability +I deliberately allow myself to be impacted by others. +We are committed to [putting down our defenses/reactions/shame and to being touched/moved](https://www.ted.com/talks/brene_brown_on_vulnerability?language=en). + +## Appreciation +I am present to the goodness in people and generously deliver feedback on my observations. + +## Privacy +I respect people’s confidentiality and their unwillingness to share certain things. + +## Enjoyment +We are present with what we experience and all the good that it brings to us. + +## Exploration +We actively seek new ideas, activities, and adventures. + +## Curiosity +We are interested in things that lie beyond our own knowledge and experience. + +## Wholeness +I feel as if my entire Maslow's hierarchy of needs is being filled regularly. + +## Wonder +We regularly imagine what is possible beyond what already exists in our everyday experience. + +## Personal expression +I contribute something that reflects me personally. + +## Authenticity +I lower my filters and expose a more true me. + +## Individuality +I contribute something that reflects me personally. + +## Autonomy +I feel able to take fully independent control over my domain. + +## Freedom +I have reasonable control over what it happening to me at all times. +I have a large degree of influence on my own destiny. + +## Personal Power +I am growing in capability as I collaborate. + +## Guidance +Support to help resolve a problem or difficulty, or take advantage of an opportunity. + +## Mentorship +I search for experience differential to provide feedback. +I allow myself to receive feedback from others. +I freely provide feedback to others to support their learning. + +## Resources +Information, tools and supplies that support my learning. + +## Inclusion +I feel like I am an integral part of the organization/team/pair. +I reach out to others to promote our shared identity/purpose. + +## Shared Identity +I understand the purpose and mission of the organization/team. + +## Human Connection +I am in touch with our shared humanity. + +## Shared Purpose +We are committed to supporting the mission of the organization/team/pair. diff --git a/LICENSE b/LICENSE new file mode 100644 index 0000000..0a1bf1c --- /dev/null +++ b/LICENSE @@ -0,0 +1,112 @@ +http://creativecommons.org/licenses/by-nc-sa/4.0/ + + +Creative Commons Corporation (“Creative Commons”) is not a law firm and does not provide legal services or legal advice. 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Please read the FAQ for more information about official translations. diff --git a/Practice_Accountability/Accountability.md b/Practice_Accountability/Accountability.md new file mode 100644 index 0000000..f2b7a6d --- /dev/null +++ b/Practice_Accountability/Accountability.md @@ -0,0 +1,11 @@ +# Accountability + +**Serves Values:** Structure + +Our agreements are meaningless if we don't hold ourselves and each other accountable to them. It is crucial that we step up to violated promises, broken commitments and bad behavior. In doing so, we maintain our integrity, and support each other lovingly and firmly in doing the same. + +## Accountability Guidelines + +- Only hold people accountable for things they've explicitly agreed to +- Set good boundaries: https://www.youtube.com/watch?v=6NxB6c6d39A +- Don't blame: https://www.youtube.com/watch?v=RZWf2_2L2v8 diff --git a/Practice_Accountability/Agreements.md b/Practice_Accountability/Agreements.md new file mode 100644 index 0000000..a1d046e --- /dev/null +++ b/Practice_Accountability/Agreements.md @@ -0,0 +1,5 @@ +# Agreements + +An agreement is a shared agreement that is non-violable. Unlike practices, they are not aspirational. They present a firm and clear boundary on how we choose to be with each other. + +It's best to strive to keep agreements to a minimum for a few reasons: agreements are the most “expensive” agreements to change, often requiring the most work to revise or scrap. They’re also pretty reactionary and limit our ability to creatively problem solve and respond to new situations, eventually creating more challenges than they solve. Also, we live in a litigious culture that attempt to 'legislate co-operation'. Rule-creep can lead to a culture that externalizes common sense to a set of complicated policies instead of relying on relationships, and a shared vision to work/learn together. diff --git a/Practice_Agency/Collective_Vision.md b/Practice_Agency/Collective_Vision.md new file mode 100644 index 0000000..21f87fd --- /dev/null +++ b/Practice_Agency/Collective_Vision.md @@ -0,0 +1,14 @@ +# Collective Vision + +**Purpose:** Deepens understanding of the dynamic tension, and creates shared ownership \/ shared purpose + +**Serves Values:** Engagement, Being in Relationship \(shared purpose\), Structure \(clarity\) + +Group breaks out into triads who explore and flesh out a particular tension: + +What it looks like when the values in that tension are honored. +What it feels like to be in a climate where the tension is held. +What the shadow of each value could look like