How does feedback from the people using custom software shape its evolution? And how do you distinguish an individual preference from a change that benefits the whole organization?

33:08Coming in from Pittsburgh, Pennsylvania, Josh Kaufman asks, how does feedback from the people using custom software shape its evolution? And how do you distinguish an individual preference from a change that benefits the whole organization? It's a fascinating question. And how do you, let me just spin it into this. When you have a big organization like ours here and you get a lot of feedback on things,

33:33How do you decide what goes on the punch list and what doesn't? Is there a formal way or is it just a gut feeling, Craig? Yeah, that actually, that was one of those stumble upon things. So as part of the office, you're not familiar with it, folks. The Office Hours community has a big intention about learning. So after every show and whatnot, they're doing RFIs, Room for Improvement.

34:01And Alex had started that with the organization. And it's part of the way everybody works. And so I had been thinking about that from an iteration perspective and building the app. How do we let people highlight? Because RFI might be, hey, there's a bug. It also might be, hey, this is kind of this weird thing. I'm not sure if it means anything.

34:26It's more just a comment. Or it might be, oh, this inspired me. Could we do something like X, Y, and Z? And so I want to capture as much of those as possible. In fact, I did a feature that has just that, where right on the nav bar, you can put in feedback, whether it's a bug or comment or an idea, and just put it in, save it, and

34:54it's out of your head. So you can put it in at any moment. It takes a few seconds and we capture it. And in fact, I've been building this actually into a lot of other apps I've built because it works so well here. And you can see all of these pieces of feedback and then we rank them from priority and work the status and all of that.

35:19And the nice thing about it is if somebody creates a bug like I just did, then I can see it in my own interface and then go back so I can see, oh, I submitted this bug. Where is it? Being able to see, oh, it's scheduled to be fixed or it was a user error or whatever. Getting that feedback loop, actually looping, helps.

35:46helps because if I submit a bug and it didn't get in or it didn't get fixed, I don't know, do I ever do that again? But if I know, oh, I pointed something out and then a week later it got resolved, I'm going to point out other things. So. Yeah. Success breeds more success. Vic, you had a question. Well, I just wanted to mention that the RFI culture of office hours is off the

36:10charts. I mean, I've worked for companies that have been open, but there's like a yearly survey for feedback and what many people don't know is with office hours every single show we review for room for you know check RFI's every single show we review and look for room for improvement and on show hub I have submitted a number of bugs and ideas and I and quick response and oh yeah we might need more info or

36:39Or is you taking care of done, fixed? It's just, it's so refreshing to be in a community, an environment that welcomes ideas for change and growth. Couldn't agree more. And we do an RFI meeting every show like this one. We'll do one right afterwards. And I can't tell you the number of times people have said something about a performance of mine or something I did or my lighting or something.

37:04And you just know that it's coming from the best of all possible places. Everybody wants everyone to succeed. So when they bring up something, it's not that they're saying you did this wrong. It's always a, hey, I saw this and I think it can be improved. And boy, the number of people, it's not just one person, too. I mean, in structured organizations who are not this diffuse and diverse, it usually comes from your boss, right?