Online, content with no links has no value because it has no audience
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Laser Projector - SENSORICA - 0 views
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"Value accounting: [enter the project into the value accounting system] New system: You need to create a new project. Create processes associated to this project. Old system (will be closing soon!!): you need to add the project to the following forms: time contributions form, financial contributions form, material contributions form. "
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shared by Kurt Laitner on 07 May 15
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The Link Economy and Creditright - Geeks Bearing Gifts - Medium - 3 views
medium.com/...y-and-creditright-95f938b503be
contributory value accounting dimVal *jeffjarvis creditright
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News Commons used Repost as the basis of a content- and audience-sharing network among dozens of sites big and small in the state’s new ecosystem
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Huffington Post and Twitter can get thousands of writers — including me — to make content for free because it brings us audience and attention.
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Consider an alternative to syndication. I’ll call it reverse syndication. Instead of selling my content to you, what say I give it to you for free? Better yet, I pay you to publish it on your site. The condition: I get to put my ad on the content. I will pay you a share of what I earn from that ad based on how much audience you bring me.
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If content could travel with its business model attached, we could set it free to travel across the web, gathering recommendations and audience and value as it goes
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She searched Google for “embeddable article” and up came Repost.us, already created by entrepreneur and technologist John Pettitt. Repost very cleverly allowed embeddable articles to travel with the creator’s own brand, advertising, analytics, and links.
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First, he found that the overlap in audience between a creator’s and an embedder’s sites generally ran between 2 and 5 percent. That is to say, the embedders brought a mostly new audience to the creator’s content.
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Instead, Pettitt found that click-through ran amazingly high: 5 to 7 percent — and these were highly qualified clicks of people who knew what they were going to get on the other side of a link
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I call this creditright. We need a means to attach credit to content for those who contribute value to it so that each constituent has the opportunity to negotiate and extract value along the chain, so that each can gain permission to take part in the chain, and so that behaviors that benefit others in the chain can be rewarded and encouraged
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Each creator’s ads traveled with its content — though that wasn’t necessarily optimal, because an ad for a North Jersey hairdresser wouldn’t perform terribly well with South Jersey readers brought in through embedding.
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key factor in its failure: Repost could find many sites willing and eager to make their content embeddable. It didn’t find enough sites to embed the content.
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But the embedders got nothing aside from the free use of content — content that was just a link away anyway
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Our ultimate problem in media is that we do not have sufficient technical and legal frameworks for alternate business models.
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That formula was the key insight behind Google: that links to content are a signal of its value; thus, the more links to a page from sites that themselves have more links, the more useful, relevant, or valuable that content is likely to be
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Silicon Valley’s: Those people are your fans who are bringing value to you by sending you audiences and by contributing their creativity, and you’d be wise to build your businesses around making it easier, not harder, for them to get and share your content when and how they want it.
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And so, we came to agree that we need new technological and legal frameworks flexible enough to enable multiple models to support creativity.
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Hollywood’s side: People who download our content without buying it or who remix it without our permission — and the platforms that facilitate these behaviors — are stealing from us and must be stopped and punished.
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Imagine you are a songwriter. You hear a street poet and her words inspire you to write a song about her, quoting her in the piece. You go to a crowdfunding platform — Kickstarter, Indiegogo, or Patreon — to raise money for you to go into the studio and perform and distribute your song. Another songwriter comes along and remixes it, making a new version and also sampling from others’ songs. Both end up on YouTube and Soundcloud, on iTunes and Google Play. Audience members discover and share the songs. A particularly popular artist shares the remixed version on Twitter and Facebook and it explodes. A label has one of its stars record it. The star appears on TV performing it. A movie studio includes that song in a soundtrack. There are many constituents in that process: the subject, the songwriter, the patrons, the fans, the remixer, the distributor, the label, the star, the show, the studio, and the platforms. Each contributed value.
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Each may want to recognize value — but not all will want cash. There are other currencies in play: The poet may want credit and fame; the songwriter may want to sell concert tickets; the patrons may want social capital for discovering and supporting a new artist; the remixer may want permission to remix; the platforms may want a cut of sales or of subscription revenue; the show may want audience and advertising; the studio will want a return on its investment and risk.
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I’ve suggested they would be wiser to seek another currency from Google: data about the users, helping build better services for readers and advertisers and thus better businesses
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We will need a way to attach metadata to content, recording and revealing its source and the contributions of others in the chain of continuing creation and distribution.
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We need a marketplace to measure and value their contributions and a means to negotiate rewards and permissions
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And we need a legal framework to allow the flexible exploration of new models, some of which we cannot yet imagine.
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It took many more years for society to develop principles of free speech to balance the economic and political interests of those who would attempt to control a new tool of speech.
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We must reimagine the business of media and news from the first penny, asking where value is created, who contributes to it, where it resides, and how to extract it
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P2P Foundation » Blog Archive » Ethical Marketing in Age of Horizontal Social... - 0 views
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the development of marketing is sensible to its environment and is hence already self-limiting itself according to the previously mentioned legal and social framework
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explore new inner dynamics of marketing, new directions in the field of possibilities offered by the current organology and its articulations between techniques and social organization in order to influence and shape marketing as an associative force – in opposition to its current dissociative force – in the larger psychic, social and technic organology
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empower transindividuation, i.e. to make sure that an economic activity creates more possibilities of individuation than it tend to destroy by attempting to capture attention and canalize motivation in a funnel. Empower transindividuation would imply to empowering actors of their own lifestyle, winning back the savoir-vivre prescribing production
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transactions are more likely to be morally defensible if both parties enter it freely and fully informed
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the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace
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denying the schemes of addiction and the fact that we are becoming through the objects of attentions
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“if food advertising on TV were banned, significant reductions in the prevalence of childhood obesity are possible.” (Veerman et al. 2009)
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What is at stake falls to be much more complex than the sole Freedom of Speech invoked for the advertiser
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would mean to guaranty every citizen the right to choose where and when he wants to access the advertising information
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An economy of contribution means that users of a service are contributing to the production of these services.
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is open-source software that are contributively build by potentially hundreds of developers organized in communities
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change in the commercial paradigm, described as an Intention Economy i.e. the opposite of the Attention Economy
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with businesses rather than the usual paradigm in which businesses where fighting for a piece of canalized motivation
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Implementing such a system would nevertheless imply that marketing departments dispose of a system in which they could value their supplies and where they could be easily found by customers. Doc Searls promotes his answer to this issue: the Vendor Relationship Management system.