if its corresponding value isn't held. + +Each triad selects one person to present exploration to the group. A short discussion of the tension if facilitated. + diff --git a/Practice_Agency/Distributed_Authority.md b/Practice_Agency/Distributed_Authority.md new file mode 100644 index 0000000..f071780 --- /dev/null +++ b/Practice_Agency/Distributed_Authority.md @@ -0,0 +1,30 @@ +# Distributed Authority + +## Overview + +In a self organizing learning collective, there is no central learning authority. The power and agency usually held in the administration and the teacher is distributed across a community of peers. + +The distributed authority means learners have more agency over the pace, content over their learning, and more control over their environment. It also means, they take on more responsibility than a learner in a traditional hierarchical learning environment. + +## Shared Responsibility + +In addition to practicing their craft, learners in a distributed authority take on traditional teacher and administration functions: + +* Curating and authoring curriculum +* Assessing/Reviewing their peers' work +* Giving feedback to their peers on their team work and culture contribution +* Creating the learning culture +* Resolving interpersonal conflict +* Holding themselves and others accountable to shared agreements +* Caring for the physical space + +The price of the extra freedom and agency, is the added burden of these shared accountabilities. + +## Freedom is stressful + +Self directed learning is more stressful than "expert" directed learning: + +- Learners in a self organizing environment have to contend with the subjectivity of the feedback they receive from their peers, which feels different than the seemingly expert, objective evaluations they are used to receiving from an "expert". +- Ongoing feedback is more valuable and nuanced for their learning, but it lacks the finality and relief of passing a test. +- There is no objective "right pace", so learners need to pace themselves and tolerate the ambiguity of not knowing the answers to the question "am I there yet? how close am I to the finish line?". +- Without a well worn path, and someone telling them what they should be working on, learners develop the skill and capacity to chart their own path, but have to deal with the anxiety of not knowing "am I working on the right thing?". diff --git a/Practice_Agency/Drama_Triangle.md b/Practice_Agency/Drama_Triangle.md new file mode 100644 index 0000000..3d56f50 --- /dev/null +++ b/Practice_Agency/Drama_Triangle.md @@ -0,0 +1 @@ +# Drama Triangle diff --git a/Practice_Agency/Radical_Responsibility.md b/Practice_Agency/Radical_Responsibility.md new file mode 100644 index 0000000..6a8cac8 --- /dev/null +++ b/Practice_Agency/Radical_Responsibility.md @@ -0,0 +1,8 @@ +# Radical Responsibility + +**Serves Values:** Agency, Engagement + + +Accountability: Accepting responsibility for my actions. Owning my stuff + +Radical Responsibility: We assume full ownership of our collective purpose and our role(s) in it. We don't blame or avoid. [We own our experience, and our emotions](https://www.youtube.com/watch?v=lk_a2iWWoVQ&feature=youtu.be). diff --git a/Practice_Feedback/Circle_Feedback.md b/Practice_Feedback/Circle_Feedback.md new file mode 100644 index 0000000..6a5d19c --- /dev/null +++ b/Practice_Feedback/Circle_Feedback.md @@ -0,0 +1,25 @@ +# Circle Feedback + +**Purpose:** To give and receive feedback about our work relationship + +**Serves Values:** Truth. Being in Relationship + +* Stand or preferably sit in a semi circle +* One at a time a feedback receiver takes the "hot seat" in front of the semi circle when they are ready +* Feedback giver raises their hand if they have feedback for them +* Receiver selects who to receive feedback from +* Giver completes **both** these two sentences: + * "I trust you and want to work with you because...." + * "I would trust you and want to work with you more if...." + +* Receiver says "thank you" and when ready selects another giver + +--- + +## Facilitation notes: + +* It's important for the facilitator to participate +* Limit givers to 3 or 4, depending on group size. Announce the limit before start +* Invite people to breathe and take a minute before raising their hand for feedback to give everyone a chance to consider what they want to say +* Teach participants the jazz hands signal for agreeing and have them practice it once or twice and encourage them to use it to amplify the feedback that's being given + diff --git a/Practice_Feedback/Climate_Check.md b/Practice_Feedback/Climate_Check.md new file mode 100644 index 0000000..494b015 --- /dev/null +++ b/Practice_Feedback/Climate_Check.md @@ -0,0 +1,22 @@ +# Climate Check + +**Purpose:** This is a **built-in** process used to brings the dynamic tensions to shared awareness. Provides feedback on current climate \/ culture. + +**Serves Values:** Truth, Engagement + +1. People take turns completing any \(or all\) of the following sentences: + +"A Value\/Values I feel us working with is...." and