►
From YouTube: Book Club - Better Work Together - Meeting #1
Description
Discussion issue: https://gitlab.com/gitlab-com/book-clubs/issues/7
A
A
So
I'm
not
sure
if
you're
back
guys
joining
she
didn't
RSVP
to
the
calendar
event.
So
I
guess
we'll.
Just
can
everybody
hear
me
well
the
comment
I
wanted
to
plot
on
better
work
together.
I
guess
I
just
produced
a
book
first,
so
this
is
from
different
writers
from
the
inspiring
foundation
in
New.
Zealand
I
mean
I.
A
Guess
you
already
know
that
so
few
organizational
things
first,
we
recording
all
those
meetings
just
googled
right
for
now
and
at
the
end
we'll
publish
them
to
YouTube,
and
if
anybody
has
any
concerns
about
making
something
public,
just
let
us
know
and
I
guess
we
could
also
have
like
an
unrecorded
section
at
the
end
of
each.
If
you
want
to
discuss
anything
confidential.
A
So
to
start
I
thought
we
could
have
a
quick
introduction
round
since
they're,
not
too
many
people.
So
everybody
just
quickly
say
your
name,
your
job
title
and
where
you're
located
and
I
thought
it'd
be
fun
to
try
and
go
in
a
circle.
So
everybody
just
introduce
the
next
person.
I
guess
just
give
it
off
to
somebody
else.
So
I
guess
I'll
start
dying,
Marcus
I'm,
a
back-end
engineer
and
they
created
the
group
and
I'm
located
in
Switzerland.
A
C
D
B
G
That
leaves
me
snap
I'm,
charlie
I
am
a
beckoned
engineer
with
plan
certify
and
portfolio
management.
Both
teams
really
anyway
I
live
on
the
top
of
the
South
Island
in
New
Zealand
and
I
should
mention
that
I
was
in
the
in
spiral
network
from
2013
until
well
late,
2012
until
like
2015,
I'm
sort
of
still
involved,
but
not
a
lot.
So
I
do
have
some
contacts
there.
A
A
Maybe
I'll
start
like,
because
I
hit
start
with
this
whole
mess.
So
a
few
months
ago,
I
started
the
self
organization
slack
channel,
just
because
I
thought
this
is
a
topic.
I
was
interested
in
from
my
previous
job,
especially
where
we
were
trying
to
do
this,
like
not
having
any
managers
in
the
flat
organization
structure
with
limited
success.
A
Like
some
things
went
well,
some
things
were
tricky
and
the
good
Club
is
also
a
topic
somehow
because
we
are
distributed,
then
there's
a
lot
of
autonomy
because
of
that
I
guess,
and
but
on
the
other
hand
we
also
have
a
very
explicit
hierarchy
and
the
manager
structure
structure.
So
it's
I
am
really
figured
this
out
of
this
works
at
get
led,
especially
decision-making,
and
things
like
that.
F
I'll
jump
in
Somalia
I've
also
been
involved
in
a
number
of
self-organized
companies
in
groups
over
the
years.
Get
lab
is
actually
kind
of
an
odd
return
to
a
more
traditional
hierarchal
organization
structure.
For
me
and
I've
really
been
curious
about
some
of
the
problems
of
scaling
or
the
questions
around
scaling,
self-organization
and
more
self-directed
organizations.
This
was
actually
also
brought
into
very
stark
relief.
B
For
me,
it
was
almost.
It
was
very
similar
concept
to
to
get
life
itself.
I
know
that
for
people
who
were
involved
with
self-organized
community,
this
probably
sounds
funny,
but
I
came
from
much
more
organized
and
much
more
close
to
decision
making.
Companies
I
really
just
wanted
to
know
more
about
even
how
good
I
could
work
and
how
it
works.
Currently,
with
all
the
openness
and
transparency
Viveca,
you.
G
Having
come
from
this,
this
world
of
open
transparency
and
open
decision-making
and
consent
based
sort
of
consent
and
information
based
decision
making
and
collaborative
decision-making
I
the
whole
gitlab
structure
is
actually
really
new
to
me
as
well,
but
it
feels
really
comfortable
and
so
I
wanted
to
know.