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the belief that free customers are more valuable than captive ones — to themselves, to vendors, and to the larger economy.
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3. Customers must have control of data they generate and gather. This means they must be able to share data selectively and voluntarily.
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5. Customers must be free to express their demands and intentions outside of any one company’s control.
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big data that is the rush for consumers’ information potentially leading to the same dead-end of attention destruction and affective saturation than the former offline paradigm
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the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace
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less imperfect and less biased information in a cultural context overvaluing transparency, and a bigger atomicity due to the hereafter introduced trend for re-localized peer production.
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means to find a new way to make the information circulate, what was the primary goal of advertisement
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Until there is no alternative to massive advertisement campaign for the information circulation, it is indeed hard to ask entrepreneurs and managers to get rid of those successors of propaganda: such a transition process necessarily imply adaptation costs from the producer and the consumer side, and possible competitive disadvantage against competitors still maximizing profit through advertisement means
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But the internet transformation of the general organology offers new way to think information circuits and potentially constitute an opportunity to externalize the socialization process of products that is to empower citizen-consumers organized in communities
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Empowering groups of citizen doesn’t annihilate the risks of mis-use or counterproductive interest-taker behaviors but a well-designed system of trust between peers could minimize this risk by creating a dependency to what social capital other peers give you, as it is happening in the sharing economy: the credibility of a contributive peer would be guaranteed through what the P2P Foundation calls Feedback systems and peer-police
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a strong structuration of products characteristics, allowing customers to personalize their choices according to their desire and constraints: such a “VRM+” system
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Marketing would then be the art of being as high as possible in this ranking, as it is happening in SEO for search engines, but in this context of criteria explosion, marketing would then be the disciple of listening to customers’ wishes and aspiration needing an attention, in order to kick in the production or to adapt the following series.
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Such a system would tremendously re-configure the balance of power and tend toward a form of equi-power i.e. a social organization in which abuses of a “big” would be the potential object of a ranking sanction by the peers
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a form of economic Darwinism would let to conscious organization the right to curve their path toward a durable configuration in accordance with the social ecosystem.
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the idea of equi-power is a form of homogenization of the social matter, in which the distortions in the balance of power would be compensated by the gathering of small forces sharing a common interest
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Such a sanction systems, if successfully implemented, would make value-destructing businesses progressively decline and hopefully bankrupt,
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This social capital contagion is nevertheless a tool that would need to be controlled in its form of violence by extensive testings and iterations with forms of protections for the smallest peers, that is to say to keep this form of social violence to institutionalized, classic forms of businesses, clearly beyond the line of what should be acceptable in the global village.
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the goal is here to create an artificial form of majority that is a self-censuring responsible behavior of corporations
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shared by Tiberius Brastaviceanu on 02 Apr 12
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Evolving Towards a Partner State in an Ethical Economy - 0 views
www.realitysandwich.com/_partner_state_ethical_economy
ethical economy new economy paper theory value networks Bauwens Michel
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Is there perhaps a new model of power and democracy co-evolving out of these new social practices, that may be an answer to the contemporary crisis of democracy
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has achieved capacities both for global coordination, and for the small group dynamics that are characteristic of human tribal forms and that it does this without 'command and control'! In fact, we can say that peer production has enabled the global scaling of small-group dynamics.
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Everyone can contribute without permission, but such a priori permissionlessness is matched with mechanisms for 'a posteriori' communal validation, where those with recognized expertise and that are accepted by the community, the so-called 'maintainers' and the 'editors', decide
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allowing for maximum human freedom compatible with the object of cooperation. Indeed, peer production is always a 'object-oriented' cooperation, and it is the particular object that will drive the particular form chosen for its 'peer governance' mechanisms
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The main allocation mechanism in such project, which replaces the market, the hierarchy and democracy, is a 'distribution of tasks'
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no longer a division of labor between 'jobs', and the mutual coordination works through what scientist call 'stigmergic signalling'
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every participating individual can see what is needed, or not and decide accordingly whether to undertake his/her particular contribution
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Such communities are truly poly-archies and the type of power that is held in them is meritocratic, distributed, and ad hoc.
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And they have to be, because an undemocratic institution would also discourage contributions by the community of participants.
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Hence, an increased exodus of productive capacities, in the form of direct use value production, outside the existing system of monetization, which only operates at its margins.
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Where there is no tension between supply and demand, their can be no market, and no capital accumulation
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Facebook and Google users create commercial value for their platforms, but only very indirectly and they are not at all rewarded for their own value creation.
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Since what they are creating is not what is commodified on the market for scarce goods, there is no return of income for these value creators
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If you did not contribute, you had no say, so engagement was and is necessary.
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⁃ At the core of value creation are various commons, where the innovations are deposited for all humanity to share and to build on ⁃ These commons are enabled and protected through nonprofit civic associations, with as national equivalent the Partner State, which empowers and enables that social production ⁃ Around the commons emerges a vibrant commons-oriented economy undertaken by different kinds of ethical companies, whose legal structures ties them to the values and goals of the commons communities, and not absentee and private shareholders intent of maximising profit at any cost
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the citizens deciding on the optimal shape of their provisioning systems.
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Is there any possibility to create a really autonmous model of peer production, that could create its own cycle of reproduction?
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contribute
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In this way, the social reproduction of commoners would no longer depend on the accumulation cycle of capital, but on its own cycle of value creation and realization
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Phyles are mission-oriented, purpose-driven, community-supportive entities that operate in the market, on a global scale, but work for the commons.
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Thijs Markus writes so eloquently about Nike in the Rick Falkvinge blog, if you want to sell $5 shoes for $150 in the West, you better have one heck of a repressive IP regime in place.
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An economy of scope exists between the production of two goods when two goods which share a CommonCost are produced together such that the CommonCost is reduced.
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2) The current system beliefs that innovations should be privatized and only available by permission or for a hefty price (the IP regime), making sharing of knowledge and culture a crime; let's call this feature, enforced 'artificial scarcity'.
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1) Our current system is based on the belief of infinite growth and the endless availability of resources, despite the fact that we live on a finite planet; let's call this feature, runaway 'pseudo-abundance'.
