To understand Hoi you first need to get yourself some stroopwafels to go
with your coffee

On Sat, Feb 11, 2017 at 9:50 AM, Anna Stillwell <astillw...@wikimedia.org>
wrote:

> On Fri, Feb 10, 2017 at 11:52 PM, Gerard Meijssen <
> gerard.meijs...@gmail.com
> > wrote:
>
> > Hoi,
> > Anna I absolutely loved what you write.
>
>
> Gerard, I'm feeling the love, dude.
> (A fellow co-worker and I were talking the other day and she said that she
> even calls inanimate objects dude. I deeply resonated. So "dude" for us is
> not a gendered pronoun.)
>
>
> > It is very much uplifting to see
> > that you want to move forward and want to do this based on the facts on
> > the ground
>
>
> Yes. Keep in mind that *we will make mistakes*. A lot of them. I promise
> you. I'm probably making one right now.
>
>
> > and not so much on our convoluted history that is spread out so much that
> > even someone like me who has been involved for the longest time has given
> > up on yesterdays arguments.
> >
>
> I agree with this statement. We need to build relationships for the future.
>
> And, "Rogol" wasn't talking about the past. He was inquiring about a
> product roadmap, which is all about the future. And his questions were
> fair.
>
> >
> > Some will say but.. but ... and from their position they may be right.
> They
> > forget that there are over 280 languages, more in the pipe line and even
> > more projects and as it is we do not consider this at all. English
> > Wikipedia is less than 50% and as Asaf said in a recent presentation less
> > than 50% of the people in this world have English as a first or second
> > language. Arguments from the past mean that the diversity we are is less
> > important than the incumbency of the present talking heads.
> >
>
> Yes. Think of all of the places we could go and things we could do.
> Remember to offer your important ideas in the movement strategy
> conversation. It's about a strategic direction, a theme for the next 15
> years. A general layer of meaning that sits right below the vision and
> describes the theme of the next 15 years. Might that not help coalesce our
> efforts?
>
> >
> > When arguments are based in the past, the reality check if the arguments
> > still fit the present is typically left out. When arguments are of high
> > quality, they should still convince and do not need to consider their
> > legacy.
> >
>
> I often forget to reality check if an argument still fits. Good reminder
> for me. It would be so much easier if reality would just let us make up our
> minds once and for all. lol.
>
>
> Thanks,
> >        GerardM
> >
>
> p.s. I know this may sound really ignorant, but what does "Hoi" mean?
> That's how you've started every email that I can ever remember.
>
>
> > On 11 February 2017 at 02:34, Anna Stillwell <astillw...@wikimedia.org>
> > wrote:
> >
> > > On Sun, Feb 5, 2017 at 10:03 AM, Rogol Domedonfors <
> > domedonf...@gmail.com>
> > > wrote:
> > >
> > > > Anna,
> > > >
> > > >
> > > > > As you may have noticed, threaded discussions become difficult for
> me
> > > to
> > > > > visually navigate after a while. Thus, the color.
> > > > >
> > > >
> > > > Sorry, colour doesn't come through on the mailing list.
> > > >
> > >
> > > Thank you for explaining that. I appreciate you teaching me the rules.
> > > After I posted, I also had a number of wiki elves simultaneously ping
> me
> > on
> > > a number of different channels to let me know the very same thing. A
> > bunch
> > > of gardeners just tending to the commons. It was delightful. It felt
> like
> > > an entrance into a different world. I was wondering when the hobbits
> > would
> > > show up with second breakfast and above all: ale. I want some ale.
> > >
> > > >
> > > >
> > > > > Call me naive, but I’m excited by the prospect of the movement
> > strategy
> > > > > <https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017
> >.
> > I
> > > > know
> > > > > that many other things will need to happen to arrive at the state
> > that
> > > > you
> > > > > speak of, but thinking together at that scale is likely a good
> start
> > in
> > > > my
> > > > > mind.  It might even be a necessary but insufficient pre-requisite
> > for
> > > > the
> > > > > kind of collaboration you speak of.
> > > > >
> > > >
> > > >
> > > > Let us hope that it does what is both necessary and sufficient.
> > > >
> > >
> > > Yes.
> > >
> > > Sometimes I wonder if hope isn’t at the base of it all. Perhaps hope is
> > > necessary but certainly not sufficient for it all to transpire. Hope is
> > not
> > > a strategy. But maybe it's a foundation.
> > >
> > > Besides, I could use some. Hope, that is. It’s looking bleak out there.
> > > It’s tough to wake up in the middle of your life and realize that it
> > looks
> > > like most of the world thinks a regression back to nationalism and
> > > censorship and white, straight power is a good idea. Not as tough as
> > > needing knowledge and food and health every single day and not having
> > > access to it, but tough in a Maslow’s-hierarchy-kinda-way.  There is so
> > > much work to do on so many fronts.
