Diversity, Inclusive Mindsets, and Architecture
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This document discusses creating a more inclusive culture and architectures for tech companies and development teams. It argues that diversity matters for product design because different perspectives can help identify overlooked issues. It provides tips for building an inclusive culture, such as changing meeting norms and finding common ground beyond work. The document also introduces the concept of inclusive architectures, with pillars like defined processes, frameworks, abstractions, mentorship and state machines that can make projects more accessible and sustainable.
Diversity, Inclusive Mindsets, and Architecture
- 1. CREATE A BETTER CULTURE FOR THE TECH COMMUNITY AND YOUR COMPANY DIVERSITY, INCLUSIVE MINDSETS & ARCHITECTURE
- 2. TRACY LEE @LADYLEET Lead, This Dot Labs, JS consulting (Angular, React, Vue, Node, Polymer) Google Developer Expert, Angular Microsoft MVP Community Rel, Node.js @ Node Foundation RxJS Core Team Women Techmakers, GDG Silicon Valley & Triangle Modern Web Podcast
- 4. Why diversity matters in product development Creating an inclusive culture Inclusive architectures - a new framework for engineering your team & projects Pillars for creating inclusive architectures
- 6. “Diversity represents the full spectrum of human demographic differences - race, religion, gender, sexual orientation, age, socio-economic status or disability.” - Gallup https://www.gallup.com/workplace/242138/r equirements-diverse-inclusive-culture.aspx DIVERSITY
- 7. “A lot of companies consider lifestyles, personality characteristics, perspectives, opinions, family composition, education level or tenure elements of diversity, too.” - Gallup https://www.gallup.com/workplace/242138/r equirements-diverse-inclusive-culture.aspx DIVERSITY
- 8. WHY A DIVERSE TEAM MATTERS FOR PRODUCT DESIGN
- 11. APPLE WATCH EARLY RELEASE COULD NOT IDENTIFY DARK SKIN https://www.wareable.com/health-and-wellbeing/skin-science-complex-wearables-4441
- 13. USE STOCK PHOTOS OF TRANS AND NON-BINARY PEOPLE
- 14. https://www.inc.com/salvador-rodriguez/uber-diversity-fowler.html “Would Uber with more women in technical roles have built better tools to protect female users from instances of sexual attacks by their drivers?” - Inc. Magazine
- 15. DOES DIVERSITY REALLY AFFECT THE BOTTOM LINE?
- 16. https://www.techrepublic.com/article/5-eye-opening-statistics-about-minorities-in-tech/ “Diversity efforts could net IT industry an extra $400 billion in revenue each year.” - Todd Thibodeaux, CompTIA CEO.
- 17. - Examined data sets for 366 public companies across a range of industries in Canada, Latin America, UK, and US. - Companies in top quartile for racial and ethnic diversity are 35% more likely to have financial returns above industry medians. - Companies in top quartile for gender diversity are 15% more likely to have financial returns above industry medians. DIVERSITY MATTERS REPORT BY MCKINSEY & COMPANY https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters
- 18. https://www.usatoday.com/story/tech/news/2017/06/13/uber-market-share-customer-image-hit-string-scandals/102795024/https://www.usatoday.com/story/tech/news/2017/06/13/uber-market-share-customer-image-hit-string-scandals/102795024/ Uber had a 3.5% decrease in market share between Feb and June (when Susan Fowler’s post on a hostile work culture was released) Lyft’s market share during that same time had a correlating 3.5% increase.