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So what are the economies of scope of the new p2p age? They come in two flavours: 1) the mutualizing of knowledge and immaterial resources 2) the mutualizing of material productive resources
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Partner State - P2P Foundation - 0 views
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So here we have it, the new triarchy: - The state, with its public property and representative mechanisms of governance (in the best scenario) - The private sector, with the corporation and private property - The commons, with the Trust (or the for-benefit association), and which is the ‘property’ of all its members (not the right word in the context of the commons, since it has a different philosophy of ownership)
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At its core would be a collection of commons, represented by trusts and for-benefit associations, which protect their common assets for the benefit of present and future generations
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The commons ‘rents out’ the use of its resources to entrepreneurs. In other words, business still exists, though infinite growth-based capitalism does not.
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More likely is that the corporate forms will be influenced by the commons and that profit will be subsumed to other goals, that are congruent with the maintenance of the commons.
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Much of its functions will have been taken over by commons institutions, but since these institutions care primarily about their commons, and not the general common good, we will still need public authorities that are the guarantor of the system as a whole, and can regulate the various commons, and protect the commoners against possible abuses. So in our scenario, the state does not disappear, but is transformed, though it may greatly diminish in scope, and with its remaining functions thoroughly democratized and based on citizen participation.
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In our vision, it is civil-society based peer production, through the Commons, which is the guarantor of value creation by the private sector, and the role of the state, as Partner State, is to enable and empower the creation of common value. The new peer to peer state then, though some may see that as a contradictio in terminis, is a state which is subsumed under the Commons, just as it is now under the private sector. Such a peer to peer state, if we are correct, will have a much more modest role than the state under a classic state society, with many of its functions taken over by civil society associations, interlinked in processes of global governance. The above then, this triarchy, is the institutional core which replaces the dual private-public binary system that is characteristic of the capitalist system that is presently the dominant format.
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fundamental mission is to empower direct social-value creation, and to focus on the protection of the Commons sphere as well as on the promotion of sustainable models of entrepreneurship and participatory politics
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trigger the production/construction of new commons by - (co-) management of complexe resource systems which are not limited to local boundaries or specific communities (as manager and partner) - survey of rules (chartas) to care for the commons (mediator or judge) - kicking of or providing incentives for commoners governing their commons - here the point is to design intelligent rules which automatically protect the commons, like the GPL does (facilitator)"
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retreating from the binary state/privatization dilemma to the triarchical choice of an optimal mix amongst government regulation, private-market freedom and autonomous civil-society projects
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the state does exist, and I believe that we can’t just imagine that we live in a future state-less society
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the emergence of the digital commons. It is the experience of creating knowledge, culture, software and design commons, by a combination of voluntary contributions, entrepreneurial coalitions and infrastructure-protecting for-benefit associations, that has most tangibly re-introduced the idea of commons, for all to use without discrimination, and where all can contribute. It has drastically reduced the production, distribution, transaction and coordination costs for the immaterial value that is at the core also of all what we produce physically, since that needs to be made, needs to be designed. It has re-introduced communing as a mainstream experience for at least one billion internet users, and has come with proven benefits and robustness that has outcompeted and outcooperated its private rivals. It also of course offers new ways to re-imagine, create and protect physical commons.
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communal shareholding, i.e. the non-reciprocal exchange of an individual with a totality. It is totality that we call the commons.
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It is customary to divide society into three sectors, and what we want to show is how the new peer to peer dynamic unleashed by networked infrastructures, changes the inter-relationship between these three sectors.
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In the current ‘cognitive capitalist’ system, it is the private sector consisting of enterprises and businesses which is the primary factor, and it is engaged in competitive capital accumulation. The state is entrusted with the protection of this process. Though civil society, through the citizen, is in theory ‘sovereign’, and chooses the state; in practice, both civil society and the state are under the domination of the private sector.
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Under fascism, the state achieves great independence from the private sector , which may become subservient to the state. Under the welfare state, the state becomes a protector of the social balance of power and manages the achievements of the social movement; and finally, under the neoliberal corporate welfare state, or ‘market state’, it serves most directly the interests of the financial sector.
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The private sector , under a regime of private ownership, is geared to profit, discounts social and natural externalities, both positive and negative, and uses its dominance in society to use and dominate the state.
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civil society has a relative power as well, through its capability of creating social movements and associations
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the endangerment of the biosphere through the workings of ‘selfish’ market players; the second is the role of the new digital commons.
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Peer production gives us an advance picture of how a commons-oriented society would look like. At its core is a commons and a community contributing to it, either voluntarily, or as paid entrepreneurial employees. It does this through collaborative platforms using open standards. Around the commons emerges enterprises that create added value to operate on the marketplace, but also help the maintenance and the expansion of the commons they rely on. A third partner are the for-benefit associations that maintain the infrastructure of cooperation. Public authorities could play a role if they wanted to support existing commons or the creation of new commons, for the value they bring to society.
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if a commons is not created as in the case of the digital commons, it is something that is inherited from nature or former generations, given in trust and usufruct, so that it can be transmitted to our descendents. The proper institution for such commons is therefore the trust, which is a corporate form that cannot touch its principal capital, but has to maintain it.
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Designing the Void | Management Innovation eXchange - 0 views
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This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable. You can see this from a game theory perspective - how to set a game which will drive a specific human behavior.
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This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable. You can see this from a game theory perspective - how to set a game which will drive a specific human behavior.
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Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that.
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Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that.
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The system is not made up of artifacts but rather an elegantly designed void. He says “I prefer to use the analogy of rescuing an endangered species from extinction, rather than engaging in an invasive breeding program the focus should be on the habitat that supports the species. Careful crafting of the habitat by identifying the influential factors; removing those that are detrimental, together with reinforcing those that are encouraging, the species will naturally re-establish itself. Crafting the habitat is what I mean by designing the void.”
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they are also responsible for managing their own capitalization; a form of virtual ownership develops. Everything they need for their work, from office furniture to high-end machinery will appear on their individual balance sheet; or it will need to be bought in from somewhere else in the company on a pay-as-you go or lease basis. All aspects of the capital deployed in their activities must be accounted for and are therefore treated with the respect one accords one’s own property.
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The result is not simply a disparate set of individuals doing their own thing under the same roof. Together they benefit from an economy of scale as well as their combined resources to tackle large projects; they are an interconnected whole. They have in common a brand, which they jointly represent, and also a business management system (the Say-Do-Prove system) - consisting not only of system-wide boundaries but also proprietary business management software which helps each take care of the back-end accounting and administrative processing. The effect is a balance between freedom and constraint, individualism and social process.
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Culture is like climate- it does not exist in and of itself- it cannot exist in a vacuum, it must exist within a medium.
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Incompatibility between the presenting culture and the underlying one provide a great source of tension
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The truth of course is that when tension builds to a critical level it takes just a small perturbation to burst the bubble and the hidden culture reveals itself powered by the considerable pent-up energy.