> > >
> > > I wake up thinking about and feeling unsure about the future.
> > >
> > >
> > > > > The current notion being instantiated in the proposed Technical
> > > > guidelines
> > > > > > is very much about a wise and benevolent Foundation steering its
> > > ideas
> > > > > > through a reluctant community.  That is frankly insufficient.
> > > > > >
> > > > >
> > > > > Would you direct me to those Technical guidelines? I don’t know the
> > > > > reference and I should.
> > > > >
> > > >
> > > > They are at https://www.mediawiki.org/wiki/Technical_Collaboration_
> > > > Guidance
> > > > which is currently under discussion.  This appears to be a successor
> > > > project to https://www.mediawiki.org/wiki/WMF_product_development_
> > > > process/Communities which is described as stalled.
> > > >
> > >
> > > Thank you. I have not yet read these because I spent a lot of time this
> > > week clarifying Joady’s and my role with KM and JL. We all wanted
> clarity
> > > on which problems we were solving and which ones we were not. My JD is
> at
> > > the end of the email if you would like that clarity as well.
> > >
> > > >
> > > >
> > >
> > > > > >
> > > > > > >
> > > > > > > Maybe not. But if it could strike a deeper cord around
> > > transparency,
> > > > I
> > > > > > > wanted to show up for that conversation. Talk openly. Let
> people
> > > know
> > > > > > that
> > > > > > > we are listening, that we believe in transparency… that’s why
> we
> > > all
> > > > > > fought
> > > > > > > for it.
> > > > > > >
> > > > > > > To be clear, I have no sense whether it did strike a cord
> around
> > > > > > > transparency, but I enjoyed the conversation nevertheless.
> > > > > > >
> > > > > >
> > > > > > My experience of the Foundations notion of Transparency has been
> > > patchy
> > > > > at
> > > > > > lest -- and that's a polite way of saying breathtakingly awful.
> > > > >
> > > > >
> > > > > That good? All jokes aside, I take this very seriously. I’d like to
> > > hear
> > > > > your notion of transparency, but first I’ll offer this one that I
> > > > recently
> > > > > heard because I have the sense that it will resonate with you.
> We're
> > in
> > > > the
> > > > > final stages of an org-wide conversation on our values
> > > > > <https://meta.wikimedia.org/wiki/Values/2016_discussion/Framing>.
> We
> > > > > invited some current and former community-selected board members as
> > > well
> > > > as
> > > > > volunteers beyond the board to these conversations.  I enjoyed them
> > > very
> > > > > much.
> > > > >
> > > > > Normally, I would attribute this quote, but these conversations
> were
> > > > > anonymized, so I don’t have permission to reveal my brilliant
> source.
> > > > They
> > > > > talked about how transparency was likely not the right word for
> what
> > > they
> > > > > really wanted. They wanted a way to join in. They wanted to know
> > where
> > > > they
> > > > > could plug in. Is that a notion of “maybe more than transparency"
> > that
> > > > > resonates with you?
> > > > >
> > > > > That’s the problem that I’m chewing on. And so your ideas around
> > > > > collaboration are interesting to me. So I’m thinking about them.
> What
> > > > they
> > > > > would mean, how it could be done, the myriad of constraints that
> make
> > > it
> > > > > seem quite difficult to orchestrate.
> > > > >
> > > >
> > > > The difference between Transparency and Engagement is indeed what I
> > have
> > > > been concerned about.  But genuine engagement cannot take place on a
> > > basis
> > > > of asymmetric access to information.  So transparency seems to be the
> > > > prerequisite
> > > >
> > > > Cool. I think we’re thinking in some similar directions. It seems
> like
> > > we're interested in similar problems. I still don’t know what to do
> about
> > > it. It's not as easy as it looks, but it definitely looks like that is
> > the
> > > direction we should go in.
> > >
> > > >
> > > >
> > > > >
> > > > >
> > > > > > What has changed in the last fortnight to make me expect that it
> > will
> > > > be
> > > > > > different this year?
> > > > > >
> > > > >
> > > > > Look, if there’s one thing I think I’ve learned throughout my
> career,
> > > > it’s
> > > > > all of the things that could go wrong. Sometimes it feels like
> that’s
> > > > all I
> > > > > have to offer: what not to do.
> > > > >
> > > > > I also don’t think grand pronouncements are the way to go. So I’d
> be
> > > > happy
> > > > > to explain some of the things that I do think have changed, as long
> > as
> > > > you
> > > > > know I’m not trying to convince you of anything. I’m just
> > legitimately
> > > > > answering your question from my partial point of view.