name one or more values that they feel are being respected and held in the space. + +"An example of that is..." and name a behavior or observation or short story that exemplifies that value. + +"A Value\/Values that I would like us to deepen in\/work more with is...." and name one or more values that you feel you and\/or the group would benefit from deepening in more. These could be the same or different values from the ones above. + +"The reason for that is..." and name a behavior, feeling, desire, or observation or short story that leads you to wanting to deepen the above value\(s\) more. + +## 2. \(optional\) Facilitator invites anybody who thought of something else to mention it popcorn style. + +### Facilitator notes + +* Remind people that they can pass \(and then get back to them at the end of the round\). Anybody can pass twice if they don't want to share +* Resist the temptation to create a visible \(or invisible\) agenda of the issues people are bringing up. The purpose of the climate check is to bring the dynamic tensions and our shared values to the forefront of our minds and hearts, not to resolve anything. It is a glance in the mirror, a reflection, not a trouble shooting session. diff --git a/Practice_Feedback/Radical_Honesty.md b/Practice_Feedback/Radical_Honesty.md new file mode 100644 index 0000000..1b29db1 --- /dev/null +++ b/Practice_Feedback/Radical_Honesty.md @@ -0,0 +1,9 @@ +# Radical Honesty + +**Serves Values:** Truth + +Practice Being Real +Speaking my truth clearly and authentically. + +We are real with each other. We minimize bullshit and call people on it (kindly). +![Alt text](/images/candor.jpg) diff --git a/Practice_Overcoming_Oppression/Overcoming_Oppression.md b/Practice_Overcoming_Oppression/Overcoming_Oppression.md new file mode 100644 index 0000000..4647e24 --- /dev/null +++ b/Practice_Overcoming_Oppression/Overcoming_Oppression.md @@ -0,0 +1,11 @@ +# Practice Resisting and Overcoming Oppression + +**Serves Values:** Being in Relationship + +Because of our collective history and the poor design of the social and economic systems we operate in, the dice are loaded. Racism, sexism, classism, homophobia are some of the many ways there is a systematic imbalance of power and privilege in our society. + +If we are to earnestly attempt to fulfill the purpose of "a dignified livelihood for everyone" we need to commit to developing a deep and evolving understanding of how oppression works. In doing this, we need to address how oppression is systemic. More directly, we need to address how we ourselves have been conditioned to be a part of the system: how we might be unconsciously biased, and how we may act or speak in ways that perpetuate oppression. + +We can not hope to do our work well if we don't examine ourselves (both individually and as a team) through the lens of our internalized oppression and social privilege. Our identities strongly influence how much power and privilege we are systematically denied or given by society; to have true empathy in a diverse team (and in a diverse organization) requires both self-awareness and social consciousness. + +Part of our work is to be aware of our privileges and of the responsibilities that comes with them. Part of our work is to learn to stand fully in our power without shame, guilt, or apology. To learn to leverage this power towards our purpose with humility, gratitude and even joy. To meet the pain and injustice of the situation with compassionate understanding. And to make a fierce commitment to being allies to each other, and to all our stakeholders. diff --git a/Practice_Tending_Relationship/Challenge.md b/Practice_Tending_Relationship/Challenge.md new file mode 100644 index 0000000..14f1bbe --- /dev/null +++ b/Practice_Tending_Relationship/Challenge.md @@ -0,0 +1,25 @@ +# Challenge: A challengers main tool + +A challenge is needed when you feel like there's a situation that needs to be addressed/confronted. Something is going on that needs to change/stop/improve. + +## Challenge steps + +There are four steps to a challenge: + +1. Ask permission "Hey, I have a challenge for you, is now a good time?" +2. Briefly state what you're noticing "I noticed the last 3 projects, you got less than 40% complete on them" +3. Set a clear, time bound, actionable challenge "I challenge you to get over 80% completeness on the next 3 projects" +4. Ask for acceptance, and be willing to hear yes, no, or to negotiate. +5. Pro step: Follow up with the person you challenged and hold them accountable. + +When delivered well, a challenge feels like a gift. It feels like you are seeing my potential and inviting me to step into it. It feels like you're on my team. + +## Persecutor traps + +You know you’re falling into Persecutor if you find yourself: + +1. Judging / Criticizing +2. Feeling bigger / better / smarter than the other +3. Reaching for rules, standards to legislate cooperation +4. Insisting that the other person accept your challenge +5. Don't feel like you're on the other person's team diff --git a/Practice_Tending_Relationship/Clearing.md