@forwardimpact/schema 0.4.0 → 0.6.0

package/examples/questions/behaviours/polymathic_knowledge.yaml

@@ -1,47 +1,275 @@
 # yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/behaviour-questions.schema.json
 
-emerging:
-  - id: poly_emerg_1
-    text: What interests do you have outside your primary technical domain?
-    lookingFor:
-      - Breadth of interests
-      - Cross-disciplinary awareness
-    expectedDurationMinutes: 5
-developing:
-  - id: poly_dev_1
-    text: Describe a time when knowledge from one area helped you in another.
-    lookingFor:
-      - Cross-domain application
-      - Creative problem solving
-    expectedDurationMinutes: 5
-practicing:
-  - id: poly_pract_1
-    text: How do you approach problems that span multiple disciplines?
-    lookingFor:
-      - Integration of knowledge
-      - Holistic thinking
-    expectedDurationMinutes: 8
-role_modeling:
-  - id: poly_role_1
-    text: How do you encourage cross-disciplinary learning in your organization?
-    lookingFor:
-      - Creating learning opportunities
-      - Breaking down silos
-    expectedDurationMinutes: 8
-exemplifying:
-  - id: poly_exemp_1
-    text: How do you build and promote polymathic culture across an enterprise?
-    followUps:
-      - How do you break down organizational silos?
-    lookingFor:
-      - Enterprise cross-disciplinary leadership
-      - Silo breaking at scale
-    expectedDurationMinutes: 10
-  - id: poly_exemp_2
-    text:
-      How do you personally maintain breadth across multiple domains while
-      achieving depth? How do you model this for others?
-    lookingFor:
-      - Personal polymathic practice
-      - Modeling breadth and depth balance
-    expectedDurationMinutes: 10
+professionalQuestions:
+  emerging:
+    - id: poly_pro_emerg_1
+      text:
+        You're building a feature for a pharmaceutical client's clinical trial
+        management system. The PM hands you a spec full of domain terms you
+        don't understand.
+      context:
+        The feature tracks "adverse event reporting" with specific regulatory
+        timelines. The spec references ICH E2B guidelines, MedDRA coding, and
+        CIOMS forms. Your team has no pharma domain experts. The client expects
+        the first deliverable in 2 weeks and will review your data model.
+      simulationPrompts:
+        - How would you approach learning enough about this domain to build
+          effectively?
+        - What's the difference between blindly implementing the spec vs
+          understanding the domain?
+        - How would you know if you've learned enough to start building?
+        - What questions would you ask the client in your first meeting?
+      lookingFor:
+        - Recognizes that problems benefit from cross-disciplinary understanding
+        - Shows interest in domains beyond immediate technical requirements
+        - Asks questions that reveal genuine curiosity about the domain
+        - Willing to invest in learning unfamiliar territory
+      expectedDurationMinutes: 20
+
+  developing:
+    - id: poly_pro_dev_1
+      text:
+        Your team is building a recommendation engine. You have strong backend
+        skills but the UX designer keeps talking about cognitive load and
+        decision fatigue. You don't understand their concerns.
+      context:
+        The recommendation engine shows 50 product suggestions. The UX designer
+        insists this will paralyze users, citing the "paradox of choice." The PM
+        sides with engineering — more recommendations means more sales. The
+        designer is frustrated that nobody understands their perspective.
+      simulationPrompts:
+        - How would you bridge the gap between the engineering and design
+          perspectives?
+        - What would you do to understand the UX designer's concerns more
+          deeply?
+        - How would knowledge of behavioral psychology change your technical
+          approach?
+        - How do you apply insights from one domain to inform decisions in
+          another?
+      lookingFor:
+        - Applies knowledge from one domain to inform decisions in another
+        - Studies adjacent fields to broaden perspective
+        - Begins learning the language of other disciplines
+        - Sees connections between technical implementation and human behavior
+      expectedDurationMinutes: 20
+
+  practicing:
+    - id: poly_pro_pract_1
+      text:
+        Your company is deciding between building vs buying a supply chain
+        optimization tool. Engineering says build, finance says buy, operations
+        says neither option fits their workflow.