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Consider again the idea that for the health of an endangered species; the conditions in their habitat must be just right. In business, the work environment can be considered analogous to this idea of habitat.
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A healthy environment is one that provides a blank canvas; it should be invisible in that it allows culture to be expressed without taint
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The over-arching, high-level obligations are applied to the organization via contractual and legal terms.
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But it is these obligations that the traditional corporate model separates out into functions and then parcels off to distinct groups. The effect is that a clear sight of these ‘higher’ obligations by the people at the front-end is obstructed. The overall sense of responsibility is not transmitted but gets lost in the distortions, discontinuities and contradictions inherent in the corporate systems of hierarchy and functionalization.
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employees are individually rewarded for their contribution to each product. They are not “compensated” for the hours spent at work. If an employee wants to calculate their hourly rate, then they are free to do so however, they are only rewarded for the outcome not the duration of their endeavors.
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Another simplification is the application of virtual accounts (Profit and Loss (P&L) account and Balance Sheet) on each person within the business.
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The company systems simply provide a mechanism for cheaply measuring the success of each individual’s choices. For quality the measure is customer returns, for delivery it is an on-time-and-in-full metric and profit is expressed in terms of both pounds sterling and ROI (return on investment).
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The innumerable direct links back to an external reality -like the fragile ties that bound giant Gulliver, seem much more effective at aligning the presenting culture and the underlying embodied culture, and in doing so work to remove the existing tension.
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With a culture that responds directly to reality, the rules in the environment can be “bounding” rather than “binding”- limiting rather than instructive; this way individual behavior need not be directed at all. The goal is to free the individual to express himself fully through his work, bounded only by the limits of the law. With clever feedback (self-referencing feedback loops) integrated into the design, the individuals can themselves grow to collectively take charge of the system boundaries, culture and even the environment itself, always minded of the inherent risks they are balancing, leaving the law of the land as the sole artificial boundary.
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the conventional company, which, instead of rewarding enterprise, trains compliance by suppressing individual initiative under layer upon layer of translation tools.
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without the divisive and overbearing management cabal the natural reaction of humans is to combine their efforts
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recruited by another staff member (sponsor) and they will help you learn the basics of the business management system- they will help you get to know the ropes.
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Along with that job you will be given a cash float (risk capital), P&L Account, a Balance Sheet and computer software to help plan and record your activities. Your operation is monitored by your sponsor to see if you increase the margin or volume, and so establish a sustainable operation. Training and mentoring is provided to support the steep learning curve - but without removing the responsibility of producing a return on the sponsor’s risk capital.
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You will, in the meantime be looking to establish some of your own work for which you will not have to pay a commission or royalty to your sponsor and this will provide you with more profitable operations such that eventually you might pass back to the sponsor the original operation, as it has become your lowest margin activity. It will then find its way to a new employee (along with the associated Balance Sheet risk capital) where the process is repeated by the sponsor.[4]
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Remuneration for staff is calibrated in a way that reflects the balance of different forces around ‘pay’
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there is an obligation upon the company to pay a minimum wage even if the profitability of the operation does not support this
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there are therefore two aspects of the basic pay structure: one is “absolute” and reflects the entrepreneurial skill level of the employee according to a sophisticated grading scale
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A further 20% of the original profit will be paid into his risk capital account, which will be his responsibility to deploy in any way he sees fit as part of his Balance Sheet. Of the three remaining 20% slices of the original profit, one is paid out as corporation tax, another as a dividend to the shareholders and the last retained as collective risk capital on the company’s balance sheet- a war chest so to speak.
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Julian Wilson and Andrew Holm sell products / services to their staff (such as office space and software) they have an identical customer/supplier relationship with the other employees.
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Naturally there are some people that can’t generate a profit. The sponsor’s risk capital will eventually be consumed through pay. After a process of rescue and recovery- where their shortcomings are identified and they are given the opportunity to put them right, they either improve or leave, albeit with a sizeable increase in their skills.
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there is a gradual process of accustomisation; the void of the new employee is surrounded by others dealing with their particular activities, offering both role models and operations they may wish to relinquish. One step at a time the new employee acquires the skills to become completely self-managing, to increase their margins, to make investments, to find new business, to become a creator of their own success. Ultimately, they learn to be an entrepreneur.
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Matt Black Systems it is not simply commitment that they targeted in their employees, rather they aim for the specific human qualities they sum up as magic- those of curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality).
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a new form of association of individuals working together under the umbrella of a company structure: a kind of collective autonomy
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Turning an organisation on its head- removing all management, establishing a P&L account and Balance Sheet on everyone in the organisation and having customers payment go first into the respective persons P&L account has revolutionised this company.
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This innovative company’s approach views business success as wholly reliant upon human agency, and its wellspring at the individual level.
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problem (of unnecessarily high overheads placed on production) that arguably is behind the decline in western manufacturing
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organizational design brings to light the unconscious socio-philosophical paradigm of the society in which it exists, organizational development points to how change occurs.
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scientific management employs rationalism and determinism in pursuit of efficiency, but leaves no place for self-determination for most people within the system.
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today, a really “modern” view of an organization is more likely to be depicted in terms that are akin to an organism.
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the Taylorist approach may be more real in theory than in practice: its instrumentalist view of the workforce is cursed by unintended consequences. When workers have no space for their own creative expression, when they are treated like automata not unique individuals, when they become demotivated and surly, when they treat their work as a necessary evil; this is no recipe for a functional organization.
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The natural, human reaction to this is unionization, defiance and even outright rebellion; to counter this, management grows larger and more rigid in pursuit of compliance, organizations become top heavy with staff who do not contribute directly to the process of value creation but wield power over those who do.
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Even when disgruntled employees strike free and start their own businesses they seem unable to resist the hegemony of the conventional command-and-control approach
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Making the transition involves adherence to a whole new sociology of work with all the challenging social and psychological implications that brings.
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In the “theory of constraints” the goal is to align front-line staff into a neat, compact line for maximum efficiency. Surely the most considered approach is to have front-line staff self-align in pursuit of their individual goals?