I
wouldn't
actually
wanted
to
know
how
folks
view
what
and
spiral
does
because,
like
I,
say,
I
know
what
didn't
work
and
I
have
a
lot
of
I.
Don't
want
to
say
criticism.
Does
it
sound
like
I
just
want
to
slide,
but
I?
G
Don't
cuz
I
think
it
works
delightfully
a
lot
of
the
time,
but
I
am
familiar
with
what
doesn't
work,
because
there's
a
lot
of
ideals
and
a
lot
of
people
are
attracted
to
those
ideals
and
so
I'm
really
interested
in
how
folks
view
it
and
I
kind
of
I
wanted
to
be
in
bulks.
I
knew
that
I
wanted.
I
could
probably
shed
some
light
on
some
of
those
things,
but
I'm
really
interested
in
how
folks
view
it
and
and
what
we
can
do
in
terms
of
taking
some
ideas
and
maybe
applying
it's.
G
So
so
I
became
involved
at
the
end
of
2012
and
I
contracted
through
them
and
then
I
became
I.
Think
2013
I
became
way
more
involved
and
I
became
part
of
the
Corps,
so
there's
sort
of
a
strata
of
structures
which
they
get
into
in
later
essays,
but
that
there's
basically
there's
there's
sort
of
friends
on
the
fringe,
the
network
and
then
those
contributors
which
are
you
know,
kind
of
in
the
network,
but
kind
of
involved,
but
not
like
super
super
involved.
G
G
So
I
did
governance
for
for
the
for
the
when
I
say
that
I
was
involved
in
there
in
the
governance
of
all
the
contractors,
which
was
a
few
people
I
think
we
had
something
like
250
members,
oh
sorry,
contributors
and
members
at
the
time
in
the
network
and
some
chunk
of
those
was
was
contractors
I
can't
tell
you,
the
exact
number
I
can't
remember
what
it
is,
but
it
was
under.
It
was
under
a
hundred,
but
not
by
all
that
much.
G
G
A
good
question
so
so
showing
just
just
to
talk
on
that
point,
so
it
was
mostly
based
in
Burlington,
and
so,
if
you're
in
Burlington,
you've
got
more
of
the
more
of
the
benefit
I,
think
of
being
in
the
network
and
being
remote,
you
you,
you
kind
of
had
to
be
more
say
of
a
senior
developer,
for
example,
if
you're
contracting,
because
so
much
more
of
your
connection,
which
is
where
the
value
comes
from
in
the
network,
was
from
physical
interactions
with
people
in
these
days
interaction.
G
So
you
could
be
remote,
but
I
think
it
was
a
lot
harder.
I,
don't
think
was
super
hard,
I
think
he
could
still
do
it
it
just
you
you
needed
to
have
someone
kind
of
adopt
you
who
was
in
that
made
space
I!
Think
if
you,
if
you
were
and
I,
wanted
to
just
sort
of
speak
to
Shaun's
earlier
point
about
what
Inspiral
is
versus
what
it
isn't.
People
still
ask
that
question:
what
is
in
spiral,
and
basically
nobody
has
an
answer.
G
The
closest
thing
I
can
say
is
something
like
it's
a
it's
a
totally,
not
centrally
organized
group
of
people
where
spontaneous
in
interactions
with
people
can
happen,
so
it's
kind
of
like
permaculture,
but
on
a
kind
of
organizational
technical
level,
and
and
so
you
get
enough
people
together
and
they
kind
of
interact
with
each
other
and
you'll
get
some
connections
happening,
and
then
those
connections
turn
into
things
that
can
happen
later.
So
it's
not
an
incubator,
but
it's
like
an
incubator
for
relationships.
Does
that
make
sense?
G
C
G
D
I,
just
can
say:
I
worked
out
of
we
work
for
a
number
of
years
and
it
sounds
vaguely
kind
of
their
concept
as
well
right.