+      context:
+        The build option would take 6 months and give full customization. The
+        buy option costs £200K/year but is available immediately. Operations has
+        unique workflows around cold chain management for biologics that neither
+        option handles well. You've been asked to lead the evaluation because
+        you understand both the technical and business sides.
+      simulationPrompts:
+        - How do you evaluate this spanning engineering, finance, and operations
+          perspectives?
+        - How do you speak the language of each stakeholder group?
+        - What insights from the operations domain would change the technical
+          approach?
+        - How do you synthesize cross-disciplinary concerns into a coherent
+          recommendation?
+      lookingFor:
+        - Bridges gaps between engineering, business, and domain expertise
+        - Rapidly immerses in new domains to make informed decisions
+        - Speaks the language of different stakeholder groups
+        - Makes better decisions by understanding broader context
+      expectedDurationMinutes: 20
+
+  role_modeling:
+    - id: poly_pro_role_1
+      text:
+        Your engineering team builds great software but consistently
+        misunderstands the commercial context. Features are technically
+        excellent but miss what customers actually need.
+      context:
+        In the last year, 3 features were technically impressive but
+        commercially unsuccessful. Engineers don't attend customer calls or read
+        commercial reports. The sales team has stopped asking engineering for
+        input on product direction. You see a growing disconnect between what
+        engineers think is important and what drives business value.
+      simulationPrompts:
+        - How do you get engineers to think like business insiders?
+        - What cross-disciplinary practices would you champion?
+        - How do you translate specialized engineering knowledge into business
+          language?
+        - How do you create holistic solutions spanning technical and business
+          domains?
+      lookingFor:
+        - Champions cross-disciplinary learning across the function
+        - Creates holistic solutions spanning technical and business domains
+        - Translates specialized knowledge into accessible explanations
+        - Thinks like a business insider, not just an engineer
+      expectedDurationMinutes: 20
+
+  exemplifying:
+    - id: poly_pro_exemp_1
+      text:
+        Your organization wants to create a new role — "Technical Domain Expert"
+        — that bridges engineering and the pharmaceutical business. Nobody
+        agrees on what this role should look like.
+      context:
+        The company builds software for pharma R&D. Engineers lack domain
+        knowledge; domain experts lack technical depth. Projects routinely fail
+        at the intersection. The CEO wants engineers who can "think like
+        scientists." You've been asked to define the role, the hiring criteria,
+        and the development path.
+      simulationPrompts:
+        - How would you define this role drawing from your polymathic
+          experience?
+        - How do you build a development path that creates genuine breadth, not
+          surface knowledge?
+        - How would you influence industry thinking about cross-disciplinary
+          engineering roles?
+        - What organizational structures would you create to sustain polymathic
+          growth?
+      lookingFor:
+        - Shapes organizational learning strategy across disciplines
+        - Advises leadership on cross-functional strategy
+        - Influences industry practices around polymathic engineering
+        - Recognized as a thought leader bridging technology and business
+      expectedDurationMinutes: 20
+      followUps:
+        - How would you assess whether someone is genuinely polymathic vs
+          superficially broad?
+
+managementQuestions:
+  emerging:
+    - id: poly_mgmt_emerg_1
+      text:
+        A team member wants to attend a 2-day workshop on pharmaceutical
+        regulatory processes. It's not directly related to their current project
+        work.
+      context:
+        The workshop covers FDA submission processes and GxP compliance. Your
+        team builds internal tools, not regulatory software. The team member
+        says "I want to understand what our company actually does." The workshop
+        conflicts with a sprint commitment. Your manager values predictable
+        delivery.
+      simulationPrompts:
+        - How do you evaluate the value of cross-domain learning for this team
+          member?
+        - How would you justify this to your manager?
+        - What would make you say yes vs no?
+        - How do you create a culture where this kind of exploration is
+          encouraged?