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The removal of hierarchy and specialization is key to a massive improvement in both profitability and productivity. In summary: there are no managers in the company, or foremen, or sales staff, or finance departments; the company is not functionally compartmentalized and there is no hierarchy of command. In fact every member of staff operates as a virtual micro-business with their own Profit & Loss account and Balance Sheet, they manage their own work and see processes through from end to end
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if one creates a space in which staff pursue their own goals and are not paid by the hour, they will focus on their activities not the clock; if they are not told what to do, they will need to develop their own initiative; if they are free to develop their own processes, they will discover through their own creative faculties how to work more productively- in pursuit of their goals
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The human qualities which are of greatest potential value to the business are: curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality)
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These qualities are the very ones most likely to be withheld by an individual when the environment is ‘wrong’.
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Any elements in the business environment that undermine the autonomy and purpose of the individual will see the above qualities withheld
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the responsibility of the individual is formalized, specified and restricted. An improved system is not one where responsibility is distributed perfectly but rather one where there is simply no opportunity for responsibility to be lost (via the divisions between the chunks). Systems must be reorganized so responsibility -the most essential of qualities -is protected and wholly preserved.
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Matt Black Systems believe this can only be done by containing the whole responsibility within an individual, holding them both responsible and giving them ‘response-ability’
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productivity is up 300%, the profit margin is up 10%[3], customer perception has shifted from poor to outstanding, product returns are at less than 1%, “on time and in full” delivery is greater than 96%, pay has increased 100%.
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staff develop broader and deeper skills and feel greater job security; they get direct feedback from their customers which all go to fuel self-confidence and self-esteem.
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What is particular about their story is that behind it is a very consciously crafted design that surrounds the individualism of each person with hard boundaries of the customer, the law and the business. It is these boundaries rather than the instructive persona of ‘the boss’ that gives rise to the discipline in which individuals can develop. Autonomy is not the same as freedom, at least not in the loose sense of ‘do as you please’. An autonomous person is a person who has become self-governing, who has developed a capacity for self-regulation, quite a different notion from the absence of boundaries. Indeed, it is with establishing the right boundaries that the business philosophy is most concerned. The company provides the crucible in which the individual can develop self-expression but the container itself is bounded. Wilson calls this “designing the void”. This crucible is carefully constructed from an all-encompassing, interconnecting set of boundaries that provide an ultimate limit to behaviours (where they would fall foul of the law or take risks with catastrophic potential). It is an illusion to think, as a director of a company, that you are not engaged in a process of social conditioning; the basis of the culture is both your responsibility and the result of your influence. The trick is to know what needs to be defined and what needs to be left open. The traditional authoritarian, controlling characters that often dominate business are the antithesis of this in their drive to fill this void with process, persona and instruction. Alternatively, creating an environment that fosters enterprise, individuals discover how to be enterprising.
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http://www.central2013.eu/fileadmin/user_upload/Downloads/Tools_Resources/Cluster.pdf - 3 views
Contribute | OuiShare | A Creative Community for the Collaborative Economy - 0 views
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WebProtégé - 3 views
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I am using Protege to build a living systems ontology applied to SNESORICA. This ontology will constitute the backbone of value networks'infrastructure, modeled as living systems. If you want to contribute to the elaboration of this ontology please contact me, this web application is collaborative. I am also using it to build our Projects ontology. If you want to contribute to the elaboration of this ontology please contact me, this web application is collaborative.
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Value Accounting System - P2P Foundation - 0 views
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are not exchanging anything among themselves
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A value creation process that requires more than one individual can be based on following 3 arrangements
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All labor is transferred into fluid equity through a value accounting system, which grants ownership to the participant member to a percentage of the future revenue generated for the lifetime of the product created
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based on contributions
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horizontal governance system
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On the Phenomenon of Bullshit Jobs - STRIKE! - 1 views
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financial services or telemarketing, or the unprecedented expansion of sectors like corporate law, academic and health administration, human resources, and public relations
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provide administrative, technical, or security support for these industries, or for that matter the whole host of ancillary industries (dog-washers, all-night pizza deliverymen) that only exist because everyone else is spending so much of their time working in all the other ones
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It’s as if someone were out there making up pointless jobs just for the sake of keeping us all working. And here, precisely, lies the mystery. In capitalism, this is exactly what is not supposed to happen
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Sure, in the old inefficient socialist states like the Soviet Union, where employment was considered both a right and a sacred duty, the system made up as many jobs as they had to (this is why in Soviet department stores it took three clerks to sell a piece of meat)
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working 40 or even 50 hour weeks on paper, but effectively working 15 hours just as Keynes predicted, since the rest of their time is spent organising or attending motivational seminars
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The ruling class has figured out that a happy and productive population with free time on their hands is a mortal danger
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And, on the other hand, the feeling that work is a moral value in itself, and that anyone not willing to submit themselves to some kind of intense work discipline for most of their waking hours deserves nothing, is extraordinarily convenient for them
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Hell is a collection of individuals who are spending the bulk of their time working on a task they don’t like and are not especially good at
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they all become so obsessed with resentment at the thought that some of their co-workers might be spending more time making cabinets
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It’s not entirely clear how humanity would suffer were all private equity CEOs, lobbyists, PR researchers, actuaries, telemarketers, bailiffs or legal consultants to similarly vanish. (Many suspect it might markedly improve.)
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plagued with debts and a newborn daughter, ended up, as he put it, “taking the default choice of so many directionless folk: law school
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Now he’s a corporate lawyer working in a prominent New York firm. He was the first to admit that his job was utterly meaningless, contributed nothing to the world, and, in his own estimation, should not really exist
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I would not presume to tell someone who is convinced they are making a meaningful contribution to the world that, really, they are not. But what about those people who are themselves convinced their jobs are meaningless?
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(Answer: if 1% of the population controls most of the disposable wealth, what we call “the market” reflects what they think is useful or important, not anybody else.)
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should you meet them at parties and admit that you do something that might be considered interesting (an anthropologist, for example), will want to avoid even discussing their line of work entirely
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This is a profound psychological violence here. How can one even begin to speak of dignity in labour when one secretly feels one’s job should not exist?
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Yet it is the peculiar genius of our society that its rulers have figured out a way, as in the case of the fish-fryers, to ensure that rage is directed precisely against those who actually do get to do meaningful work
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in our society, there seems a general rule that, the more obviously one’s work benefits other people, the less one is likely to be paid for it
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There’s a lot of questions one could ask here, starting with, what does it say about our society that it seems to generate an extremely limited demand for talented poet-musicians, but an apparently infinite demand for specialists in corporate law?
