Tag Archives: organization

Bringing organizational maturity to radical groups

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I’m honored to have helped establish, or to help continue fostering, several radical groups that have survived past their origin moment and group. The challenges that come with the second or third generation of stewards while also navigating organizational momentum are unlike those of founding a group, and I’d like to chat about them with you here. Each section has a founding pattern, the results of that pattern, and what to do about it to mature more. None of the sections involve imposing hierarchy on a distributed organization.

The Pattern: Everyone is Welcome and Empowered

Hark, radical inclusion a la Geek Social Fallacies. We are radically inclusive, and therefore share our logins with everyone who has shown a mild interest in helping us out. I wrote about this in more depth for the Disaster Zine, but in short, this looks like allowing broad access to data stores and decision making, which then broadens the attack surface in multiple ways.

The result

You end up with bogged down consensus making processes by people who aren’t otherwise participating; and you end up with the broad side of a barn for data access issues. People make mistakes in documents and databases and no one can figure out the change log or if the issues are malicious or just oversights. You’ve probably had at least one phishing attempt, and if one was successful, you’re finally looking at the tangle of your “org chart” and feeling daunted by how to make sense of it.

Maturing

Establishing Role-Based Access Control (RBAC) with clear decision points (whether time-based or otherwise) for reassessing each account’s owner(s) and privileges is vital here. Writing down these processes and rubrics makes it feel less personal when the review time comes up, and it won’t be a surprise to anyone.

RBAC should match the desired organizational structure, not whatever you’ve happened into over time. Use this as a moment to talk about operations, opsec, and org charts.

The Pattern: Matching Organizational Structure to Personalities

A bunch of folks showed up to help out, and some of them stuck around! The org chart starts to match the personalities, not the operations. Willow likes facilitation, operations, and security, and so we have one department that does that with all the folks who like working with Willow.

The result

Separating out bank account access from who administers the communication tool suddenly becomes a huge issue when the personality who loved doing both those things decides they’d like to move on and train up a new person. Do you try to find a matching personality, or do you finally separate out the roles more clearly so different people can come into the org?

Maturing

Defining roles and responsibilities clearly, and allowing people to take on multiple roles is a more extendable approach than trying to shoehorn people into oddly-structured roles. Let the people build their own complexity with well-defined pieces.

The Pattern: We are Values-Aligned above All Else

We believe the same things, so we must be able to work together well, right? No. Hiring for strongly held beliefs makes sense when you’re building a brand, but can lead to difficulty implementing in the long run.

The result

Having to play politics, political capital triumphing over well-formed ideas, and a stressful work environment result here. Everyone has big ideas strongly held, but the differences in implementation prevent the organization from moving forward and proving those ideas out.

Maturing

Values are a foundation, they are not a stick with which to beat people. Work with your existing crew to foster flexibility, make sure collaborative abilities are considered for future hires. My favorite interview approach for this is to ask about a difficult situation or person, and to listen for the interviewee demonstrating respect and self-reflection from the example.

Scaling organizations from 50 to 150

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There’s this thing that some organizational theory nerds (hi) talk about called the “rule of threes.” What it means, basically, is that every time your organization grows by x3, the way the organization operates has to change. While that blog post breaks down the numbers differently, I see one of the main inflection points as being between 50 and 150. One of my dear friends is on the board of a maker space, and they’ve recently started experiencing growing pains at the 120 mark where trust is breaking down and folks aren’t as aligned as they once were. This is a blog post about what I recommended to him based on the stage they’re at.

Institute and N+1 expectation

As the group grows, things start to slip through the cracks, and the accumulation of those things bothers some folks. Institute an N+1 rule. It goes like this:

  • Every time you pick up a piece of trash or wash a dish, do it for one extra.
  • Every time you restock a soda or filament, stock one more than seems necessary.
  • Every time you order for the space, order one more than you think you need.
  • When you’re sitting in a circle, always have one chair open for someone to join the group.

Etc. This helps deal with the slop of having a bunch of people sharing a space.

Build culture

Build a culture of

  • respecting each other, who you serve, and the space you use.
  • gently enforcing boundaries.
  • giving feedback on small things so feedback on big things is easier.
  • “deescalate with everyone but the enemy.” We are in a time of fascism, and infighting is kind of what the Left is known for.

Have a framework for course correction that visible people use, and gently encourage others to do the same.

Reiterate expectations

Set these and other specific expectations in onboarding documentation, with your People/HR team, in your Code of Conduct, and in everyday exchanges. This helps folks remember and course correct for themselves and others without it being personal.

of hacks and thons

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Random Hacks of Kindness was the first weekend of December, OpenDoor Hack-A-Thon this past weekend. Many amazing things were built, and we’ll be continuing endeavors on both counts. What I’m going to talk about now though is not the code or the implementation, but the social dynamics and what we can Do Better for hackathons.

The thons that I have participated with have, as a default, been intimidating. I hope this is not everyone’s experience, but it certainly is mine. I have limited coding experience, and a time-crunch competition is no time to show up and say “but I can learn!” I often offer to keep track of online communications, do research, layout order-of-use and menus and the like, and brew coffee. On occasion, while someone is waiting for code to compile or someone else to finish a contingency task, they’ll teach me about what they’ve written. I learn a lot and have a great time.

image by @aaronpk

There is a continuing problem of “the n00b and the clue-by-four”. This is happens when someone shows up with some combination of the following two features : arriving late1 and/or having extremely limited ability2. It is an issue I have yet to see addressed well. Incorporating a better way of guiding efforts of the thons would be beneficial to all participants, n00bs or l33t. So, in talking with James and Jordan and Strand, we’ve been thinking about the following solutions:

  • basic document (link to what the event is about, communication channels, documents created for event
  • IRC bots (check-in times, auto-answer basic questions, DM those joining the room with above doc, send log of IRC discussion
  • gamification (points towards what people should be working on, time allotments for each stage, etc)

So… I’m super excited to start the hackathons at Jigsaw third weekends in 2011. What would you do? What sorts of guidance do you need when participating in a group event where the details evolve as everyone works together, and few people know each other? We’re intending on having classes the Wednesday before, so people feel a bit more capable in their skills, or create a new skillset.

1. Problems and their potential solutions are discussed either before the hackathon or during its first breaths. Courses chosen are based on the skillsets of available people – to include a step which involves skills no one present has based on the hope that someone will walk through the door hours into the event with just that skill would be silly. This means arriving early is essential, ESPECIALLY if you haven’t been participating in the existing dialoge.
2. As stated before, time-crunch competitions are no time to pester people to teach you things, and promising you can deliver something you don’t have the skills for can be detrimental to everyone. Come, hang out, learn more, but temper your ambitions with your abilities.