Everyone's
got
shared
office
space,
we're
not
necessarily
connected
from
a
you
know,
company
perspective,
but
the
idea
is
hey
everyone's
in
the
same
space
still
network,
though
use
each
other
services
go.
You
know
pitch
this
together
and
very
much
of
a
community
aspect
to
it.
I.
F
C
C
Sorry,
I,
just
realized,
Seth
and
I
are
the
only
engineering
managers
on
here,
but
I
assume
that
most
people
are
familiar
with
sort
of
some
management,
drug
and
so
I
see
labs
intent
is
to
be
explicitly
functionally
organized.
So
you
don't
have
teams
of
two
different
people
who
do
two
different
jobs
reporting
to
the
same
manager,
and
there
are
arguments
for
and
against
that.
C
B
F
G
G
It
was
kind
of
like
if
you
were
willing
to
go
and
do
this
thing
and
you're
willing
to
put
an
energy
to
do
it,
then
you're
trusted
to
to
to
get
it
done
and
or
at
least
experiment.
So
it
was
very
much
and
when
people
say
self-organized,
I,
I
kind
of
don't
like
that
term,
not
because
I
don't
like
the
concept
but
because
self-organized
it
has
this.
G
It
has
this
sort
of
idea
where
you
know
something
happened
and
sort
of
spontaneously
all
these
people
get
together
and
start
doing
things,
but
in
reality
somebody's
always
doing
the
leg
works
actually
organize
those
people
and
I
think
that
that
a
lot
of
that
labor
gets
kind
of
lost
and
dismiss
with
a
phrase
like
I,
say:
I'm,
not
gonna,
gonna
rail,
anybody
against
it
who
uses
it,
but
I
think
it's
a
little
bit
disingenuous
because
it
just
assumes
that
these
things
just
magically
occur.
Where
is
wherever
you
have
people
interacting?
D
D
Idea
of
like
working
on
something
that's
interests,
you
is
is
phenomenal,
but
it's
also
like
we
all
have
these
problems
where
it's
like,
oh
well,
take
up
on
instrument
and
we'll
take
up
a
hobby,
and
it's
like
we're
really
interested
in
it
and
then,
like
our
interest,
wanes
and
it's
interesting
like
to
try
to
bring
that
into
a
corporate
environment,
because
your
interest
wanes,
like
you,
still
have
to
get
that
deliverable
off
the
door.
You
still
have
to
finish
on
that
and
having
a
job
or
a
boss.
It's
like
hey!
You
have
to
finish.
D
This
is
really
important
to
get
you
through
those
those
periods
where
you
lose
interest
in
it
or
even
hobbies.
Right
I
mean
like
having
someone
that
says
hey.
Where
are
you
on
that
hobby
or
that
project
helps
us
get
through
those
periods
where
we've
lost
interest?
But
if
you
just
relying
on
interest,
you
know,
sometimes
that's
not
enough
to
get
you
through
those
periods
where
it's
not
that
exciting
I.
E
Think
the
Inspiral
challenge
comes
to
mind
when
I
think
about
working
on
things
that
you're
interested
in
you're
learning
about
things
that
you're
interested
in,
because
I
feel
it's
human
nature
that
you're
going
to
be
passionate
about
something
that
you're
personally
invested
in.
But
if
you
don't
have
any
stake
at
the
end
of
the
day
like
if
it
doesn't
actually
affect
you,
you're,
it's
going
to
fall
lower
in
your
list
of
priorities,
so
I
think
the
very
last
well.the
Inspiral
challenge
is
to
get
paid
well
to
do
work.
You
love
with
people.
E
You
love,
while
working
on
a
systemic
issue.
You
care
deeply
about
so
I
think
if
your
interest
is
a
way
to
do,
work
that
you
love
and
your
and/or
you're
working
on
a
systemic
issue
that
you
care
deeply
about.
I,
think
those
are
those
are
both
positives
and
I.