+      lookingFor:
+        - Supports cross-disciplinary learning even when not immediately
+          relevant
+        - Recognizes the long-term value of domain breadth
+        - Encourages team members to explore beyond their specialization
+        - Balances learning investment with delivery commitments
+      expectedDurationMinutes: 20
+
+  developing:
+    - id: poly_mgmt_dev_1
+      text:
+        Your team of infrastructure engineers struggles to understand why the
+        product team makes certain decisions. They build technically sound
+        solutions that don't align with product goals.
+      context:
+        Recent example — the team over-engineered a caching layer for a feature
+        that product planned to deprecate in 3 months. Engineers didn't know
+        about the deprecation because they don't attend product planning.
+        They've asked "why should we care about product strategy?"
+      simulationPrompts:
+        - How would you create opportunities for your team to learn from the
+          product domain?
+        - How do you make cross-domain knowledge feel valuable, not like extra
+          work?
+        - What specific practices would you introduce?
+        - How do you handle engineers who resist learning beyond their technical
+          domain?
+      lookingFor:
+        - Creates structured cross-disciplinary learning opportunities
+        - Makes cross-domain knowledge practically relevant
+        - Builds bridges between engineering and other functions
+        - Doesn't force breadth but makes it naturally valuable
+      expectedDurationMinutes: 20
+
+  practicing:
+    - id: poly_mgmt_pract_1
+      text:
+        You manage a team that is highly specialized — everyone is an expert in
+        one narrow area but the system requires decisions that span multiple
+        domains.
+      context:
+        Your team of 8 has deep specialists in database performance, frontend
+        UX, API design, and security. A recent architecture decision required
+        all four perspectives but no one could evaluate the trade-offs across
+        domains. The decision was made by averaging opinions rather than
+        synthesizing them. Quality is suffering at the seams between
+        specializations.
+      simulationPrompts:
+        - How do you structure your team to leverage depth while building
+          breadth?
+        - What practices would you introduce to break specialization silos?
+        - How do you develop T-shaped engineers from I-shaped specialists?
+        - How do you handle the tension between deep expertise and broad
+          understanding?
+      lookingFor:
+        - Structures teams to leverage diverse knowledge
+        - Breaks down specialization silos with concrete practices
+        - Develops engineers toward polymathic breadth
+        - Creates environments where cross-domain synthesis happens naturally
+      expectedDurationMinutes: 20
+
+  role_modeling:
+    - id: poly_mgmt_role_1
+      text:
+        Your engineering function operates in silos — backend, frontend,
+        platform, and data teams rarely share knowledge or attend each other's
+        reviews.
+      context:
+        You lead 3 teams with 20 engineers. Each team has strong internal
+        culture but there's minimal cross-pollination. When a project requires
+        cross-team collaboration, it takes weeks to build shared understanding.
+        A recent project failed because the data team's model assumptions
+        conflicted with the backend team's architecture, and nobody caught it
+        until production.
+      simulationPrompts:
+        - How do you model polymathic learning as a leader?
+        - What structures would you create for cross-team knowledge sharing?
+        - How do you demonstrate the value of breadth to specialists who are
+          comfortable in their silos?
+        - How do you make cross-disciplinary collaboration a norm, not an
+          exception?
+      lookingFor:
+        - Models polymathic learning visibly as a leader
+        - Creates structures that promote cross-team knowledge
+        - Demonstrates value of breadth beyond just efficiency gains
+        - Builds collaborative culture across specialization boundaries
+      expectedDurationMinutes: 20
+
+  exemplifying:
+    - id: poly_mgmt_exemp_1
+      text:
+        The organization wants to hire "full-stack" engineers but keeps
+        attracting deep specialists. Meanwhile, the most impactful engineers are
+        those with cross-domain knowledge.
+      context:
+        Exit interviews show that polymathic engineers leave because they feel
+        undervalued compared to deep specialists. The promotion criteria reward
+        depth. Hiring screens filter for specific tech skills, not cross-domain
+        thinking. The CEO observes that competitors with broader engineering
+        cultures ship faster.