b/Practice_Tending_Relationship/Clearing.md new file mode 100644 index 0000000..971c96b --- /dev/null +++ b/Practice_Tending_Relationship/Clearing.md @@ -0,0 +1,16 @@ +# Clearing Ceremony + +**Purpose:** Floss the crud that forms in relationships + +**Serves Values:** Truth, Being in Relationship, Safety + +* In a circle, review the clearing process and give an example of a clearing +* Remind people that appreciations are also a withhold +* Ask people to look around the circle, and hold up the number of relationships that they think could use a flossing, or there is a withhold there. Tally up the total. +* Turn on some music to create privacy for people's conversations +* Ask people to stand up and walk around. Find a partner. Look for something they have to clear, and then go ahead and clear it. If you have nothing, just share an appreciation. +* Thank your partner anyway you like and find another one. +* Remind people to make themselves available, take a risk, and take responsibility for their feelings. Watch out for triangulation and judgement. The idea is to risk "good enough" for "100% clear". The goal is not that we like each other, but that we are not holding something that keeps us from working well together. +* If you know you have someone you need to clear with, walk up to them and wait. +* Come back to a circle, and do another "clearing count". +* Notice how the total has dropped and remind everyone that the goal is to keep the number at zero. diff --git a/Practice_Tending_Relationship/Clearing_Withholds.md b/Practice_Tending_Relationship/Clearing_Withholds.md new file mode 100644 index 0000000..4981f03 --- /dev/null +++ b/Practice_Tending_Relationship/Clearing_Withholds.md @@ -0,0 +1,26 @@ +# Clearing: Clear personal tensions swiftly and directly + +**Serves Values:** Truth, Safety + +We are human. Personal conflicts will come up as we work/learn together. When you feel that something personal is beginning to get in the way of you working optimally with someone else, **address it directly with them as soon as you can.** + +We call this practice "clearing". + +Clearing usually involve sharing anything that I'm "holding" in my mind or heart, that's keeping me from feeling "clear" with you. + +Clearings come in many different flavors, these are the main three: + +* **A Pinch:** Something someone did, that "pinched" my ego. I could let it go, but it's building a small level of resentment, so I'll just say it. For example: "When you didn't respond to that question I asked in the meeting I felt snubbed". Pinches are quick to resolve, and usually don't need more than a "thank you" in response. + +* **A Reality Check:** We make up stories all the time about each other. If you notice a belief forming in your mind about someone else, ask them about it. For example: "I noticed that whenever I talk about anything related to marketing, you seem to zone out. I'm starting to make up a story in my mind that you think I'm shitty at marketing. Is there any truth to that?" + +* **A Reveal:** Sometimes it's important to reveal something about how our mind/heart works in order to clear the air. Reveals can be "negative" or "positive" stories/history/self image that's relevant to how we are relating personally to someone. This is distinctly different from feedback about their work product. For example: "Your accent reminds me of this guy who used to bully me, and sometimes I notice myself mad at you for no reason." or "I really like your writing style. I've always wanted to write like that and sometimes I notice that I feel intimidated and jealous of you." + +An apology can also be another form of clearing. + +Sharing reveals in this way, and being heard, can often diffuse the withhold, and reduce its charge. + +If you tried to clear a withhold with someone and failed, consider using a [Formal Request Process](/Processes/Conflict.md) to resolve it. + + +**It's important not to have hidden [requests](Requests.md) or feedback. The implicit request when clearing is to be heard and to be known in order for the air to clear.** diff --git a/Practice_Tending_Relationship/Conflict.md b/Practice_Tending_Relationship/Conflict.md new file mode 100644 index 0000000..d8913f3 --- /dev/null +++ b/Practice_Tending_Relationship/Conflict.md @@ -0,0 +1,52 @@ +# Formal Request Process + +**Purpose:** This is a **built-in** process used to make an attempt at resolving conflict and/or addressing as situation that needs to change + +**Serves Values:** Truth, Being in Relationship, Safety + +As members of a learning collective, we address and resolve conflicts with these principles at front of mind: + +* It’s impossible to change other people. We can only change ourselves. +* We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. +* We don’t talk about another member behind their back. +* We resolve disagreements directly with those involved, and don't drag anyone else into the problem. +* We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). + +## Formal Process + +Most interpersonal tensions can be resolved by [sharing and being heard](Clearing_Withholds.md) or by making an [informal request](Requests.md). If, however, your tension isn't just resolved by being heard, you still need to address it directly with the person you have tension with using a more formal process. + +Any formal request starts with someone bringing a request directly to another member. The request needs to be actionable, clear, present, and sufficient to resolve the conflict. Requests can be benign ("Please make a public commitment to our team to arrive to meetings on time."), to more involved ("Please commit to repairing what happened by writing an email to everyone."), to the most extreme ("Please leave our team" or "Please leave the Guild").