Do
think
people
change
over
time,
so
I
I
think
it
is
good
to
have
opportunity
to
learn
outside
of
your
specific
expertise,
because
that
can
have
value
in
the
long
run.
E
B
Yeah
I
expected
a
motivation.
What
that's
Charlie,
as
you
were
talking
about
the
self-organizing
in
you
not
necessarily
liking
that
that
was
kind
of
the
aside
as
a
core
team
through
Joshua's
essay.
He
was
like
saying:
we
tried
the
spiral
space,
but
there
was
nobody
who
wanted
to
organize
it.
So
we
dismantled
it
and
then
it
was
like
with
everything.
I've
got
a
few
more
yeah
and
spiral
services.
B
G
In
spiral,
services
was
really
successful,
while
I
was
going,
but
there
were
three
people.
Three
main
people
who
got
everyone
else
work
I
was
one
of
them.
There
was.
There
was
two
other
folks,
Craig
and
Joshua,
and
as
we
were
either
tied
up
or
on
long
term
projects
or
just
not
getting
work
for
other
people,
the
whole
thing
fell
to
pieces.
G
So
all
those
boring
things
like
you
know
making
sure
that
you
are
accountable
for
your
work
and
stuff
like
that
and
and
and
empowering
you
and
enabling
you
to
do
the
work.
By
doing
all
these
boring
things
that
you
don't
want
to
have
to
do,
because
your
passion
is
like
no,
no
I
don't
want
to
have
to
do
these
boring
things.
I
want
to
I
want
to
just
do
exciting
things
that
I
care
about
and
I
think
it's
tempering
I
think
having
a
boss
is
actually
temporary.
G
F
G
A
F
A
Want
to
say
this
is
actually
something
I
really
enjoy
about.
Hitler
like
having
a
manager
like
I.
Didn't
really
have
this
in
my
last
job
and
not
really
like
in
that
kind
of
structured
way.
My
previous
jobs
before
that
and
yeah
there's,
like
often
like
managers,
have
a
lot
of
important
tasks,
and
if
you
just
try
to
do
like
a
flat
organizations,
those
tasks
just
end
up
going
away.
Nobody
really
does
them
until
you
realize
you
actually
need
those.
A
F
Can
be
said
for
like,
if
you
want
something
done,
you
have
to
make
it
explicitly
someone's
job
to
do
it
in
that
I
think
that's,
even
even
in
non-hierarchical
or
self-organized
groups,
like
you
like
explicitly
saying
like
this
is
your
job.
This
is
somebody's
job
and
their
responsibility.
That
makes
it
happen.
D
Yeah
I
mean
I,
think
that's
pretty
true,
because
there,
no
matter
what
work
you're
doing,
there's
always
those
things
that
no
one
wants
to
do,
or
just
things
that
are
not
glamorous
and
it's
like.
If
you're
just
working
on
passion
projects,
those
things
will
all
fall
by
the
wayside,
and
that
is
things
you
know,
and
maybe
it's
paying
the
bills
or
keeping
the
lights
on
or
you
know,
cleaning
up
or
whatever
it
is.
They
still
have
to
get
done.
G
G
A
G
C
Think
a
real
problem
you
can
get
organizationally
is
when
you
have
an
explicit
hierarchy,
but
the
there
is
like
a
shadow
hierarchy
that
doesn't
actually
match
that.
So
you
know
you
know.
Maybe
somebody
is
like
you
know,
reporting
to
somebody,
but
basically
telling
the
person
who
they're
reporting
to
what
to
do.
Maybe
that's
a
bad
example,
but
you
know
what
I
mean
like:
maybe
they
effectively
invert
that
relationship,
or
maybe
it
sort
of
crosses
away
and
I.
C
You
have
and
I
think
it's
the
same
with
hierarchy
that
yeah
you
want
to
keep.
If
you
do
have
an
explicit
hierarchy,
you
want
to
keep
it
as
close
to
what
the
actual
observed
hierarchy
is
as
possible,
because
otherwise
you
get
you
get
serious
issues.
Charlie
I
want
to
ask
you
one.
