DORIS Company Norms

DORIS Values +1

• Lead with Listening
  (Empathy + Communication)

• Hungry yet Fed
  (Accountability + Iteration)

• Ambiguity and Grit
  (Adaptability + Persistence)

• Intellect and Wit
  (Quality Control + Play)

• Through Ick and Grin
  (Conflict + Unity)

Work Norms (concrete)

• Complete tasks and meet deadlines.

• Speak up early if your workload or understanding may prevent task completion.

• Clarify expectations and ask for help when needed.

Behavior Norms (abstract)

• We commit to approaching each other with empathy and understanding. We make it clear when we need support. 

• Prioritize the team’s success over individual priorities.

• We assume positive intent and lead intentionally—if a disagreement arises, we proactively address it with established conflict resolution strategies.

• We prioritize transparency, visibility, and group discussions whenever possible.

• We recognize that each individual has unique strengths and challenges. We celebrate our strengths and make reasonable accommodations to ensure everyone can engage to the best of their abilities.

• We value relational work within our team and DORIS. This includes attending standup and seeking out opportunities to connect.

• DORIS core hours are 9 AM-4 PM Eastern. When not traveling or onsite with a client, team members are expected to be available for collaboration during these hours. 

• • If we need to schedule a personal appointment (including travel time) during core hours, we avoid conflicts with existing meetings and update our calendar to indicate when we are unavailable.

• Respond to external emails within 24 hours. During core hours, respond to internal messages within four hours. Outside of core hours, we assume a response can wait. 

  • If an urgent response is needed, we make it clear when we need to hear back. We minimize urgency when possible. 

  • Email/Slack is our primary method of communication, but when needed, we call or text.

• We balance innovation with standardization—adopting new practices when useful, and setting clear deadlines to shift from iteration to execution.

• We externalize our workload and availability.

  • We proactively update Toggl at least twice a week and our calendars daily. Working locations for the following week are entered before the day's end on Friday.

  • Team members communicate when using shared communication tools and store project components in Box or Drive so everyone can access the necessary information.

• Every meeting has a purpose or agenda, so team members can show up on time and be prepared for meetings. 

  • For virtual meetings, a quiet workspace is preferred, but other locations are okay—as long as you're not driving.

  • We practice good virtual meeting etiquette: muting when in a noisy environment, turning cameras on, and minimizing multitasking.

Office Behavior Norms 

The open office is meant to be a noisy, collaborative environment while remaining respectful.

• Minimize excessive disruptions in shared spaces

• Take personal calls in a private space (Zoom room, phone booth, back room)

• Use speakerphone only in enclosed spaces (Zoom room, phone booth, meeting rooms)  

• Use headphones or earbuds when listening to audio content that is not connected to the office speakers.  

• Avoid excessive noise

• Maintain a professional environment

  • Napping would be great, but until further notice the office is not the best place for this to occur.

• Recovery activities are supported - and should respect the public nature of the office.

Meetings 

• Be present and prepared at the scheduled time. 

• Arrive early enough to get tech set up by the scheduled start time. 

• If the meeting has a virtual component, have cameras on

• In-person attendees should avoid talking over each other or having side conversations so virtual attendees can hear what is being said.  

• If virtual and in a noisy environment, mute yourself when not speaking.

Conflict Norms

Healthy Conflict is Encouraged. We foster productive discussion about ideas, not people. Our approach includes both proactive and reactive strategies.

Proactive

• We provide all the facts on the problem. Instead of dancing around the issue, we identify the elephant in the room.

• We provide context for the problem as soon as it is available. We strive to give each other time to digest concerns and formulate ideas before asking for solutions.

• We'll accept all ideas as valid when presented, even if we disagree with them. We won't dismiss any idea without really exploring it.

• We acknowledge valid points presented by others and build on each other's ideas.

• If a discussion gets heated, any member of the team can call out “bubble,” and everyone will pause to focus on how we are engaging with each other and course-correct.

• We encourage full participation in debates. When team members withhold their opinions, it ultimately hurts the discussion's outcome. Everyone has something to contribute.

• If needed, we can ask another member of the team to join a debate to mediate and help reach a resolution.

• We do not discuss conflict via backdoor channels (private messages, etc.)

Reactive

We understand that conflict may escalate even when proactive strategies are employed. When a conflict becomes personal and creates disconnection within the team, we use the Clearing Model.

The Clearing Model can help you overcome disconnection and re-establish connection. It's important to let go of the need to be right and take responsibility for your actions.

The Clearing Model is most effective when used directly by two people. It is particularly effective because it encourages openness and curiosity rather than disconnection. It uses open-ended questions instead of statements and dialogue to solve disconnection. The model also offers a structure for the team to practice and learn, emphasizes taking responsibility for one's actions, and recognizes that there is more than one valid perspective or solution.

Script for the Clearing Model