[^1] + +At all stages, the person receiving the request can say Yes, No, or negotiate for a different outcome. If there's a "Yes" or another outcome that's sufficient to both, then the conflict is resolved. If there's a "No" then the initiating member has the choice of either escalating the conflict to the next phase, or dropping it. + +## Resolution Phases + +1. In the first phase, the two parties sit together and try to sort it out privately. It's important for the requester to make it clear that they are starting a *Formal Request Process* + +2. If they can’t find a solution agreeable to both, they nominate another person they both trust to act as a mediator. The mediator doesn’t impose a decision. Rather they support the participants in coming to their own solution. Again, a clear request is needed, and a Yes, No, or a compromise. + +3. If mediation fails, a panel of topic-relevant members is convened. Again the panel does not impose a solution. They weigh in with what they think is fair, and it's up to the person receiving the request to decide. + +4. In an ultimate step, if a resolution is still not reached, two or more Learning Facilitators are called into the panel. Unlike the previous stages the Learning Facilitators can choose to impose a solution if they all agree on one.[^2] + +## Writing things down + +It's really helpful if an agreement is reached for the parties to write it down in an email or somewhere else so they can be sure they have clarity on what they agreed on . + +## Clearing Coaching + +If you need coaching or support before clearing with someone, or before/during engaging in a formal resolution process, reach out to a Learning Facilitator and set up a coaching session. The Learning Facilitator will support you in resolving the conflict directly, and hold you accountable to closing the loop. + +## Third Party + +Sometimes, a member can sense a conflict between two people (or is caught in a triangulation between them). If that's the case, they can ask one (or both) parties to the perceived conflict wether or not there actually is one (reality check), and make a request that they address it and report back. + +## Members v.s. Non-Members + +Our conflict resolution process is an agreement made by and between members of our learning collective. It's important to remember and acknowledge that people outside the collective are bound to this process, and have not agreed to it. When resolving conflicts with non members, do your best to adhere to the spirit of our agreements within the confines of what's efficient/appropriate to the situation. + +--- +[^1] This the only process by which a member is asked to leave Learners Guild + +[^2] If the Conflict Resolver is involved in the initial conflict, the conflict still needs to progress through the 4 stages before they ultimately make a call in the fourth step. diff --git a/Practice_Tending_Relationship/Non_Triangulation.md b/Practice_Tending_Relationship/Non_Triangulation.md new file mode 100644 index 0000000..eac55d5 --- /dev/null +++ b/Practice_Tending_Relationship/Non_Triangulation.md @@ -0,0 +1,14 @@ +# Non Triangulation Agreement + +**Purpose:** The intention of this agreement is to support a low-drama, low-politics culture: A team where everyone is confident that they are respected and honored when they're not present. + +**Serves Values:** Safety, Being in Relationship + +Don't gossip. Don't build political alliances to get work done. If you mention someone's name when they're not present do it in the same way you would if they were present. If you have feedback for someone, the best and only place for this feedback is to give it to them directly. If that's not working, get others to join the conversation. + +If you have feedback for supporting staff, or other stakeholders, do your best to give it directly to them. If that's not possible/efficient/effective it's OK to talk about them with someone else. + +## Shared Language + +- Drama Triangle +- Victim, Villain, Hero diff --git a/Practice_Tending_Relationship/Requests.md b/Practice_Tending_Relationship/Requests.md new file mode 100644 index 0000000..edb649c --- /dev/null +++ b/Practice_Tending_Relationship/Requests.md @@ -0,0 +1,35 @@ +# Requests: The Creator's tool + +When you step into creator role, you have a vision for the world that is