- 19. INCLUSION
- 20. Inclusion refers to a cultural and environmental feeling of belonging. It can be assessed as the extent to which employees are valued, respected, accepted and encouraged to fully participate in the organization. - Gallup https://www.gallup.com/workplace /242138/requirements-diverse-incl usive-culture.aspxINCLUSION
- 21. Employees in inclusive environments feel appreciated for their unique characteristics and are therefore comfortable sharing their ideas and other aspects of their true and authentic selves. - Gallup https://www.gallup.com/workplac e/242138/requirements-diverse-i nclusive-culture.aspxINCLUSION
- 22. HOW TO BUILD AN INCLUSIVE CULTURE
- 26. 1. Bounce an idea off of someone unexpected. 2. Change up your environment. 3. Rotate who runs your meetings. 4. Leave your assumptions at the door. 5. Talk about something other than work. https://www.businessnewsdaily.com/10055-create-inclusive-workplace-culture.html QUICK TIPS
- 29. WHAT DOES INCLUSIVE ARCHITECTURE ENABLE? ● Less project maintenance ● Less overall stress ● More cooperation ● Lower cost of developers ● Lower cost of project ● Greater diversity
- 30. THE NEW PIPELINE “Faster and cheaper education models like coding boot camps have tremendous potential to diversify competitive workforces.” - Ryan Craig, author and investor https://theundercoverrecruiter.com/bootcamp-grads-diversity/
- 31. THE NEW PIPELINE - BOOTCAMPS Coding Bootcamps 43% women 25% black/latino https://theundercoverrecruiter.com/bootcamp-grads-diversity/ Course Report 2016 demographic study of U.S. bootcamps University CS Majors 15% women 10% black/latino
- 32. Reasons why: ● Poor onboarding documentation ● Rely on individual excellence ● Rise of the rockstar a$$hole ● No review or mentorship
- 33. Why this hurts seniors too: ● Harder to onboard and hire ● “Hit by a bus” fears ● Lack of advancement & stagnant development
- 34. WHAT YOUR PROJECT COULD BE WITH AN INCLUSIVE VISION
- 35. Success is person-independent, but team-dependent Constant stream of developers across the spectrum of experience Less burnout, less panic hiring, more seasonal hiring More innovation, more excitement, more learning THE INCLUSIVE VISION
- 37. PROCESS
- 39. ● Clear expectations ● Greater team buy-in and cooperations ● No single-points-of-failure ● Less stress during the crazy ● Reduced conflicts and fewer power struggles THE BENEFITS OF PROCESS DONE RIGHT
- 40. 1. Define Expectations 2. Describe How To Meet Expectations 3. Verify Expectations Are Met 4. Record Results 5. Review Accomplishments Against Expectations WHAT IS PROCESS?
- 41. What needs to be done? Who will do those things? How should it be done? When should it be done? HOW TO CREATE PLANS
- 42. DEFINING PURPOSE
- 45. ● Minimize errors ● Teach new team members ● Reduce cognitive load CREATE CHECKLISTS
- 46. FRAMEWORKS
- 47. Web development is hard! Performance Security Accessibility Responsive Design Progressive Enhancement Browser Compatibility Progressive Web Apps
- 48. Web development is hard! Performance Security Accessibility Responsive Design Progressive Enhancement Browser Compatibility Progressive Web Apps
- 49. Frameworks can help! They make it easy to do the right thing.
- 50. QUICK START DEVELOPMENT - CLIS FTW!
- 51. ● Scaffolding a new project ● Zero-config environment ● Smart defaults ● Out of the box performance using automatic differential serving, lazy loading, tree shaking, AoT compilation ● Actively maintained and kept up-to-date with core libraries CLIS FTW! ● Reduce the risk of defects due to out-of-date or misconfigured technologies ● Easy migration between major versions of libraries ● Documentation readily available ● Low risk - ejecting always a possibility
- 52. ABSTRACTIONS
- 53. Separating Concerns allow for a more inclusive codebase Isolate Business Logic and Complicated Integration Interfaces (data layer, synchronization, real time communications, etc) from Presentation Layer (user stories, UI, etc.) ABSTRACTIONS
- 54. Use state management solutions to expose a set of operations but obscure away the complicated stuff ABSTRACTIONS
- 55. STATE MACHINES
- 57. Use Design Systems/Component Libraries Don’t have to do custom HTML/CSS on every page. - Material Design (Angular, React, Preact, Ember, Vue) ReachUI - A11Y focused component library Polaris - Shopify’s design system ABSTRACTIONS
- 58. MENTORSHIP
- 59. ● Embrace constant renewal of your workforce ● Mentor others into your position so you get promoted GET PROMOTED BY HELPING SOMEONE TAKE YOUR JOB
- 60. ● Mentorship starts at the top ● Fully onboard juniors ● Give them more than just docs and CSS tasks ● Get out of fire mode, think holistically INCLUSIVE PROJECT MANAGEMENT
- 61. ● Creating a culture of teaching ● Tech Talks ● Explaining a concept teaches you the concept WAY better ● What are the roles of seniors and how to readjust the responsibilities to support new developers ● Don’t be a 10x dev, make 10 others 2x as good SHIFTING THE ROLE OF THE SENIOR DEV
- 62. ● Career development ● Professional Instruction (Code Review, Requirements, etc) ● Soft Skills ● Technical Challenges ● Radical Candor Feedback EXAMPLES OF MENTORSHIP
- 63. Why diversity matters in product development Creating an inclusive culture Inclusive architectures - a new framework for engineering your team & projects Pillars for creating inclusive architectures