charter/discussion.mdwn

   1 # Discussion and commentary on Libre-SOC Member Agreement
   2
   3 The Charter is explained further here: please feel free to edit
   4 and add comments at the end sections
   5
   6 # The Code of Honour
   7
   8 It's called a Code of "Honour", not a Code of "Conduct", for a reason.
   9 A Code of "Honour" is a positive and clear statement.  Everyone knows
  10 the difference between "good" and "bad".  Codes of "Conduct" on the
  11 other hand have nothing to do with honour, and by the time the reader
  12 has finished going through a horrific list of "proscribed behaviours",
  13 what are the chances that they will actually genuinely feel that the
  14 project is *actually* safe and welcoming?
  15
  16 Codes of "Conduct" are based on the assumption of guilt and a
  17 predisposition of participants to exclusionary, disruptive and
  18 unwelcoming behavior.  It assumes - in advance and up front -
  19 that they are incapable of knowing the difference between right and
  20 wrong, and patronises them with a horrifically toxic - and by
  21 definition inadequate and incomplete - "proscribed list".
  22
  23 A Code of *Honour* inherently empowers participants with the
  24 responsibility to know (or learn) and act upon the difference
  25 between right and wrong, good and bad.  That alone says "we
  26 trust you, empower you, and require you, to act responsibly",
  27 for the benefit of all, including yourself, as part of this
  28 Organisation.
  29
  30 Here we illustrate with the obligatory Dilbert cartoons the
  31 polar opposite of a reasonable Code.
  32
  33 <img src="https://assets.amuniversal.com/7378df606cc701301d50001dd8b71c47" width="400" />
  34
  35 # The Systemic Laws of Organisations.
  36
  37 The Systemic Laws are explained below.
  38
  39 ## Everyone belongs
  40
  41 Every contributor and their contributions and achievements are recognised.
  42 This further encourages people to contribute; they feel welcome, and their
  43 efforts valued.
  44
  45 <img src="https://assets.amuniversal.com/4fb42f906d5101301d7a001dd8b71c47" width="400" />
  46
  47 ## Reality is acknowledged and accepted
  48
  49 Denial of reality is the quickest way to kill the effectiveness of an
  50 organisation.  Acceptance and acknowledgement of the facts, without
  51 judgement, subsequently allows analysis to take place so that corrections
  52 can be applied.
  53
  54 To reach a goal, it is necessary to have four things: (1) a model (2)
  55 observations of reality (3) a comparative analysis system and
  56 (4) a corrective feedback loop.  Whilst (1, 3 and 4) are sufficiently
  57 obvious and objective that nobody really thinks much about them, when
  58 things get hard it is often challenging for people to objectively face
  59 reality, particularly if other Systemic Laws are being violated as well.
  60
  61 <img src="https://assets.amuniversal.com/6ab84f80e4d101382714005056a9545d" width="400" />
  62
  63 ## Everyone is respected and honoured, past and present
  64
  65 When someone leaves a project, even under less than ideal circumstances,
  66 it is still vitally important to value and respect both them *and* their
  67 contributions.
  68 Even when things are difficult, a person can teach you valuable lessons,
  69 by example of how you *don't* want things to continue in the future.
  70
  71 <img src="https://assets.amuniversal.com/0548b7909ee3012f2fe600163e41dd5b" width="400" />
  72
  73 ## Role, Seniority and Expertise are all respected.
  74
  75 This can be very challenging, particularly when someone with more expertise
  76 meets someone whose length of service is greater.
  77
  78 <img src="https://assets.amuniversal.com/d06a1270a06a012f2fe600163e41dd5b" width="400" />
  79
  80 ## We accept the responsibility of our position
  81
  82 If we choose a position of responsibility, we must actually acknowledge and
  83 accept the responsibility of that role!  People will be relying on us.
  84
  85 <img src="https://assets.amuniversal.com/de754040f11401382b97005056a9545d" width="400" />
  86
  87 ## Everyone is rewarded equitably for their contributions
  88
  89 In a "Libre" context this is often extremely hard to do, as the normal
  90 rules of profit-maximising business (do not provide goods or services
  91 until payment has been received) do not apply: our "product" - the
  92 source code - is made available at zero monetary cost.  So it is down
  93 to us to ensure that part of our time is spent making sure that everyone
  94 *is* actually rewarded, whether through contracts, sponsorship, donations,
  95 crowd-funding and profit-sharing in the same, and so on.
  96
  97 <img src="https://assets.amuniversal.com/e1ee2ec09e16012f2fe500163e41dd5b" width="400" />
  98
  99 ## Everyone is responsible, credited, and accountable (for the "good" *and* the "bad")
 100
 101 When we do something well, it is vital that we (alone) own and hold the
 102 credit for that achievement (nobody else takes the credit; we *accept*
 103 the credit).  When we screw up, it is just as equally vital that we take
 104 responsibility for cleaning up our mess, and that nobody else is blamed
 105 *or think they own it*, or tries to take the task away from us!
 106
 107 In this way, two vitally important things happen.  Firstly: we can rely
 108 on each other, as we trust that the tasks that others chose will be
 109 completed (even if they mess up a few times).  Secondly: in our chosen
 110 opportunity to grow and learn, we know and trust that nobody will take
 111 that away from us, and, further, that our achievements and the credit
 112 will be ours.
 113
 114 <img src="https://assets.amuniversal.com/a19b8990f08a01382b5a005056a9545d" width="400" />
 115
 116 # Decision-making and new contributors
 117
 118 This section has two aspects.  The first is that everything but unanimous
 119 decision-making is disempowering and de-motivating (harmful).  Majority
 120 rule (mob rule) is easily demonstrated to be so: anyone *not* in the
 121 majority quickly gives up in resignation, even if their contribution is
 122 critically important (and in the political arena, "Minority Representative
 123 Groups" form as a direct result).  Unanimous decision-making requires
 124 that the issue be discussed until it is fully understood by *all* members
 125 (or members recognise that they do not or cannot understand the issue,
 126 and abstain).
 127
 128 <img src="https://assets.amuniversal.com/b3e4ff709dfc012f2fe500163e41dd5b" width="400" />
 129
 130 The introduction of new contributors really requires specially spelling
 131 out.  The last thing that is needed is for a new contributor to introduce
 132 changes that drain the time and resources of prior contributors to the
 133 point where the project fails.  Unanimous decision-making ensures that
 134 all members (who inherently have a longer term of service to the project
 135 than any new member) have the right to veto proposals that disrupt the
 136 project.  In a "mob rule" scenario, there is the potential for enough
 137 new members to join simultaneously that they could easily completely
 138 take over the project.  Unanimous decision making prevents this scenario.
 139
 140 It is also worthwhile noting on the subject of unanimous decision-making:
 141 its effectiveness decreases as the number of contributors goes significantly
 142 above around eight.  If that occurs, delegate!  Form sub-projects, agree
 143 roles and responsibilities, and go for it.  Divide and conquer.
 144
 145 # Questions / Comments
 146
 147 Add here.