The corporate culture in the eyes of vice president of watercress

In the domestic technology circle, watercress is a very characteristic team: the whole company has an obvious engineer-driven style. With the growing size of the Watercress technology team, what challenges have team management faced? How to ensure that the team culture can continue to be healthy and effective? Douban, vice president of Engineering, Dening a team culture quiz in Infoq, Here are some of the highlights of the answer to the paragraph: 1. My work in the team is not just a system, a system that allows each team member to understand what we encourage, what we do not encourage, what our goals and styles are, and how the team can develop a culture that is spontaneous and sustainable. 2. Cultural construction is a "systems engineering", not "to formulate a system to solve a problem" so simple, as the promotion of cultural construction, to have a global and systematic understanding, but also to be able to effectively advance on specific matters. 3. Cultural construction should also adopt the theory of "lean entrepreneurship", constantly put forward and verify "hypothesis", relying on the behavior of users (team members) to determine the next step of action. This sentiment is very important to me, once you understand the building of a team culture from this perspective, it's not easy to think of yourself as a rule-builder and controller. 4. It seems to me that it is very important to encourage innovation in the first place by creating a culture of "punishing failure" in organizations. 5. I do not want to be a "rule-making" role. The rules the team follows are best accepted by the whole team, not by the individual wishes of the individual. If a rule is established only by authority rather than by identity, it is easy to become a rigid rule, and only the whole team understands the value of the "common goal" and is willing to create new rules spontaneously in the new environment in order to achieve a common goal. 6. I tend to solve problems in a democratic way on most things, but I do not resist some kind of dictatorship. When an organization has a larger problem, and the problem is due to the inability to agree on a common goal, I do not believe that the principle of a common goal in a dictatorial manner is inappropriate in such a case.