<div dir="ltr">Of course, Marti replied only to me and I didn't realize, and now it looks like I called Arthur "Marti" and replied to nonexistent text. <br><br>SO, Arthur, sorry it looks like I called you Marti, and Marti, sorry if you meant for the stuff I quoted to be just to me! I got fooled by Gmail's UI. :-/<br><div class="gmail_extra"><br><div class="gmail_quote">On Wed, Aug 17, 2016 at 4:43 PM, Max Binder <span dir="ltr"><<a href="mailto:mbinder@wikimedia.org" target="_blank">mbinder@wikimedia.org</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div dir="ltr">Thanks for your input, Marti. I think it's interesting to think of the list you provided in terms of WMF and/or the community.<span class=""><br><br><blockquote style="margin:0px 0px 0px 0.8ex;border-left:1px solid rgb(204,204,204);padding-left:1ex" class="gmail_quote"><ol><li>Lack of constancy of purpose</li><ol><li>No planning for the future</li><li>Lack of long-term definition of goals</li></ol></ol></blockquote><div><br></div></span>This
has been true in the (at least perceived) sense of WMF's strategy, but
also/alternatively in the sense of the community lacking agreement on
what it wants to accomplish in the long term, and everyone's lack of
understanding around the future of the movement as it pertains to our
projects (as opposed to "free knowledge overall").<span class=""><br><br><blockquote style="margin:0px 0px 0px 0.8ex;border-left:1px solid rgb(204,204,204);padding-left:1ex" class="gmail_quote"><ol><li>Emphasis on short-term profits</li><ol><li>Worship of the quarterly dividend</li><li>Sacrificing long-term growth of the company</li></ol></ol></blockquote><div><br></div></span>While
of course this is not directly applicable (WMF doesn't do profit) I'm
not sure how this applies. Focus on fundraising and slave to it?
Accepting appropriation of content in a way that doesn't give back to
WMF? Simply Quarterly Planning?<span class=""><br><br><blockquote style="margin:0px 0px 0px 0.8ex;border-left:1px solid rgb(204,204,204);padding-left:1ex" class="gmail_quote">the historical context of the work we do and to get to know some of the
people/concepts/etc that have greatly influenced a lot of the
approaches/perspectives we in the TPG take.</blockquote><div><br></div></span>Hear, hear. :)</div><div class="HOEnZb"><div class="h5"><div class="gmail_extra"><br><div class="gmail_quote">On Wed, Aug 17, 2016 at 12:33 PM, Arthur Richards <span dir="ltr"><<a href="mailto:arichards@wikimedia.org" target="_blank">arichards@wikimedia.org</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div dir="ltr"><div style="font-family:verdana,sans-serif;font-size:small">Good stuff, thanks for sharing this, Max.<br><br></div><div style="font-family:verdana,sans-serif;font-size:small">As a somewhat related aside, I just finished reading a book called '<a href="https://www.amazon.com/Age-Heretics-Reinvented-Corporate-Management/dp/0470190701" target="_blank">The Age of Heretics: A History of the Radical Thinkers who Reinvented Corporate Management</a>', which chronicles some of the 'heretical' figures in the world of corporate management (essentially a condensed history of organizational development as a field). Deming was one of the 'heretics' discussed in the book. I hadn't known previously that he was one of the grandparents of 'total quality management' which caught on big time in Japan (eg Toyota) after World War II but was basically ignored in the US until the late 80s/90s when his ideas began to catch on; until managing for short-term gains (focusing on short term ROI, managing by metrics, command and control, etc) reasserted itself and squashed all that. Anyway, I dunno what things are like these days in the corporate world, but I have the sense that things in the US (at least in the software world) are generally caught somewhere in between the two. The book's worth a read if you're interested in this kinda stuff; I personally found it fascinating to better understand the historical context of the work we do and to get to know some of the people/concepts/etc that have greatly influenced a lot of the approaches/perspectives we in the TPG take.<br></div></div><div class="gmail_extra"><br><div class="gmail_quote"><div><div>On Wed, Aug 17, 2016 at 11:26 AM, Max Binder <span dir="ltr"><<a href="mailto:mbinder@wikimedia.org" target="_blank">mbinder@wikimedia.org</a>></span> wrote:<br></div></div><blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div><div><div dir="ltr"><div>Interesting video, also kind of funny. A bit dated, but some still-relevant goodies. ~15 minutes.<br><a href="https://www.youtube.com/watch?v=ehMAwIHGN0Y&feature=youtu.be" target="_blank">https://www.youtube.com/watch?<wbr>v=ehMAwIHGN0Y&feature=youtu.be</a><br><br></div>Relevant Wikipedia article:<br><a href="https://en.wikipedia.org/wiki/W._Edwards_Deming#Key_principles" target="_blank">https://en.wikipedia.org/wiki/<wbr>W._Edwards_Deming#Key_principl<wbr>es</a><br><a href="https://en.wikipedia.org/wiki/W._Edwards_Deming#Seven_Deadly_Diseases" target="_blank">https://en.wikipedia.org/wiki/<wbr>W._Edwards_Deming#Seven_Deadly<wbr>_Diseases</a><br></div>
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