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You can see it when tabloids whip up resentment against tube workers for paralysing London during contract disputes: the very fact that tube workers can paralyse London shows that their work is actually necessary, but this seems to be precisely what annoys people
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It’s even clearer in the US, where Republicans have had remarkable success mobilizing resentment against school teachers, or auto workers (and not, significantly, against the school administrators or auto industry managers who actually cause the problems)
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It’s as if they are being told “but you get to teach children! Or make cars! You get to have real jobs! And on top of that you have the nerve to also expect middle-class pensions and health care?”
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If someone had designed a work regime perfectly suited to maintaining the power of finance capital, it’s hard to see how they could have done a better job
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The remainder are divided between a terrorised stratum of the – universally reviled – unemployed and a larger stratum who are basically paid to do nothing, in positions designed to make them identify with the perspectives and sensibilities of the ruling class (managers, administrators, etc) – and particularly its financial avatars – but, at the same time, foster a simmering resentment against anyone whose work has clear and undeniable social value
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SIE-01-2014 - 0 views
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"Specific Challenge: SMEs play a crucial role in developing resource-efficient, cost-effective and affordable technology solutions to decarbonise and make more efficient the energy system in a sustainable way. They are expected to strongly contribute to all challenges outlined in the legal base of the Horizon 2020 Societal Challenge 'Secure, Clean and Efficient Energy'[1],"
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Collaborations: The rise of research networks : Nature : Nature Publishing Group - 0 views
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Collaboration is normally a good thing from a wider public perspective. Knowledge is better transferred and combined by collaboration, and co-authored papers tend to be cited more frequently
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independent contributions to joint efforts, usually in the form of data, that involve only weak intellectual interaction
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Papers with hundreds of co-authors contribute to the apparent pervasiveness of collaboration between countries.
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Consequently, distinguishing Malta's own science performance is already impossible. This blurring of national distinctiveness could be a growing issue.
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The rapid growth of each nation's research base and regional links, driven by relatively strong economies investing in innovation, will undoubtedly produce a regional research labour force to be reckoned with by 2020
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India has a growing research network with Japan, South Korea and Taiwan, although it is not as frequent a collaborator with China as one might expect
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Middle East, Egypt and Saudi Arabia have a strong research partnership that is drawing in neighbours including Tunisia and Algeria.
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Africa has three distinct networks: in southern Africa, in French-speaking countries in West Africa and in English-speaking nations in East Africa.
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use paths of least resistance to partnership, rather than routes that might provide other strategic gains
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countries in science's old guard must drop their patrician tendencies, open up clear communication channels and join in with new alliances as equal participants before they find themselves the supplicants.
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Collaboration between the public and private sectors has become more apparent because of government interest in exploiting research for economic competitiveness. Some data show that industrial investment in research seems to be dropping — perhaps a reaction to the recession, but the trend seems to be long term, at least in the United Kingdom9
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Incentives for collaborative innovation investment that draws directly on the science base would be a good start.
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So what are the costs and benefits of collaboration? It provides access to resources, including funding, facilities and ideas. It will be essential for grand challenges in physics, environment and health to have large, international teams supported by major facilities and rich data, which encourage the rapid spread of knowledge.
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The risk is that international, national and institutional agendas may become driven by the same bland establishment consensus.
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The iconoclastic, the maverick and the marginal may find a highly collaborative world a difficult place to flourish
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The New Normal in Funding University Science | Issues in Science and Technology - 1 views
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Government funding for academic research will remain limited, and competition for grants will remain high. Broad adjustments will be needed
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systemic problems that arise from the R&D funding system and incentive structure that the federal government put in place after World War II
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unding rates in many National Institutes of Health (NIH) and National Science Foundation (NSF) programs are now at historical lows, declining from more than 30% before 2001 to 20% or even less in 2011
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even the most prominent scientists will find it difficult to maintain funding for their laboratories, and young scientists seeking their first grant may become so overwhelmed that individuals of great promise will be driven from the field
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The growth of the scientific enterprise on university campuses during the past 60 years is not sustainable and has now reached a tipping point at which old models no longer work
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ederal funding agencies must work with universities to ensure that new models of funding do not stymie the progress of science in the United States
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The deeper sources of the problem lie in the incentive structure of the modern research university, the aspirations of scientists trained by those universities, and the aspirations of less research-intensive universities and colleges across the nation
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if a university wants to attract a significant amount of sponsored research money, it needs doctoral programs in the relevant fields and faculty members who are dedicated to both winning grants and training students
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Even though not all doctorate recipients become university faculty, the size of the science and engineering faculty at U.S. universities has grown substantially
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These strategies make sense for any individual university, but will fail collectively unless federal funding for R&D grows robustly enough to keep up with demand.
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At the very time that universities were enjoying rapidly growing budgets, and creating modes of operation that assumed such largess was the new normal, Price warned that it would all soon come to a halt
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the human and financial resources invested in science had been increasing much faster than the populations and economies of those regions
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growth in the scientific enterprise would have to slow down at some point, growing no more than the population or the economy.
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studies sounded an alarm about the potential decline in U.S. global leadership in science and technology and the grave implications of that decline for economic growth and national security
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Although we are not opposed to increasing federal funding for research, we are not optimistic that it will happen at anywhere near the rate the Academies seek, nor do we think it will have a large impact on funding rates
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universities should not expect any radical increases in domestic R&D budgets, and most likely not in defense R&D budgets either, unless the discretionary budgets themselves grow rapidly. Those budgets are under pressure from political groups that want to shrink government spending and from the growth of spending in mandatory programs
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The basic point is that the growth of the economy will drive increases in federal R&D spending, and any attempt to provide rapid or sustained increases beyond that growth will require taking money from other programs.
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The demand for research money cannot grow faster than the economy forever and the growth curve for research money flattened out long ago.
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The goal cannot be to convince the government to invest a higher proportion of its discretionary spending in research
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Getting more is not in the cards, and some observers think the scientific community will be lucky to keep what it has
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The potential to take advantage of the infrastructure and talent on university campuses may be a win-win situation for businesses and institutions of higher education.
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Why should universities and colleges continue to support scientific research, knowing that the financial benefits are diminishing?
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faculty members are committed to their scholarship and will press on with their research programs even when external dollars are scarce
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it is critical to have active research laboratories, not only in elite public and private research institutions, but in non-flagship public universities, a diverse set of private universities, and four-year colleges
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How then do increasingly beleaguered institutions of higher education support the research efforts of the faculty, given the reality that federal grants are going to be few and far between for the majority of faculty members? What are the practical steps institutions can take?
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change the current model of providing large startup packages when a faculty member is hired and then leaving it up to the faculty member to obtain funding for the remainder of his or her career
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universities invest less in new faculty members and spread their internal research dollars across faculty members at all stages of their careers, from early to late.