+      simulationPrompts:
+        - How would you redesign hiring and promotion to value polymathic
+          knowledge?
+        - How do you build organizational incentives for breadth alongside
+          depth?
+        - How do you coach other managers to value cross-disciplinary growth?
+        - How do you balance the need for specialization with the strategic
+          value of breadth?
+      lookingFor:
+        - Shapes organizational structures to promote polymathic culture
+        - Redesigns talent practices to value breadth
+        - Coaches other managers on developing cross-disciplinary teams
+        - Strategic approach to balancing depth and breadth at scale
+      expectedDurationMinutes: 20
+      followUps:
+        - How would you measure the business impact of polymathic culture?

package/examples/questions/behaviours/precise_communication.yaml

@@ -1,54 +1,248 @@
 # yaml-language-server: $schema=https://www.forwardimpact.team/schema/json/behaviour-questions.schema.json
 
-emerging:
-  - id: comm_emerg_1
-    text:
-      Tell me about a time when you had to explain something technical to
-      someone less familiar with the topic.
-    lookingFor:
-      - Ability to simplify concepts
-      - Awareness of audience
-    expectedDurationMinutes: 5
-developing:
-  - id: comm_dev_1
-    text: Describe how you approach writing documentation for your work.
-    lookingFor:
-      - Clear writing habits
-      - Consideration of readers
-    expectedDurationMinutes: 5
-practicing:
-  - id: comm_pract_1
-    text:
-      Tell me about presenting a complex technical topic to diverse
-      stakeholders.
-    lookingFor:
-      - Audience adaptation
-      - Facilitation skills
-    expectedDurationMinutes: 8
-role_modeling:
-  - id: comm_role_1
-    text: How have you improved communication practices in your organization?
-    lookingFor:
-      - Leadership in communication
-      - Systemic improvements
-    expectedDurationMinutes: 8
-exemplifying:
-  - id: comm_exemp_1
-    text:
-      How do you shape communication culture across an enterprise and represent
-      your organization externally?
-    followUps:
-      - How do you coach executives on technical communication?
-    lookingFor:
-      - Enterprise communication leadership
-      - External representation
-      - Communication excellence at all levels
-    expectedDurationMinutes: 10
-  - id: comm_exemp_2
-    text:
-      Describe how you've established communication standards that span
-      technical and business audiences across the organization.
-    lookingFor:
-      - Cross-functional communication leadership
-      - Scalable communication practices
-    expectedDurationMinutes: 10
+professionalQuestions:
+  emerging:
+    - id: comm_pro_emerg_1
+      text:
+        A product manager asks you to explain why a feature will take longer
+        than expected. They need to update the client by end of day.
+      context:
+        The delay is caused by an unexpected API limitation in a third-party
+        service. The PM has no technical background but is under pressure from
+        the client. You've been working on this for 2 days and just discovered
+        the blocker.
+      simulationPrompts:
+        - How would you explain the technical blocker to the PM?
+        - What information do they need vs what details can you leave out?
+        - How would you frame the timeline impact clearly?
+        - How would you write this up if they asked for a brief email summary?
+      lookingFor:
+        - Communicates basic technical concepts in accessible language
+        - Adapts level of detail for the audience
+        - Provides clear timeline impact without overwhelming with detail
+        - Shows willingness to communicate proactively
+      expectedDurationMinutes: 20
+
+  developing:
+    - id: comm_pro_dev_1
+      text:
+        You need to write a specification for a feature that will be partially
+        implemented by an AI coding tool. The feature involves complex business
+        rules.
+      context:
+        The feature calculates tiered pricing based on customer segment, volume,
+        and contract terms. Previous attempts to use AI for similar features
+        resulted in subtle logic errors because the specs were ambiguous. Your
+        team relies on AI tools for ~40% of implementation.
+      simulationPrompts:
+        - How would you structure the specification to minimize ambiguity?
+        - What's the difference between a spec humans can follow and one AI can
+          follow?
+        - How would you verify the AI interpreted your spec correctly?
