Typically, this shared reality is composed of three elements:
To maximize universal information accessibility, TeamOps intentionally structures all information (policies, objectives, workflows, instructions, values, etc.) in a virtual knowledge management system referred to as a single source of truth (SSoT). The concept of the SSoT is founded on the thesis that decisions are better informed when there is no such thing as a “latest version.” There is only the version.
Teams and functions may choose different mediums as the SSoT depending on the nature of their work. TeamOps allows for this type of SSoT flexibility, but requires that those who dictate the SSoT share that information transparently and crosslink where appropriate.
This type of system scales and maintains workforce awareness and empowerment with much less effort than word-of-mouth updates or memos. By writing guidance down transparently — in a way that others can modify, validate, or contribute to — leadership scales beyond an individual or team, and even beyond the organization. GitLab refers to this approach as handbook-first. A core outcome is that individuals are less dependent on others for the information they need to do their job.
Conventional management philosophies may rely on intentional information silos or a “need-to-know-basis” approach to knowledge sharing. This approach restricts transparency, with the intention of reducing misinformation. TeamOps flips this paradigm: information should be public by default, with the goal of allowing maximum contribution. “Public by default” requires an organization to designate which information is explicitly not public, creating a bias for transparency across all functions of a business.
A traditional business problem is “how do we get the right information to the right people at the right time?” A TeamOps organization asks: “How do we create a system that allows everyone to access information and make contributions, regardless of role or function?”
In practice, a TeamOps organization uses a knowledge management system that allows any team member to view information related to all other functions. A marketing manager, for example, would be able to view a sales teams’ work and data, without requesting special access. The system is free of walls and information silos. The result is that, instead of needing to create a system for unblocking access to information, management’s role is to educate team members on how to use the information system, how to organize data, and how to self-serve.
This type of system scales with much less effort, and scalable leadership is effective leadership. By writing guidance down transparently — in a way that others can modify, validate, or contribute to — leadership scales beyond an individual or team, and even beyond the organization.
Many organizations are so focused on finalizing a decision that they neglect the critical precursor to a successful agreement: setting standards for how that decision will be made. TeamOps stresses intentionally designing, building, and reinforcing shared workstreams and collaboration environments through which decisions and projects flow. This helps align expectations, reinforce the shared reality, and minimize unexpected barriers to success.
When shared realities are based on effectively and efficiently sharing information, it means that communication practices need to be as aligned as possible. Collaboration guidelines are the articulation and documentation of the cultural norms, software standards, and behavioral expectations that help standardize team member experience within an organization. These include details such as how company values are visible in workstreams, etiquette for various communication channels, organizational rituals, and guidelines for tool use. Codifying expectations facilitates more effective and universal collaboration, and helps ensure that miscommunication doesn’t stall a decision or result.
Guidelines should be included in your team’s Single Source of Truth (SSoT) for easy reference and continuous accountability. Depending on the format of your knowledge management system and the volume of codification you have, it could either be a dedicated section, or woven throughout all of the pages.