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national conversation about changes in startup packages and by careful consultations with prospective faculty hires about long-term support of their research efforts
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Many prospective hires may find smaller startup packages palatable, if they can be convinced that the smaller packages are coupled with an institutional commitment to ongoing research support and more reasonable expectations about winning grants.
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Smaller startup packages mean that in many situations, new faculty members will not be able to establish a functioning stand-alone laboratory. Thus, space and equipment will need to be shared to a greater extent than has been true in the past.
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construction of open laboratory spaces and the strategic development of well-equipped research centers capable of efficiently servicing the needs of an array of researchers
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Collaborative proposals and the assembly of research teams that focus on more complex problems can arise relatively naturally as interactions among researchers are facilitated by proximity and the absence of walls between laboratories.
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The more likely trajectory of a junior faculty member will evolve from contributing team member to increasing leadership responsibilities to team leader
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nternal evaluations of contributions and potential will become more important in tenure and promotion decisions.
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relationships with foundations, donors, state agencies, and private business will become increasingly important in the funding game
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Further complicating university collaborations with business is that past examples of such partnerships have not always been easy or free of controversy.
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some faculty members worried about firms dictating the research priorities of the university, pulling graduate students into proprietary research (which could limit what they could publish), and generally tugging the relevant faculty in multiple directions.
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University faculty and businesspeople often do not understand each other’s cultures, needs, and constraints, and such gaps can lead to more mundane problems in university/industry relations, not least of which are organizational demands and institutional cultures
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n addition to funding for research, universities can receive indirect benefits from such relationships. High-profile partnerships with businesses will underline the important role that universities can play in the economic development of a region.
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Universities have to see firms as more than just deep pockets, and firms need to see universities as more than sources of cheap skilled labor.
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We do not believe that research proposed and supervised by individual principal investigators will disappear anytime soon. It is a research model that has proven to be remarkably successful and enduring
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However, we believe that the most vibrant scientific communities on university and college campuses, and the ones most likely to thrive in the new reality of funding for the sciences, will be those that encourage the formation of research teams and are nimble with regard to funding sources, even as they leave room for traditional avenues of funding and research.
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Crowding Out - P2P Foundation - 1 views
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The curve indicates that while workers will initially chose to work more when paid more per hour, there is a point after which rational workers will choose to work less
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At that point, the leaders are no longer leaders of a community, and they turn out to be suckers after all, working for pittance, comparatively speaking
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under certain structural conditions non-price-based production is extraordinarily robust
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It just is not so easy to assume that because people behave productively in one framework (the social process of peer production that is Wikipedia, free and open source software, or Digg), that you can take the same exact behavior, with the same exact set of people, and harness them to your goals by attaching a price to what previously they were doing in a social process.
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There is, in fact, a massive amount of research that supports the idea that when you pay people to do something for you, they stop enjoying it, and distrust their own motivations. The mysterious something that goes away, and that “Factor X” even has a name: intrinsic motivation.
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Extrinsic rewards suggest that there is actually an instrumental relationship at work, that you do the activity in order to get something else
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If you pay me for it, it must be work
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It’s what we would call a robust effect. It shows up in many contexts. And there’s been considerable testing to try to find out exactly why it works. A major school of thought is that there is an “Overjustification Effect.” (http://kozinets.net/archives/133)
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Offering financial rewards for contributions to online communities basically means mixing external and intrinsic motivation.
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A good example is children who are paid by their parents for mowing the family lawn. Once they expect to receive money for that task, they are only willing to do it again if they indeed receive monetary compensation. The induced unwillingness to do anything for free may also extend to other household chores.
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Once ‘gold-stars’ were introduced as a symbolic reward for a certain amount of time spent practicing the instrument, the girl lost all interest in trying new, difficult pieces. Instead of aiming at improving her skills, her goal shifted towards spending time playing well-learned, easy pieces in order to receive the award (Deci with Flaste 1995)
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this is a more troubling example, as playing the harder pieces is also practicing - I would take this as a more complex mechanism at work - perhaps the reinterpretation by the girl that all playing was considered equal, due to the pricing mechanism, in which case the proximal solution would be to pay more for more complex pieces, or for levels of achievement - the question remains of why the extrinsic reward was introduced in the first place (unwillingness to practice as much as her parents wanted?) - which would indicate intrinsic motivation was insufficient in this case
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Suddenly, she managed to follow the prescription, as her own (intrinsic) motivation was recognized and thereby reinforced.
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The introduction of a monetary fine transforms the relationship between parents and teachers from a non-monetary into a monetary one
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"The effects of external interventions on intrinsic motivation have been attributed to two psychological processes: (a) Impaired self-determination. When individuals perceive an external intervention to reduce their self-determination, they substitute intrinsic motivation by extrinsic control. Following Rotter (1966), the locus of control shifts from the inside to the outside of the person affected. Individuals who are forced to behave in a specific way by outside intervention, feel overjustified if they maintained their intrinsic motivation. (b) Impaired self-esteem. When an intervention from outside carries the notion that the actor's motivation is not acknowledged, his or her intrinsic motivation is effectively rejected. The person affected feels that his or her involvement and competence is not appreciated which debases its value. An intrinsically motivated person is taken away the chance to display his or her own interest and involvement in an activity when someone else offers a reward, or commands, to undertake it. As a result of impaired self-esteem, individuals reduce effort.
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these are finally very useful - so from (a) as long as self determination is maintained (actively) extrinsic reward should not shut down intrinsic motivation AND (b) so long as motivations are recognized and reward dimensions OTHER THAN financial continue to operate, extrinsic reward should not affect intrinsic motivation
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External interventions crowd-out intrinsic motivation if the individuals affected perceive them to be controlling
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External interventions crowd-in intrinsic motivation if the individuals concerned perceive it as supportive
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In that case, self-esteem is fostered, and individuals feel that they are given more freedom to act, thus enlarging self-determination
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so effectively a system needs to ensure it is acting on all dimensions of reward, or at least those most important to the particular participant, ego (pride, recognition, guilt reduction, feeling needed, being helpful, etc), money (sustenance, beyond which it is less potent), meaning/purpose etc. If one ran experiments controlling for financial self sufficiency, then providing appreciation and recognition as well as the introduced financial reward, they might yield different results
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cultural categories that oppose marketplace modes of behavior (or “market logics”) with the more family-like modes of behavior of caring and sharing that we observe in close-knit communities (”community logics”)
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this is labor, this is work, just do it.
