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From YouTube: MECC example iteration series: Many Decisions
Description
MECC is a new management philosophy to speed up company progress by creating the environment for better decisions and improved execution of them. GitLab pioneered MECC and continues to steward its development.
MECC (Managing so Everyone Can Contribute): https://about.gitlab.com/handbook/mecc/
This call is focused on the third tenet, Many Decisions: https://about.gitlab.com/handbook/mecc/many-decisions/
A
Hey
all
thanks
for
joining
us.
Today
we
are
discussing
the
mini
decisions.
Tenet
of
mech,
if
you
are
just
catching
up
max,
stands
for
managing,
so
everyone
can
contribute.
Mec
is
a
new
management
philosophy
to
speed
up
company
progress
by
creating
the
environment
for
better
decisions
and
improved
execution
of
them.
So
we
have
a
series
of
these
on
gitlab
on
filters
unfiltered
where
sid
goes
through
each
of
the
tenets
and
the
examples
we're
reading
over
these
in
their
current
form,
their
first
iteration
and
then
we're
using
that
feedback
to
make
the
page
better.
B
Thanks
darren
appreciate,
it
page
is
already
really
good,
but
we're
going
to
discuss
stuff
that
might
we
might
want
to
change
to
make
it
even
better
boring
solutions.
I
like
that.
I
don't
think
it's
the
top
item,
so
I
might
push
it
down
a
little
bit
on
the
page.
Some
people
confuse
order
with
importance
and-
and
this
is
not
the
most
important
one-
let's
look
at
the
example.
B
This
is
more
an
iteration
example.
The
way
it's
word
worded
I
haven't
given
into
it,
but
boring
solution
is
a
bit
like
do
something
that
other
companies
also
do
or
use
the
industry
standard.
It's
more
like
that,
like
don't
invent
a
new
programming
framework,
don't
add
a
new
programming
language
to
our
stack.
B
B
B
Yes,
that
is
true.
I
don't
think
that
captures
the
most
important
thing.
The
most
important
thing
is
that
we
split
the
decision
making
phase
in
like
hey,
everyone
can
chime
in,
and
one
person
makes
a
decision,
and
recently
we've
gotten
more
articulate
about
how
what
you
have
to
do
as
the
decision-making
person
you
do
not
have
to
create
consensus.
B
B
Well,
I'm
not
sure
it's
a
great
example,
but
I'm
proud
of
the
fy
23
q3
travel
bonus,
which
I
responded
to
with
ian
in
25
minutes
a
bit
of
e
in
this
help,
but
still
think
for
like
a
thing
that
has
company-wide
attention
being
able
to
do
that
in
25.
Minutes
is
only
possible
because
of
that
and
there
we
employed
the
manager
mentioned.
Mr,
I
think
an
interesting
one
to
address
some
concerns
that
people
might
have
so
that
maybe
deserves
a
place
here
as
well.
B
B
If
you
look
at
most
big
companies,
there's
a
reason
that
the
decisions
are
like
made
in
a
backroom
door,
otherwise
you
get
other
people
chiming
in
and
that
doesn't
work.
I
also
think
it's
important
to
talk
about
the
psychology
of
this.
It's
really
hard
to
give
a
suggestion
and
then
have
it,
be
disregarded
or
not
get
feedback
and
feel
like
it's
been
ignored.
B
Yeah
you
can
chime
in,
and
you
might
not
hear
anything
back
and
that's
okay
and
that's
something
that
we
need
to
get
people
comfortable
with,
because
the
alternative
is
not
you
hear
back
the
alternative,
you
don't
even
know
the
decision
was
being
taken
at
the
first
place
and
you
didn't
get
to
see
anything.
That's
the
alternative
and
people
need
to
realize
that.
B
Next,
one
say
why
not
just
what
really
good
we
can
do
a
lot
better
there,
but
we're
we're
making
progress,
for
example,
in
your
doc
about
online
meetings.
We're
gonna
give
the
why,
behind
a
lot
of
the
things
we
do,
because
we
see
that
people
are
not
doing
them
and
now
realize
why
we're
asking
certain
things.
A
I
knew
you
would
yeah,
I
was
trending
the
right
direction,
but
then
I
just
linked
yeah,
so
this
needs
to
be
made
into
an
absolute
example,
not
a
relative.
B
B
B
The
only
way
to
make
a
decision
is
to
have
a
meeting
with
everyone
involved,
because
if
you
just
propose
something
and
people
don't
protest
and
you
do
it
you,
someone
might
be
upset
about
that,
and
that
is
because
it's
harder
to
give
feedback
via
text
than
in
a
call
in
a
call.
You
can
hear
intonation
you
can
hear
like
or
you
can
see
the
eye,
roll
or
more
subtle
signals,
and
it's
easier
to
see.
Oh
yeah
great
idea
have
you
thought
about
xyz
and
in
text
it
tends
to
get
harder.
B
B
We
could
maybe
do
a
little
bit
more
with
our
values
like.
Why
do
we
have.
B
Many
decisions,
one
other
thing
we
can
think
about
now.
Look
at
the
page,
push
decisions
down
to
the
lowest
possible
level,
not
saying
we're
perfect
here,
but
I
do
think
we
do
a
ton
of
hey
the
person
who
does
the
work
makes
the
decision
not
the
fee
managers
evolve
and
I
think
we're
better
at
that
than
the
average
company,
although
we
could
still
go
further,
so
push
decisions
down
to
the
lowest
possible
level
commonly
the
person
who
does
the
work?
B
I
also
think
that
you,
if
you
take
many
decisions,
you
don't
have
the
time
to
research.
All
of
them
completely
so
might
be
a
place
to
bring
back
two-way
doors,
two-way
doors
versus
one-way
doors
or
not.
We
can
also
opt
to
say.
Look.
You
gotta
accept
a
certain
amount
of
risk,
like
the
research
has
to
be
proportional
to
the
scope
of
the
decision,
but
here
I'm
saying
something
quite
obvious:
some
that
might
not
be
good
content.
No,
no
strong
opinions
on
that.
B
Many
decisions
like
for
iteration,
you
need
more
decisions,
so
maybe
it
will
be
interesting
to
link
it
to
iteration.
If
you
do
smaller
steps,
you
need
more
decisions.
The
nice
thing
is
with
iteration.
You
also
have
more
feedback,
because
you
shift
something
you
have
more
feedback
about
what
it
is.
So
so
you
can
take
more
decisions
because
you
have
more
iterate
more
information.
B
B
If
you're,
if
you're
doing
relatively
small
decisions,
you
can
just
say
hey
we're
doing
this,
you
don't
have
to
ask
like
hey.
Is
everyone
okay
with
this?
You
just
take
it.
You
inform
people
they'll,
stop
you
if
it's
like
super
bad,
so,
like
hey,
I
plan
to
post
this
on
twitter
is
my
typical
one
see
if
there's
anything
in
efficiency,
write
things
down
like
write,
the
decision
down.
B
B
Advice
for
action
might
help.
Disagree,
commit
a
mis
disagree
like
we
don't
need
to
build
consensus.
You
might
you
might
disagree.
You
always
have
a
chance.
If
it's
really
keeps
creating
problems,
you
can
keep
arguing
with
it.
Accepting
uncertainty
might
be
a
good
one.
Escalate
to
unblock
might
be
a
good
one.