different from what it is right now. + +Unless you're in a rare situation where you can bring about this vision by yourself, you'll need other people to align with your vision and help you make it happen. The most powerful tool to do that, is to ask. To make a request. + +A strong request is actionable, clear, present. It's vulnerable to make a request, and most people avoid it! + +## Different kinds of requests: + +- Appeal to authority: Whose decision is it? Is there a formal domain here? If there is, find the decision maker and ask them. The request here is for them to consider your vision, and to help you make it happen. A pull request is an obvious example of this. You don't have domain over the repo. You encode your vision in code, and make a pull request. +- Appeal for help: Sometimes I just need support. Support to articulate my vision, support to figure out what my next step is, support to brainstorm, or just moral support for confidence and self esteem. Do I need help here? If so, ask for help. +- Request for resources: Do I need resources here? Who has resources? Find them and ask for resources. +- Request for followers: Do I have a vision that needs a team? Articulate a vision and ask people to join me. + +## Requests v.s. Demands + +- A demand feels entitled. It assumes that the world owes it. A true request has gratitude and humility in it. +- A demand has consequences if not met. There's usually a hidden blackmail in there. A true request is humble and ok with a "no". +- A demand is often made without permission. A true request starts with: "I have something to ask of you. Are you open?" +- A demand is usually not open to negotiation, a true request is. +- A demand is future based: "Please don't do that again in the future.", a true request is always present: "Would you please give me your word to not do that again." + +## You know you’re falling into victim if you find yourself: + +1. Triangulating +2. Complaining +3. Making demands v.s. requests +4. Feeling righteous and entitled that the world respond to you. +5. Feeling like “this is happening to me, and I can’t do anything about it” +6. Disconnecting / isolating / giving up on your vision + +## Requests v.s. Formal Requests + +Making a request is a useful tool when attempting to create, or build a vision. Sometimes there is a situation that needs to be addressed/confronted, and what's needed is for you to step into Challenger role v.s. Creator role. In Challenger role, you may start with an informal request, but you might need to escalate that to a [challenge](Challenge.md) or [formal request](Conflict.md) diff --git a/Practice_Vulnerability/Check_In.md b/Practice_Vulnerability/Check_In.md new file mode 100644 index 0000000..fc0b429 --- /dev/null +++ b/Practice_Vulnerability/Check_In.md @@ -0,0 +1,12 @@ +# Check-in + +**Purpose:** This is a **built-in** process used to get present. + +**Serves Values:** Truth. Being Myself. Engagement. + +* No screens +* Say what you need to be present +* Could be timed or untimed +* One person chooses to start and picks a direction, or popcorn, or facilitator chooses who starts +* Just listening. No consolation, comment, or reactions. +* Great talk on vulnerability: https://www.youtube.com/watch?v=iCvmsMzlF7o diff --git a/Practice_Vulnerability/Check_Out.md b/Practice_Vulnerability/Check_Out.md new file mode 100644 index 0000000..6baf6b6 --- /dev/null +++ b/Practice_Vulnerability/Check_Out.md @@ -0,0 +1,12 @@ +# Check-out + +**Purpose:** This is a **built-in** process used to get present. Harvest lessons learned. Share appreciations. + +**Serves Values:** Truth. Being Myself. Engagement. + +* No screens +* Share Take-aways \/ Lessons learned +* Share Appreciations +* You may skip. Facilitator will get back to you. +* One person chooses to start and picks a direction or facilitator chooses popcorn style if there’s enough time + diff --git a/Practice_Vulnerability/Non_Judgement.md b/Practice_Vulnerability/Non_Judgement.md new file mode 100644 index 0000000..bed973e --- /dev/null +++ b/Practice_Vulnerability/Non_Judgement.md @@ -0,0 +1,13 @@ +# Non Judgement + +**Serves Values:** Safety + +## Shared Knowledge +- Super ego +- Defending +- Discernment v.s. Judgement +- Good video on blame: https://www.youtube.com/watch?v=RZWf2_2L2v8 + +## Shared Language + +- Super Ego diff --git a/Processes/Conflict.md b/Processes/Conflict.md new file mode 100644 index 0000000..f05d4de --- /dev/null +++ b/Processes/Conflict.md @@ -0,0 +1,48 @@ +# Conflict Resolution Process + +**Purpose:** This is a **built-in** process used to resolve an interpersonal conflict. + +**Serves Values:** Truth, Being in Relationship, Safety + +As members of a learning collective, we address and resolve conflicts with these principles at front of mind: + +* It’s impossible to change other people. We can only change ourselves. +* We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. +* We don’t talk about another member behind their back. +* We resolve disagreements directly with those involved, and don't drag anyone else into the problem. +* We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem \(and the solution\). + +## Formal Process + +Most interpersonal tensions can be resolved by sharing and being heard. If, however, your tension isn't just resolved by being heard, you still need to address it directly with the person you have tension with using a more formal process. + +Any formal conflict starts with someone bringing a request directly to another member. The request needs to be actionable, clear, present, and sufficient to resolve the conflict. Requests can be benign \("Please make a public commitment to our team to arrive to meetings on time."