> > > > >
> > > > > Leadership has changed. I see more people internally looking to
> > involve
> > > > > relevant stakeholders in their work (New Readers and ORES come to
> > > mind).
> > > > > I’m also hopeful about the movement strategy process. It looks
> like a
> > > > good
> > > > > faith effort on everyone’s part to come together and discuss the
> > future
> > > > in
> > > > > open, inclusive, documented discourse
> > > > > <https://meta.wikimedia.org/wiki/Strategy/Wikimedia_movement/2017
> >.
> > > > >
> > > > > I see progress, not perfection.
> > > > >
> > > >
> > > > I see confusion.  In the last fortnight was a reference to the ED's
> > > public
> > > > pronouncement that she thought it waste of her time to engage with
> > people
> > > > like me directly on her Meta talk page.  Her predecessor had not
> > thought
> > > > that.
> > > >
> > >
> > > I don't have time to investigate this statement and work to piece
> > together
> > > what happened, and since I don't have that time, I will not comment in
> > any
> > > way on this particular instance.
> > >
> > > Generally, I am thinking about community service training across the
> > > organization. I would love your help with that. I can do little about
> the
> > > past. I can address the future. To properly address the future, ad hoc
> > and
> > > particular solution sets won't suffice. We'll need coherent and general
> > > solution sets, with enough particulars to keep the solution set honest.
> > >
> > >
> > > > > > > In the middle ground, there is the
> > > > > > > > issue of the current product roadmap and its delivery.
> Perhaps
> > > an
> > > > > > > > indication of what that roadmap is may help to refine and
> > revise
> > > > the
> > > > > > plan
> > > > > > > > that will have to be drawn up for executing the work that is
> > left
> > > > > > hanging
> > > > > > > > by these events.
> > > > >  [...]
> > > > >
> > > >
> > > > > I don’t have enough information.
> > > > >
> > > > > [...]
> > > > > >
> > > > > > Is any of those close to the truth, do you think?
> > > > > >
> > > > >
> > > > > I do not know.
> > > > >
> > > >
> > > > I want to be polite here.
> > >
> > >
> > > We're cool.
> > >
> > >
> > > > It is very unusual for an organisation like the
> > > > WMF not to have the sort of Roadmap that I describe,
> > >
> > >
> > >  I didn’t say that we didn’t have a Roadmap. I said that I did not
> know.
> > >
> > >
> > > > and extraordinarily unusual that a person at your level in the
> > > > organisation should not know of its existence and be able to confirm
> at
> > > > least whether or not it exists.
> > >
> > >
> > > Agreed.
> > >
> > > One caveat: I am a Director in Talent and Culture. Please allow me to
> > > explain. You may have noticed we’ve had some talent and culture
> > challenges
> > > as of late. I’m sure you can imagine how those challenges could keep me
> > > (one of two senior leaders in a department of 10, 5 of whom are solely
> > > dedicated to recruiting and 1 dedicated solely to employee benefits),
> > > relatively busy. Although I agree with you in principle, I’m just
> asking
> > > you to see how under those circumstances it could make sense that a
> > > Director in T&C might not be up to date on what is going on relative to
> > > Product Roadmaps.
> > >
> > > However, I am here now.
> > >
> > >
> > > > You must be aware that your answer suggests at a bare minimum the
> > > > possibility that you, as an officer of the WMF, are evading the
> > question.
> > > >
> > >
> > > That possibility genuinely never occurred to me. Evading the
> > > question? Quite the contrary, Rogol. I have answered in the most
> exposing
> > > and real way possible. I have said, "I don’t know", on a public mailing
> > > list. Talk about a total lack of spin!  I think that is in the
> > > Wharton-Business-School
> > > <http://executiveeducation.wharton.upenn.edu/for-individuals?gclid=
> > > CMGp9YTnhtICFURqfgod_AYI_g&slx=NAM_BRAND&ef_id=WFbx6wAAAN1GRt7g:
> > > 20170211003858:s>-what-not-to-do
> > > manual... admit that you don't know something in public.
> > >
> > > To be any more transparent, I would have to wear a body cam. I trust
> the
> > > NSA is working on it.
> > >
> > > If I may be so bold, it seems that your interpretation of my words
> lacks
> > > even basic faith. It seems to be the penultimate worst possible
> > > interpretation (the worst being lying, the second... evading).
> > >
> > > But your nearly automatic interpretation may point to a deeper issue. I
> > > hear you saying that you don't take me at my word. That you may not
> take
> > us
> > > at our word. And I imagine that we have done some things to earn your
> > > distrust. I hear you.
> > >
> > > But I assure you that I am telling you the truth now: I do not know.
> > >
> > > I work to identify general problems. Once identified, I seek to
> > understand
> > > which problems are my most important problems. I don't think in terms
> of
> > > priorities. I think about my most important problems because the
> wording
> > > helps me get to and stick to the heart of it.
