charter/discussion.mdwn

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