\), to more involved \("Please commit to repairing what happened by writing an email to everyone."\), to the most extreme \("Please leave our team" or "Please leave the Guild"\).[^1] + +At all stages, the person receiving the request can say Yes, No, or negotiate for a different outcome. If there's a "Yes" or another outcome that's sufficient to both, then the conflict is resolved. If there's a "No" then the initiating member has the choice of either escalating the conflict to the next phase, or dropping it. + +## Resolution Phases + +1. In the first phase, the two parties sit together and try to sort it out privately. + +2. If they can’t find a solution agreeable to both, they nominate another person they both trust to act as a mediator. The mediator doesn’t impose a decision. Rather they support the participants in coming to their own solution. Again, a clear request is needed, and a Yes, No, or a compromise. + +3. If mediation fails, a panel of topic-relevant members is convened. Again the panel does not impose a solution. They weigh in with what they think is fair, and it's up to the person receiving the request to decide. + +4. In an ultimate step, if a resolution is still not reached, two or more Learning Facilitators are called into the panel. Unlike the previous stages the Learning Facilitators can choose to impose a solution if they all agree on one.[^1] + +## Clearing Coaching + +If you need coaching or support before clearing with someone, or before/during engaging in a formal resolution process, reach out to a Learning Facilitator and set up a coaching session. The Learning Facilitator will support you in resolving the conflict directly, and hold you accountable to closing the loop. + +## Third Party + +Sometimes, a member can sense a conflict between two people \(or is caught in a triangulation between them\). If that's the case, they can ask one \(or both\) parties to the perceived conflict wether or not there actually is one \(reality check\), and make a request that they address it and report back. + +## Members v.s. Non-Members + +Our conflict resolution process is an agreement made by and between members of our learning collective. It's important to remember and acknowledge that people outside the collective are bound to this process, and have not agreed to it. When resolving conflicts with non members, do your best to adhere to the spirit of our agreements within the confines of what's efficient/appropriate to the situation. + + + +[^1]: If the Conflict Resolver is involved in the initial conflict, the conflict still needs to progress through the 4 stages before they ultimately make a call in the fourth step. + diff --git a/README.md b/README.md index 205cd02..1d2ac07 100644 --- a/README.md +++ b/README.md @@ -1,30 +1,26 @@ -> “An idea that is not dangerous is unworthy of being called an idea at all.” ~ Oscar Wilde - -# Learners Guild Playbook +##### The COS Guide is undergoing edits to reflect recent upgrades at the Guild. You may find a few inconsistencies, broken links or outdated references below until the final revisions are complete and this guide is integrated into the Learner Guide. Thank you for patience. {#the-learner-guide-is-undergoing-edits-to-reflect-recent-upgrades-at-the-guild-you-may-find-a-few-inconsistencies-broken-links-or-outdated-references-below-until-the-final-revisions-are-complete} -Welcome! +~ Learners Guild -Learners Guild’s purpose is a dignified livelihood for everyone. Our mission is to create the opportunity for anyone who is willing and able to become a software developer to do so. - -We are working to build a purpose driven organization, and a thriving learning culture. That’s an easy thing to want and say, but it’s difficult to practice. It takes active effort to articulate our guiding principles, and our values, and to live them day to day. +--- -This repository contains all our agreements, policies, operating models, values and guiding principles. It is meant to be a living and dynamic support of the way we are working and learning together. As a learning organization, we anticipate changes will be made to this playbook in the future and reserve the right to amend, revise and/or withdraw parts of it. All feedback and suggestions (especially in the form of pull requests) are very appreciated. This is a work in progress that we hope will get better with more time and more contributors. +> “An idea that