Other
question
at
Shiki
were
talking
about
that
sort
of
hidden
labor,
it's
sort
of
mentioned
in
the
first
essay.
But
again
it
wasn't
super
clear
to
me
like
this
labor
that
people
do
on
the
core
of
Inspiral
is
unpaid
right.
C
G
Yeah
I
mean
so
then
I
want
to
make
a
distinction
between
unpaid
labor
for
governance,
which
is
a
lot
of
what
I
did
for
Inspiral
itself,
and
then
there
was
getting
work
for
other
people
which
I
considered
to
be
part
of
my
job,
which,
as
a
contractor
I'm,
always
getting
work
anyway.
I
mean
I've
been
a
contractor
for
almost
two
decades
and
before
I
joined
get
labs.
B
G
I
know
Joshua
is
I,
know
Joshua
personally
and
he's
like
he
is
a
a
really
lovely
human
being
like
he's
saying
so,
he's
really
soft-spoken
he's
really
intelligent
and
he
just
went
the
way
he
speaks
is
like
I'm,
so
genuine.
So
so
he
could
say:
yeah
I
think
that
I
think
that
I
trust
so
heats
the
way
he
put.
It
is
basically
I
totally
trust
you
to
do
this
job
I
think
that
I
think
that
you'd
be
graded.
It
and
I
want
to
empower
you
to
do
that,
so
it
was
less
about
I.
G
Think
I
have
much
too
much
power
that
was
kind
of
like
the
what
was
happening
kind
of
underneath
and
you're
kind
of
the
motivation
of
it.
But
the
way
he
would
put
it
is
something
like
I
think
he'd,
be
great
I'd
like
to
delegate
this
power
and
responsibility
to
you,
and
so
it
was
really
like
an
empowering
way
to
do
it,
and
you
know
he
was
you
know.
Whenever
you
have
any
kind
of
organization
that
starts
up
it's
there,
you
always
have
the
founder
of
s.
It's
always
a
thing.
G
You
know
and
I
think
that
the
only
way
it
is
mitigated
is
if
the
person
with
that
the
founder,
which
is
usually
the
person
with
the
most
social
capital,
actively
push
his
power
away
from
themselves
and
that's
what
Joshua
did
so.
He
was
always
saying:
I
think
he'd
be
great
at
this
and
he
would
totally
just
give
it
to
you.
He
wouldn't
have
any
oversight,
he
wouldn't
micromanage
or
macro
man.
She
would
basically
just
feel
like
if
you
need
help
I'm
here,
but
you
know
he's
so
he
was
doing
it
in
the
best
possible
way.
B
A
Okay,
so
I
just
realized.
We
we
have
the
meeting
until
fourth
everything
so
the
first
question
I
guess
we
can
move
the
other
questions
to
the
next
meeting.
So
my
wrap-up,
this
just
is
everything
okay
for
the
next
meeting,
it's
already
in
a
week
on
December
19
at
10,
we'll
have
a
big
break
until
after
the
holidays.
Does
that
work?
For
everyone
same
time
again,
okay
and
like
just
asking.
C
Initially
I
thought
it
was
too
slow
because,
like
you
know
in
terms
of
like
you
know,
when
I'm
reading
a
book
like
this,
it
wouldn't
normally
take
me
several
months
like
so.
You
know
like
I
would
either
be
ahead
or
I'd
just
be
like
you
know,
getting
back
to
it,
but
because
it's
separate
essays
and
because
we
spent
like
the
entire.
G
C
A
C
D
A
A
B
A
Act
like
I
mentioned
something
else:
I
contacted
them
if
they
were
interested
in
doing
a
Q&A
with
us
and
one
of
the
writers
which
Bartlett
is
interested
in
he'll,
be
joining
us
for
one
meeting
to
help
like
a
Q&A
session
with
him.
So
that
again
does
one
yes
say
that
he's
written,
so
he
suggested
we'll.
Do
it
sometime
after
everybody's
read
that
by
him.
So
this
would
be.