> > >
> > > Then I like to debate my most important problems because someone could
> > see
> > > information that I can't. Why those problems? What is the rationale?
> > > Potentially
> > > I revise my most important problems based on input or reading or
> speaking
> > > to other knowledgeable people.
> > >
> > > Then I decide which problems I am going to work to solve. Then I think
> > > about the best way to solve them. Then I try to imagine all of the
> things
> > > that could wrong. Then I remember that no plan survives its first
> > > engagement with reality and that I have to get started experimenting.
> > >
> > >
> > > >
> > > > > You've helped me see some new possibilities for how we might
> > organize.
> > > > > Thank you.
> > > >
> > > >
> > > > Thank you,
> > > >
> > > > "Rogol"
> > > >
> > >
> > > Ok. How do you pronounce your fictitious name? I asked around, “Hey,
> how
> > do
> > > you pronounce Rogol’s fictitious name”? Everyone pronounced it
> > differently.
> > > Some had a hard g. Some had a soft one. Some placed emphasis on the
> first
> > > syllable. Some on the second.
> > >
> > > I couldn’t stop laughing. I said to them, “But he’s made up…. how can
> you
> > > be *so sure*?”
> > >
> > > It made me want a fictitious title for myself that no one could
> > pronounce.
> > > Perhaps that’s why my new title, which someone else came up with,
> sounded
> > > so fun to me: it’s a fictitious title that almost no one can pronounce.
> > For
> > > example, when I first said it to Guillaume, he winced at my
> > pronunciation.
> > > He tried not to. He really did. He put in a good faith effort.
> > >
> > > But that made me wonder, does Rogol even know how to pronounce his
> > > fictitious name?
> > >
> > >
> > > THE JD
> > >
> > > Chargé d’Affaires
> > >
> > > Collaboratively build a culture and organization for the future.
> > >
> > >    -
> > >
> > >    In partnership with the executive team, think and act in service of
> > >    talent and culture needs for the future of our projects and movement
> > >    (e.g., forecast future talent needs—individual and collective
> > >    competencies).
> > >    -
> > >
> > >    Co-design (with Joady) the vision and execute a leading-edge,
> > >    comprehensive talent management strategy.
> > >    -
> > >
> > >    Co-define and co-execute (with Joady) a coherent, inclusive
> philosophy
> > >    across the employee lifecycle.
> > >    -
> > >
> > >    Champion our values, embed them throughout the employee lifecycle.
> > >    -
> > >
> > >    Champion special projects and ideas worthy of support.
> > >    -
> > >
> > >    Represent culture and organizational design at executive team.
> > >
> > >
> > > Collaboratively recruit high-level roles for the future:
> > > Board of Trustees, Endowment Board, executives, and special projects.
> > >
> > >
> > > Engage leaders in their own development:
> > >
> > >    -
> > >
> > >    Roll out a leadership framework, a central architecture of
> > >    accountabilities at different levels of leadership throughout the
> > >    organization, sync JDs.
> > >    -
> > >
> > >    Drive and evolve our cutting-edge leadership program.
> > >    -
> > >
> > >    Drive adoption of our leadership practices.
> > >    -
> > >
> > >    Develop, drive, and evolve manager training (hiring, orienting,
> > >    performance management, development, succession planning).
> > >    -
> > >
> > >    Drive adoption of management practices.
> > >    -
> > >
> > >    Lead the people side of succession planning.
> > >    -
> > >
> > >    Manage and evolve cultural orientation.
> > >
> > >
> > > Be an ambassador (Charge d’Affaires)
> > >
> > >
> > >    -
> > >
> > >    Make WMF a creative, generative, well-regarded culture to work
> within.
> > >    -
> > >
> > >    Develop and represent the public profile of the Wikimedia Foundation
> > as
> > >    an employer and culture leader, including writing, external
> > networking,
> > > and
> > >    representing the foundation at public engagements.
> > >
> > >
> > >
> > > > _______________________________________________
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> > > >
> > >
> > >
> > >
> > > --
> > > "If you have knowledge, let others light their candles in it." -
> Margaret
> > > Fuller
> > >
> > > Anna Stillwell
> > > Chargée d’Affaires / VP
> > > Wikimedia Foundation
> > > 415.806.1536
> > > *www.wikimediafoundation.org <http://www.wikimediafoundation.org>*
> > > _______________________________________________
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>
>
> --
> "If you have knowledge, let others light their candles in it." - Margaret
> Fuller
>
> Anna Stillwell
> Chargée d’Affaires / VP
> Wikimedia Foundation
> 415.806.1536
> *www.wikimediafoundation.org <http://www.wikimediafoundation.org>*
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