is not dangerous is unworthy of being called an idea at all.” ~ Oscar Wilde -Each learner is responsible for reading, understanding, and complying with this playbook. Our goal is to work together towards a learning environment that is constructive and supports both personal and professional growth. +# Learners Guild Culture Operating System -# Culture Operating System +Welcome! Our learning environment is self-organizing, rigorously goal-driven, and personally and professionally rewarding. A powerful, positive culture is the strongest, most pervasive support structure a learning community can have. -This playbook provides a framework by which we --as members of the learning collective-- can participate in co-creating a culture that draws out the best in us. - -The Cultural OS defines the components of our shared culture and the processes by which members of the learning collective can shape it. +Our Culture OS provides a framework by which we --as members of the learning collective-- can participate in co-creating a culture that draws out the best in us. It defines the components of our shared culture and the processes by which members of the learning collective can shape it. -Everyone is responsible for embodying and improving this culture. +Everyone is responsible for embodying and improving this culture. +The [Dynamic Tensions Board](https://docs.google.com/spreadsheets/d/1kTIV5f3U12BuIRzlgTiETbE0OTMRWiAtKgXdROvLcAY/edit#gid=0) is where we currently track COS work. --- -[![Creative Commons License](https://i.creativecommons.org/l/by-nc/4.0/88x31.png)](http://creativecommons.org/licenses/by-nc/4.0/) + This work is licensed under a [Creative Commons Attribution-NonCommercial 4.0 International License](http://creativecommons.org/licenses/by-nc/4.0/). + diff --git a/SUMMARY.md b/SUMMARY.md new file mode 100644 index 0000000..6708eb7 --- /dev/null +++ b/SUMMARY.md @@ -0,0 +1,36 @@ +# Culture OS + +- [COS Overview](/COS_Overview/README.md) + * [Player Support Group](/COS_Overview/Player_Support_Group.md) + * [Practices](/COS_Overview/Practices.md) +- [Dynamic Tensions](/Dynamic_Tensions/README.md) + * [Belonging](/Dynamic_Tensions/Belonging.md) + * [Efficacy](/Dynamic_Tensions/Efficacy.md) + * [Flow](/Dynamic_Tensions/Flow.md) + * [Growth](/Dynamic_Tensions/Growth.md) + * [Trust](/Dynamic_Tensions/Trust.md) +- Practice Accountability + * [Accountability](/Practice_Accountability/Accountability.md) + * [Agreements](/Practice_Accountability/Agreements.md) +- Practice Agency + * [Collective Vision](/Practice_Agency/Collective_Vision.md) + * [Distributed Authority](/Practice_Agency/Distributed_Authority.md) + * [Radical Responsibility](/Practice_Agency/Radical_Responsibility.md) +- Practice Feedback + * [Circle Feedback](/Practice_Feedback/Circle_Feedback.md) + * [Climate Check](/Practice_Feedback/Climate_Check.md) + * [Radical Honesty](/Practice_Feedback/Radical_Honesty.md) +- Practice Tending Relationships + * [Requests](/Practice_Tending_Relationship/Requests.md) + * [Clearing Withholds](/Practice_Tending_Relationship/Clearing_Withholds.md) + * [Formal Request](/Practice_Tending_Relationship/Conflict.md) + * [Non Triangulation](/Practice_Tending_Relationship/Non_Triangulation.md) + * [Challenge](/Practice_Tending_Relationship/Challenge.md) +- Practice Overcoming Oppression + * [Overcoming Oppression](/Practice_Overcoming_Oppression/Overcoming_Oppression.md) +- Practice Vulnerability + * [Check In](/Practice_Vulnerability/Check_In.md) + * [Check Out](/Practice_Vulnerability/Check_Out.md) + * [Non Judgement](/Practice_Vulnerability/Non_Judgement.md) +- [CONTRIBUTING](/CONTRIBUTING.md) +- [GLOSSARY](/GLOSSARY.md) diff --git a/book.json b/book.json new file mode 100644 index 0000000..3bfaa1b --- /dev/null +++ b/book.json @@ -0,0 +1,5 @@ +{ + "bookname": "Culture OS", + "gitbook": "3.x.x", + "ignores": ["_book", "node_modules"] +} diff --git a/images/candor.jpg b/images/candor.jpg new file mode 100644 index 0000000..4a0047b Binary files /dev/null and b/images/candor.jpg differ diff --git a/images/eisenhowerbox.jpg b/images/eisenhowerbox.jpg new file mode 100644 index 0000000..9008d72 Binary files /dev/null and b/images/eisenhowerbox.jpg differ diff --git a/package.json b/package.json new file mode 100644 index 0000000..a43c566 --- /dev/null +++ b/package.json @@ -0,0 +1,28 @@ +{ + "name": "COS", + "version": "0.0.1", + "description": "Guide for Learners", + "scripts": { + "book:clean": "rimraf _book", + "book:prepare": "gitbook install", + "book:build": "npm run book:prepare && gitbook build", + "book:watch": "npm run book:prepare && gitbook serve", + "book:summary": "book sm" + }, + "repository": { + "type": "git", + "url": "git+https://github.com/LearnersGuild/cos.git" + }, + "author": "Shereef Bishay ", + "license": "CC-BY-NC-4.0", + "bugs": { + "url": "https://github.com/LearnersGuild/cos/issues" + }, + "homepage": "https://github.com/LearnersGuild/cos#readme", + "devDependencies": { + "gitbook": "^3.1.1", + "gitbook-cli": "^2.3.0", + "gitbook-summary": "^1.1.0", + "rimraf": "^2.4.3" + } +}