Everett Harper - Move to the Edge, Declare it Center

1 Cover

2 Title Page MOVE TO THE EDGE, DECLARE IT CENTER Practices and Processes for Creatively Solving Complex Problems EVERETT HARPER

3 Copyright

4 Dedication

5 Acknowledgments

6 About the Author

7 PrefaceJuly 7, 2016: Stand Up, Speak Up Notes

8 Introduction Two Kinds of Problems: Complicated and Complex Case Study: Introducing Salary Transparency Defeating the Defaults: Making Decisions Under Uncertainty May 27, 2020: Still a Target, Still a Leader Proposal: Adopt a New Mindset for Making Decisions Notes

9 Part 1: WHAT IS MOVE TO THE EDGE, DECLARE IT CENTER? Chapter 1: A FRAMEWORK TO MAKE DECISIONS UNDER COMPLEXITY AND UNCERTAINTY What Is Move to the Edge? What Is Declare It Center? Notes Chapter 2: EXTERIOR PRACTICES: THE METHODS OF MOVE TO THE EDGE Forming Hypotheses Hypothesis Testing Iteration and Fast Feedback Project Scoping Who Is in the Room Where It Happens? Bringing in Diverse Voices Case Study: How We Made Salaries Transparent Case Study: Jane Jacobs: What Kind of Problem Is a City? Case Study: World Central Kitchen Case Study: Public Health Networks and the Early Days of COVID Notes Chapter 3: EXTERIOR PRACTICES: THE PROCESS OF DECLARE IT CENTER Building a Remote‐First Company Before the Pandemic Retrospectives (Retros) Truss Values Case Study: How We Made Salaries Transparent (Declare It Center) Case Study: Healthcare.gov Case Study: Beyond the Scope: Responding to the California Wildfires Declare It Center to Sustain Your Work Case Study: World Central Kitchen Notes Chapter 4: INTERIOR PRACTICES: GET COMFORTABLE WITH BEING UNCOMFORTABLE Practice: Meditate/Mindful Training Practice: Learn from Your Body Practice: Find Your Purpose Practice: Imagine Your Outcome Practice: Practice, Practice, Practice Notes

10 Intermission: THE NEW NORMAL IS COMPLEX. TRAIN FOR IT

11 Part 2: PUTTING MOVE TO THE EDGE, DECLARE IT CENTER INTO PRACTICE Chapter 5: WHERE DO WE START? Case Study: 2020: West Paw Recruiting for DEI DEI, Recruiting, and Hiring at Truss Notes Chapter 6: PUTTING PRACTICES INTO ACTION: SUSTAINING A REMOTE‐FIRST COMPANY Exterior Practices Interior Practices Notes

12 Appendix: Further Resources

13 Index

14 End User License Agreement

1 Cover

2 Table of Contents

3 Title Page MOVE TO THE EDGE, DECLARE IT CENTER Practices and Processes for Creatively Solving Complex Problems EVERETT HARPER

4 Copyright

5 Dedication

6 Acknowledgments

7 About the Author

8 Preface

9 Introduction

10 Begin Reading

11 Appendix: Further Resources

12 Index

13 End User License Agreement

1 Introduction FIGURE I.1 Complicated vs. complex systems: Elements only. FIGURE I.2 Complicated vs. complex systems: Impact of adding one new element... FIGURE I.3 Type 1 versus Type 2 decisions.

2 Chapter 2FIGURE 2.1 Planned route of the Lower Manhattan Expressway.FIGURE 2.2 Washington Square Park, from the 9 thfloor of NYU's Kimmel Center...FIGURE 2.3 Jane Jacobs.

3 Chapter 3FIGURE 3.1 The Truss valuesFIGURE 3.2 Dickerson's Hierarchy of Reliability, based on Maslow's Hierarchy...

1 Chapter 2TABLE 2.1 Move to the Edge Questions and Practices

2 Chapter 5TABLE 5.1 Truss Hiring Dashboard

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EVERETT HARPER

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