Engineering Values ​​Manual

(If you don’t know what this post is about, check out Living Bungie’s Values ​​as Engineers.)

Are you still here! Hello! At this point, you know why you’re here, so let’s dive in…

When we first reviewed the Engineering Values ​​Handbook as a team, we ended up on a multi-day thread looking for that specific value. We all happen to agree on “loose cohesion”, but we have many different interpretations of “strong ideas”! Was it a strong advocate to ensure that ideas were heard fairly? Bold proposals that challenge conventional wisdom? Thoughtful suggestions that avoid being too fun? This section of the guide has given us the opportunity to delve into this kind of nuance.

We believe that good ideas can come from anyone, regardless of job title, seniority or experience.

  • We strive for a sense of equality in all interactions.
  • We strive to provide each other with psychological safety. We recognize the near-universal universality of impostor syndrome and try to build on each other, freely showing respect and admiration while paying attention to the tone and context of criticism.
  • We try to clearly show everyone respect by default, especially when we haven’t worked with them yet. This is particularly important to provide psychological safety for new employees who have not yet established institutional credibility.
  • During discussion and decision making, we try to separate the ideas from those who suggested them.
“About a year ago, I switched from gameplay engineering to graphics and soon after started working on my first significant ERP job. From experience, I was impressed by how good our engineers were. Only two graphics solve problems together. It was pretty clear that I was on an equal footing in the discussion as We talked about potential solutions and complications, and I never felt intimidated by a challenge or always felt like a full member of any discussion and that my input was so valuable…Valuable and meaningful, whether with Mark, the graphics team, the other engineers, or Bungie as a whole. In a new discipline, I evolved into my new role and learned a lot of empowerment like this one, and it’s designed for fun and a lot of fun.”
Abby Welch, 2020-

We are brave enough to see an error.

  • False appearances can be intimidating, but they are critical to our success. If we let our fear discourage us, we will sacrifice opportunities for creativity and growth.
  • The experience of appearing wrong should never be a painful experience. You should feel welcomed and supported by the team. Our work on psychological safety is paramount here (see section above) – we’ve created a place where you don’t have to “stress” to feel safe when you’re wrong.
  • We are brave enough to make proposals to help move the plan forward, even when our chances of being wrong are great –We don’t stop waiting to be 100% sure we’ll look smart in our proposal.
  • We are brave enough to see our ideas challenged without feeling personally attacked.– We try to remember that we respect independently.
  • We are brave enough to raise concerns or ideas even when we are not experts. Or we raise them to a higher level.
  • Are we brave enough to share our thoughts early, Look for promotions from others and avoid polishing our thoughts alone for the big reveal that surprises others.
“While developing the new engine model, the Activity programming team was reframing how and where Activity scripts would run in the server ecosystem. Its distribution among different factors within the ecosystem allowed for more expression, but also created competition for writing scripts that might be stuck or behave negatively. Unexpected due to race conditions. To mitigate this possibility, I suggested a code review process for designer-built scripts similar to engineering code reviews. This was not a practice that designers had, and most people who listened to my software thought we wouldn’t have broad support. So instead of That said, we focused the technical design in a center to mitigate risks with minimal loss of text expressiveness, and did not adopt designer text reviews at the time.Talk about that as a team helped us determine that solving this challenge with diligence and persistence was not the right solution, even though it It allowed us to come up with an interesting technical solution.”
Ed Kaiser, 2010-

We believe that success helps the group to reach the best answer and the He leaves with stronger relationships.

  • If you find the best answer, but people are not excited to work with you again, It failed.
  • If you make a meeting or project 25% more effective, but people aren’t excited to work with you again, It failed.
  • If everyone is excited to work with you again, but you haven’t talked about a big drawback or opportunity, that failed
“Some time ago, the engineering organization had regular leadership meetings where managers and others in leadership positions meet to talk about the important things. And when I finally got enough of my call, I felt like I had a lot of fun. It was a great sense of validation, but it was also intimidating.” I was sure I had something worth contributing to this room with Bungie’s best and brightest. When I finally gained the courage to coordinate, I was pleasantly surprised that everyone took my comments as seriously as anyone else. I realized that this applied to everyone who joined the group. There wasn’t A dominant opinion trumps the others.All voices matter all the time.
James Haywood, 2007-

Until next time for value #4 – close daily practice!

engineering bungee

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