Curtis and Michel: Great observations and judgments on distributed leadership that aligns very well with the Relationship Capital (RC) Interaction & Measurement process. Thank you. -Rob Rob Peters Founder & CEO Standard of Trust 2500 West Talcott Rd Unit 208 Park Ridge, IL 60068 (O) 847-698-3614 (M) 708-819-8360 Description: Skype logoSkype: RPeters59 <mailto:[email protected]> [email protected] <http://www.standardoftrust.com/> www.StandardofTrust.com <http://www.twitter.com/StandardofTrust> Description: Twitter logo <http://www.facebook.com/home.php#!/pages/Standard-of-Trust/168211176530327? sk=app_125898177458513> <http://www.linkedin.com/in/robpeters59> Description: Linkedin logo <http://www.youtube.com/watch?v=upzZ2oawiZI> Description: YouTube logo <http://www.standardoftrust.com/> Description: SOT_Logo_325by279 From: [email protected] [mailto:[email protected]] On Behalf Of Michel Bauwens Sent: Tuesday, May 10, 2011 1:47 AM To: p2p-foundation Cc: [email protected] Subject: [P2P-F] the rules of distributed leadership Dear Curtis, I appreciate your summary below and would like to reprint it on the p2p blog ... would you like to expand and improve on it before? Michel Curtis Faith <[email protected]> May 09 01:39PM -0400 ^ The question of how to organize is really the core problem for a building a world where collaboration is the norm. Some thoughts and principles for one way of organizing from the bottom up: Leadership is trust earned through vision, respect, and action; not implied by position or granted from above. Leadership is not about making decisions or having authority it is about ability to effectuate the collaboration of work on for a given domain. Leadership is service. Leadership is synthesis. Leadership is mediation and mitigation. Leadership is design. Responsibility is shared and delegated at the full discretion of each individual. Anyone who has a given primary responsibility is the "leader" for that domain. That individual can delegate to others and then the others are the "leaders" for their sub-domains. The customer for the domain's services are the ones who choose the leader. For an organization as a whole, the customer is the leadership for each of the domains, e.g. the leaders of sensing and intelligence, design, manufacturing, distribution, and finance as well as representatives from the product's customers would choose the overall organizational leader. Each person chooses who they work for as their "leader" for any tasks for which they wish to obtain responsibility. Responsibility requires mutual approval by the one granting and the one accepting responsibility for a given domain. For example, if you want to work in engineering on a particular subsystem or module of a new device, then you must find someone within engineering responsible for that module who is willing to share responsibility with you by delegating a portion to you. There should be a grievance process whereby it is possible to replace leaders over a domain on initiation of either the customers for that domain, or those who are responsible for sub-domains. For domains for which we do not care to pay such close attention, or do not have time to acquire the relevant expertise, we can delegate responsibility for our decisions to someone we trust who becomes our representative for these domains. These representatives, in turn, can choose to delegate decisions to someone they trust carrying our vote with them. Decisions should be unanimous and put to vote by anyone who commits to learning enough about the issues to give the vote a fair hearing. If unanimity cannot be reached then a course which receives 95% approval should be sought, if not 95% then 90%, then 80%, and finally 2/3 supermajority as the last resort. A lack of consensus means that someone's point of view is not being heard. Vote representatives should work out any issues ahead of actual voting and learn enough to arrive at the highest possible consensus decisions by making sure everyone's real issues are addressed in any plans or decisions. All leadership responsibility is subject to a quarterly vote of customers and sub-domain leaders. Resource prioritization is handled through a point system. Each member receives 1,000 points each month and allocates gross profits between 20% to 50% each for three areas: operational improvement expenses; building and expansion expenses; and member bonus or benefits. An entrepreneur's role in such an organization is to get the leaders of the necessary groups to agree to allocate resources to the proposed project. All records of decisions and expenditures are completely open for inspection at any time by anyone. Peace Curtis -- P2P Foundation: http://p2pfoundation.net - http://blog.p2pfoundation.net Connect: http://p2pfoundation.ning.com; Discuss: http://lists.ourproject.org/cgi-bin/mailman/listinfo/p2p-foundation Updates: http://del.icio.us/mbauwens; http://friendfeed.com/mbauwens; http://twitter.com/mbauwens; http://www.facebook.com/mbauwens