+        - Walk me through how you'd document one of the pricing rules
+      lookingFor:
+        - Writes clear specifications that reduce ambiguity
+        - Considers how AI tools parse requirements differently than humans
+        - Crafts effective prompts and specifications for AI consumption
+        - Adapts communication style for different audiences
+      expectedDurationMinutes: 20
+
+  practicing:
+    - id: comm_pro_pract_1
+      text:
+        You need to present a proposed architecture change to a room with the
+        CTO, product managers, and frontend engineers. Each group cares about
+        different aspects.
+      context:
+        The change migrates from a monolith to microservices for the payments
+        domain. The CTO cares about strategic alignment, PMs care about feature
+        velocity impact, and engineers care about implementation details. You
+        have 30 minutes and expect pushback from PMs about the 6-week
+        productivity dip.
+      simulationPrompts:
+        - How would you structure the presentation for this mixed audience?
+        - How do you translate between technical and business language?
+        - How do you handle questions from stakeholders with conflicting
+          priorities?
+        - How do you separate what needs deciding now vs what can be decided
+          later?
+      lookingFor:
+        - Separates concerns precisely for different audiences
+        - Translates between technical and business language fluently
+        - Facilitates productive discussion among stakeholders with competing
+          priorities
+        - Enables clear decisions by structuring information precisely
+      expectedDurationMinutes: 20
+
+  role_modeling:
+    - id: comm_pro_role_1
+      text:
+        Your function has recurring miscommunication between engineering and
+        product. Requirements are interpreted differently, leading to rework.
+      context:
+        In the last quarter, 3 major features needed significant rework due to
+        specification ambiguity. Engineers blame vague requirements. Product
+        managers blame engineers for not asking clarifying questions. You've
+        been asked to propose a better process. The function has 40 engineers
+        and 8 product managers.
+      simulationPrompts:
+        - What's the root cause of the miscommunication pattern?
+        - What spec-driven practices would you introduce?
+        - How do you get buy-in from both engineering and product?
+        - How do you mentor others on precise communication without being
+          prescriptive?
+      lookingFor:
+        - Creates spec-driven development practices that reduce ambiguity
+        - Mentors others on precise communication across the function
+        - Bridges communication gaps between engineering and product
+        - Drives clarity as a core value, not just a process
+      expectedDurationMinutes: 20
+
+  exemplifying:
+    - id: comm_pro_exemp_1
+      text:
+        The organisation wants to adopt spec-driven AI development but has no
+        standards for how specifications should be written across teams.
+      context:
+        Teams use different formats, levels of detail, and terminology. AI tool
+        effectiveness varies wildly between teams. External clients are starting
+        to ask about the company's AI development methodology for compliance
+        purposes. You've been asked to lead the standardization effort.
+      simulationPrompts:
+        - How would you define organizational communication standards?
+        - How do you balance standardization with team autonomy?
+        - How would you represent this externally to clients and industry?
+        - How would you measure whether communication precision is improving?
+      lookingFor:
+        - Shapes organizational standards for technical communication
+        - Defines spec-driven AI development practices at scale
+        - Represents the organization's approach externally with authority
+        - Creates standards that improve outcomes, not just compliance
+      expectedDurationMinutes: 20
+      followUps:
+        - How would you handle teams that resist the standardization?
+
+managementQuestions:
+  emerging:
+    - id: comm_mgmt_emerg_1
+      text:
+        You notice that standup updates from your team are vague — "still
+        working on it" with no specifics. Sprint planning decisions are being
+        made on incomplete information.
+      context:
+        Your team of 6 engineers has been together for 3 months. Some members
+        are quiet and uncomfortable speaking in groups. Others give detailed
+        updates but talk for too long. The standups regularly run over 15
+        minutes.
+      simulationPrompts:
+        - How would you improve the quality of standup communication?
+        - How do you coach a quiet team member to share more effectively?
+        - How do you coach a verbose team member to be more concise?
+        - What structure or format would you introduce?
