Engineering Values ​​Handbook – Strong, Little Widespread Ideas> News

(Not sure what this post is about? Check out Living Bungie’s Values ​​as Engineers.)

Are you still here! Welcome! At this point you know what you’re here for, so let’s dive right into …

When we first went through the Engineering Values ​​Manual as a team, we ended up in a multi-day chat thread that delved into this specific value. It turned out that we were all quite aligned on “keeping freely”, but we had many different interpretations of “strong ideas”! Was this a strong defense, ensuring that ideas received a fair hearing? Bold proposals that defy conventional wisdom? Thoughtful suggestions that avoid being hot takes? This section of the manual gave us the opportunity to get into that kind of nuance.

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

  • We strive for an egalitarian feeling in all interactions.
  • We try to provide each other with psychological safety. We recognize the almost universality of the impostor syndrome and try to construct each other, freely showing respect and admiration, paying close attention to the tone and context of the criticisms.
  • We try to visibly show respect to everyone by default, even and especially when we haven’t worked with them yet. This is especially critical for providing psychological security to new hires who have not yet established institutional credibility.
  • During the debate and decision-making process, we try to separate ideas from those who proposed them.

“About a year ago, I went from gameplay engineering to graphics and soon after that I started working on my first major feature planning job. While talking about problem space with my mentor, Mark Davis, a principal graphics engineer with over twenty years of experience, I was struck by how much it was only two graphics engineers who were solving problems together. It was completely clear that I had an equal level in the discussion as we went back and forth about potential solutions and complications and had never been afraid to challenge ideas or present them. I have continually felt like a full member of any discussion and my input is appreciated and meaningful, whether it’s from Mark, the graphics team, other engineers or Bungie as a whole. As an engineer early in my career in a new discipline, I’ve grown into my new role and learned so much from being empowered in this way, and it’s made for a deeply fulfilling and fun experience.
Welsh Abby, 2020-

We are brave enough to be seen wrong.

  • Being seen as wrong can be scary, but it’s critical to our success. If we let our fear discourage us, we sacrifice opportunities for creativity and growth.
  • Being seen as wrong should never be a traumatic experience. You should feel welcomed and supported by the team. Our work to maintain psychological safety is key here (see section above): we are creating a place where you don’t have to “strengthen yourself” to feel confident that you are wrong.
  • We are brave enough to make proposals to help carry out a plan even when our chances of failing are high …We don’t lag behind waiting to be 100% certain that we will look smart with our tip.
  • We are brave enough to see our ideas challenged without feeling personally attacked—We try to remember that we are respected regardless.
  • We are brave enough to raise doubts or ideas even when we are not experts or we are raising them to someone older.
  • We are brave enough to share our ideas in advance, seek improvement from others and avoid polishing our ideas alone for big revelations that catch others off guard.

“In developing the new engine model, the Activity Scripting team was renewing how and where activity scripts ran within the server ecosystem. Their distribution among various agents within the ecosystem allowed for greater expressiveness, but also created a synchronization trap for writing scripts that could crash or behave unexpectedly due to race conditions. To mitigate this possibility, I have proposed a code review process for scripts created by designers, similar to code reviews by engineers. This was not a practice that the designers were well versed in, and most of the people who listened to my speech thought we would not get a broad consensus. So instead, we geared technical design to mitigate risk with minimal loss of script expressiveness, and didn’t adopt script revisions from designers at that time. Talking about it as a team helped us quickly identify that solving this challenge with continued human diligence was not the right answer, even if it would have allowed for an exciting technical solution. “
Ed Kaiser, 2010-

We believe success is helping a group get the best response And leave with stronger relationships.

  • If you’ve found the best answer but people aren’t thrilled to work with you again, this is a failure.
  • If you’ve made a meeting or project 25% more efficient but people aren’t thrilled about working with you again, this is a failure.
  • If everyone is excited to work with you again but you haven’t talked about a major flaw or opportunity, this is a failure

“For a while, the Engineering organization held regular meetings where managers and others in leadership positions gathered to talk about Important Stuff ™. When I finally leveled up enough to be invited, it felt like I had taken the plunge. It was a great feeling of confirmation, but also intimidating. I wasn’t sure I had anything worth contributing to this room with Bungie’s best and brightest. When I finally mustered the courage to speak, I was pleasantly surprised that everyone took my comments as seriously as anyone else’s. I realized that this applied to everyone who joined the group. There has never been one dominant opinion that overshadowed all others. All voices counted all the time.
James Haywood, 2007-

See you next time for the value n. 4 – Closing is a daily practice!

-Bungie engineering

We’d love to talk to you. Here are some of the technical roles we are hiring for, with many more on our careers page!


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