Chapter 3 Team culture
3.1 Your primary collaborator
No man is an island, and analysis developers are no different. Even if you are working as the lone analysis developer in your agency, it doesn’t mean you can neglect the structures a team needs to be successful. As Hadley Wickham notes in his Expressing yourself with R talk:
“Every project you work on is fundamentally collaborative. Even if you’re not working with any other person, you are always working with future you. And you really don’t want to be in a situation where future you has no idea what past you was thinking, because past you will not respond to any emails.”
The rest of this book assumes that you have embraced this idea. No matter the size of your team, from 1 to
n, it is critical that you think about, test, and improve the systems you use to collaborate with others.
3.2 E pluribus unum
Teams of analysis developers don’t form on their own - it takes leadership to build, grow, and maintain. The work can be challenging, as many prospective team members may come from different backgrounds, use different software packages, or tackle analysis via idiosyncratic (and sometimes inscrutable) methods. Yet at the same time, the heterogeneity of your team is also an asset. The differing perspectives and strengths of your team’s members will allow you to evaluate problems from different angles and help mitigate the danger of group-think.
The leader of an analysis development team needs to do more than run meetings and assign work. They may help provide support on implementing particular methodologies, perform final code reviews, and approve analysis before it is shipped outside the team. But the most critical job they have is to ensure a healthy team culture.
Building a strong team culture is hard. It relies on mutual trust, humility, and honesty - virtues that are easy to talk about, but are difficult to consistently demonstrate if you’re not intentional in your actions. As you start to think intentionally about your team’s culture, this sequence is a helpful staring point:
- Understand what your team culture is like right now.
- Define what direction your culture needs to move.
- Identify the behaviors/routines your team will implement to get there.
- Implement the selected behaviors/routines.
This process is a variant of the Observe-Orient-Decide-Act (OODA) loop a strategic decision-making processed developed by a fighter pilot. While building a team of analysis developer’s isn’t quite as intense as a dogfight, this process of intentional observation, decision-making, and action is an extremely helpful way to start improving your team’s culture at any stage of development.
Developing a strong team culture is not a goal that can be achieved - it’s a continual process. This variation of the OODA loop supports thoughtful observation, adaptation, and action. If your team is just starting to meet and is very heterogeneous, you won’t be able to get everybody working on the same software and using the same processes overnight. It will require intentional, incremental, and iterative change over time.