Hermes Bot
42 lines
4.0 KiB
Markdown
42 lines
4.0 KiB
Markdown
## THE FATWA (HUKM)
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**HUKM:** We will organize product teams into **cross-functional squads** (5–9 members) with a **Guild Shura council** composed of one representative per squad, meeting weekly to coordinate shared outcomes and preserve community cohesion.
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**DALEEL:** Continuous discovery revealed that functional silos delayed decisions by 2–3 weeks, eroded trust, and fragmented the team’s sense of purpose. User interviews with squad members showed that weekly shura within the squad increased alignment and psychological safety. Islamic evidence: Quran 42:38 (“Their affairs are by mutual consultation”) and the Prophet’s ﷺ practice of consulting companions before major decisions. Qiyas (analogy) with the early Muslim community’s use of shura to balance autonomy and unity — squad autonomy mirrors local ijtihad, while the Guild council ensures maslaha (public benefit) across the organization.
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**MAQSAD:** Hifz al-Nasl (Preservation of Community). The squad structure protects the team’s social fabric from fragmentation, ensures collective ownership, and nurtures a culture of mutual accountability — essential for long-term organizational health.
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**SHURUT:**
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- Squad size: 5–9 members, always including at least one engineer, one designer, and one product person.
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- Each squad holds a **weekly internal shura** (30 min) to review decisions, surface blockers, and update their opportunity tree.
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- The Guild Shura council meets **every other week** with rotating facilitation; decisions require consensus or super-majority (≥70%) after open debate.
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- All team members must complete a 2-hour training on Shura adab (listening, ijtihad, respecting minority views).
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- North Star metric: **Team Health Score** (measured bi-weekly via eNPS + decision speed). Target: eNPS ≥ 50 and decision time < 2 days.
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**MUNKATHIRAT** (Nullifiers / Rollback Triggers):
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- If Guild council meetings devolve into status updates without real deliberation (observed via meeting notes) — revert to ad-hoc coordination.
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- If squad eNPS drops below 20 for two consecutive sprints — dissolve the Guild structure and pilot a different model.
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- If two squads consistently conflict over shared resources and cannot resolve through shura — escalate to a Chapter lead with binding authority.
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---
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## THE PROTOCOL (3 Steps This Sprint)
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**STEP 1 — Define Squad Boundaries & Charter**
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By end of Week 1, map your current team into squads based on product outcome areas (e.g., “Checkout Squad,” “Discovery Squad”). Write a one-page charter per squad: mission, key metrics, decision scope, and which other squads they depend on. Share with the entire team for feedback.
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**STEP 2 — Train Everyone on Shura Adab**
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In Week 2, run a 2-hour workshop. Cover: the difference between debate and deliberation, how to prepare a short ijtihad statement (problem → evidence → proposed hukm), and the rule that silence equals consent unless explicitly opted out. Use a real product decision as practice (e.g., “Should we remove the onboarding wizard?”).
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**STEP 3 — Launch the Guild Shura Council**
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By Week 3, each squad elects one representative (rotate every 4 sprints). Hold the first council meeting: establish a shared opportunity tree for cross-squad dependencies, set a rotating facilitator schedule, and agree on how to escalate unresolved disputes. Outcome: one written agreement on Shura council operating norms.
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---
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## MUHASABA (RETROSPECTIVE)
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**What one signal will tell you that Shura is genuinely working — not just a meeting ritual — and how will you measure it this month?**
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Piercing question: *“If Shura is real, decisions should get faster and better, not slower. Where is the decision that took longer after Shura than before — and what does that say about our process?”*
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Track a single metric: **time from problem identification to final decision** (in hours). If it increases by more than 20% after implementing Shura, your council is likely debating instead of deliberating. Fix by adding a time-box and a clear “hukm” output per session. |