+      lookingFor:
+        - Identifies communication gaps affecting team effectiveness
+        - Coaches individuals on clear, concise communication
+        - Creates structures that support better communication
+        - Shows awareness of different communication styles
+      expectedDurationMinutes: 20
+
+  developing:
+    - id: comm_mgmt_dev_1
+      text:
+        A team member's pull request descriptions are consistently unclear,
+        causing reviewers to misunderstand the intent and approve problematic
+        changes.
+      context:
+        Two bugs in the last month were traced back to PRs where the reviewer
+        didn't understand the full scope of the change. The team member is
+        technically strong but their written communication is ambiguous. Other
+        team members are reluctant to review their PRs.
+      simulationPrompts:
+        - How do you give feedback on their communication without undermining
+          their technical confidence?
+        - What would you suggest as a PR description standard?
+        - How do you make clear communication a team expectation, not just an
+          individual issue?
+        - How do you verify the coaching is working?
+      lookingFor:
+        - Provides constructive feedback on communication skills
+        - Sets clear communication expectations for the team
+        - Coaches without undermining technical confidence
+        - Makes communication quality a team norm
+      expectedDurationMinutes: 20
+
+  practicing:
+    - id: comm_mgmt_pract_1
+      text:
+        Your team needs to communicate a breaking API change to 5 consuming
+        teams. Past breaking changes caused friction because of poor
+        communication timing and unclear migration guides.
+      context:
+        The API change removes deprecated endpoints used by at least 3 teams.
+        Your team wants to ship in 4 weeks. Previous breaking changes led to
+        angry messages in Slack and escalations. You need to manage both the
+        technical communication and the stakeholder relationships.
+      simulationPrompts:
+        - How would you structure the communication plan?
+        - How do you help your team communicate effectively with each consuming
+          team?
+        - What communication standards would you establish for breaking changes?
+        - How do you handle a team that doesn't respond to the migration
+          timeline?
+      lookingFor:
+        - Establishes communication standards for high-impact changes
+        - Coaches team members on stakeholder communication
+        - Creates communication practices that become team norms
+        - Manages multi-stakeholder communication proactively
+      expectedDurationMinutes: 20
+
+  role_modeling:
+    - id: comm_mgmt_role_1
+      text:
+        Cross-functional meetings in your area are unproductive — engineers and
+        product managers talk past each other, decisions aren't captured, and
+        actions are unclear.
+      context:
+        You manage 3 teams and participate in weekly cross-functional meetings
+        with product, design, and engineering. The meetings often end without
+        clear decisions. Product managers feel engineers don't listen to
+        business context; engineers feel product doesn't understand technical
+        constraints.
+      simulationPrompts:
+        - How do you model precise communication in these meetings?
+        - What facilitation practices would you introduce?
+        - How do you establish shared language between engineering and product?
+        - How do you make your communication standards visible to peers?
+      lookingFor:
+        - Models precise communication in leadership settings
+        - Establishes facilitation practices that drive clarity
+        - Creates shared language across functions
+        - Drives communication as a core value, not just a skill
+      expectedDurationMinutes: 20
+
+  exemplifying:
+    - id: comm_mgmt_exemp_1
+      text:
+        You've been asked to develop strategic communication capabilities across
+        your organization to support AI-driven development practices.
+      context:
+        Your organization has 100+ engineers across 15 teams. AI tools are being
+        adopted but spec quality varies wildly. Customer-facing communication
+        about AI capabilities is inconsistent. The CEO wants the organization to
+        be known for communication excellence.
+      simulationPrompts:
+        - How do you develop strategic communication capabilities at scale?
+        - How do you handle communication breakdowns between teams as an
+          organizational pattern?
+        - How do you build communication excellence into hiring and development?
+        - How do you balance transparency with appropriate information
+          boundaries?
+      lookingFor:
+        - Develops organizational communication strategy
+        - Addresses communication patterns systemically, not individually
+        - Builds communication excellence into talent development
+        - Shows strategic judgment about communication at enterprise scale
+      expectedDurationMinutes: 20
+      followUps:
+        - How would you measure communication effectiveness across the
+          organization?