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When communal logics are in effect, all sorts of norms of reciprocity, sacrifice, and gift-giving come into play: this is cool, this is right, this is fun
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So think about paying a kid to clean up their room, paying parishioners to go to church, paying people in a neighborhood to attend a town hall meeting, paying people to come out and vote. All these examples seem a little strange or forced. Why? Because they mix and match the communal with the market-oriented.
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Payment as disincentive. In his interesting book Freakonomics, economist Steven Levitt describes some counterintuitive facts about payment. One of the most interesting is that charging people who do the wrong thing often causes them to do it more, and paying people to do the right thing causes them to do it less.
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You direct people _away_ from any noble purpose you have, and instead towards grubbing for dollars
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When people work for a noble purpose, they are told that their work is highly valued. When people work for $0.75/hour, they are told that their work is very low-valued
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you're going to have to fight your way through labour laws and tax issues all the way to bankruptcy
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Market economics. If you have open content, I can copy your content to another wiki, not pay people, and still make money. So by paying contributors, you're pricing yourself out of the market.
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You don't have to pay people to do what they want to do anyways. The labour cost for leisure activities is $0. And nobody is going to work on a wiki doing things they don't want to do.
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wow, exploitative in the extreme - no one can afford to do work for free, it cuts into paid work, family time etc. if they are passionate about something they will do it for free if they cannot get permission to do it for sustenance, but they still need to sustain themselves, and they are making opportunity cost sacrifices, and if you are in turn making money off of this you are an asshole.. go ahead look in the mirror and say "I am an asshole"
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No fair system. There's simply no fair, automated and auditable way to divvy up the money
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too complicated to do automatically. But if you have a subjective system -- have a human being evaluate contributions to an article and portion out payments -- it will be subject to constant challenges, endless debates, and a lot of community frustration.
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Gaming the system. People are really smart. If there's money to be made, they'll figure out how to game your payment system to get more money than they actually deserve
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They'll be trying to get as much money out of you as possible, and you'll be trying to give as little as you can to them
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If you can't convince people that working on your project is worth their unpaid time, then there's probably something wrong with your project.
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People are going to be able to sense that -- it's going to look like a cover-up, something sleazy
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Donate.
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Thank-you gifts
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Pay bounties
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We Have A Crazy Plan - 0 views
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“We have a crazy plan and what we’re going to do is create a crypto-currency that is backed by those shares. Then we’re going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.”
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""We have a crazy plan and what we're going to do is create a crypto-currency that is backed by those shares. Then we're going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.""
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The basic orientation of p2p theory towards societal reform: transforming civil society... - 1 views
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in a capitalist system, ‘civil society’ is not directly productive of the goods and services that we need to survive, live and thrive
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everything that needs to be made, has to be designed through collaborative innovation in the first place
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Both civil society and the notion of citizenship can be criticized for being insufficiently inclusionary, and therefore as ‘mechanisms of exclusion’.
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consisting of shared depositories of knowledge, code and design; the communities of contributors and users of such commons
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democratically governed by all participants and stakeholders in such commons
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civil society is the locus of the shared abundance of value creation, and the place for the continual dialogue regarding the necessities of common life.
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democratically decide
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the ‘common good’ of society as a whole
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The difference is that the commons where the immaterial value is created are positioned in a field of abundance characteristic for non-rival or anti-rival goods; while the for-benefit associations are responsible for the sometimes contentious allocation of rival infrastructures.
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Whereas the commons themselves are plurarchies based on permissionless contribution, forking and other rights guaranteeing the diversity of contributions and contributors; the for-benefit associations are democratically governed.
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true reform of the private sector and the corporate form.
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Under conditions of the rule of capital, for-profit corporations are beholden to work for the interests of the shareholders. This format allows for the accumulation of capital, but also indirectly of political power, through the power of money to influence politics and politicians. For-profit corporations are part of a system of infinite growth and compound interest, must continuously compete with other corporations, and therefore, also minimize costs. For-profit corporations are designed to ignore negative environmental externalities by avoiding to pay the costs associated with them; and to ignore positive social externalities, also by avoiding to pay for them. In terms of sustainability, corporations practice planned obsolescence as a rule, because while the market is a scarcity allocation mechanism, capitalism itself is a scarcity maintenance and creation mechanism. Anti-sustainable practices are systemic and part of the DNA of the for-profit corporation.
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Under conditions of peer production, design and innovation moves to commons-based communitiies, which lack the incentive for unsustainable design; products are inherently design for sustainability, and the production process itself is designed for openness and distribution.
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designed to make the commoners and the commons themselves sustainable, by not ‘leaking’ surplus value to external shareholders
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mission-oriented, community supportive, sustainability-oriented corporate forms, that operate in the marketplace but do not themselves reproduce capitalism.
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surplus value stays within the commons, allows its autonomous social reproduction, and sustains the commoners
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because commons and their communities are themselves specific, and do not automatically take into account the common good of society as a whole .
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A Partner State functions center around enabling and empowering social production and abandons some of the paternalistic aspects of the welfare state by focusing on strengthening the possibilities of autonomy.
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A Culture of Distrust - 0 views
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more useful concepts about trust, in particular "trust is a precursor to loyalty and engagement" which I have to think about re my mapping of *trust +engagement and *contribution recognition - also ties into vision and governance, and communication thereof - some warnings regarding monitoring and its perception
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shared by Kurt Laitner on 05 Jan 15
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Owning Together Is the New Sharing by Nathan Schneider - YES! Magazine - 0 views
www.yesmagazine.org/...ng-together-is-the-new-sharing
ouishare sensorica loomio enspiral cobudget ethereum sovolve swarm ownership sharing paper
![](/images/link.gif)
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VC-backed sharing economy companies like Airbnb and Uber have caused trouble for legacy industries, but gone is the illusion that they are doing it with actual sharing
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The notion that sharing would do away with the need for owning has been one of the mantras of sharing economy promoters. We could share cars, houses, and labor, trusting in the platforms to provide. But it’s becoming clear that ownership matters as much as ever.
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Léonard and his collaborators are part of a widespread effort to make new kinds of ownership the new norm. There are cooperatives, networks of freelancers, cryptocurrencies, and countless hacks in between. Plans are being made for a driver-owned Lyft, a cooperative version of eBay, and Amazon Mechanical Turk workers are scheming to build a crowdsourcing platform they can run themselves. Each idea has its prospects and shortcomings, but together they aspire toward an economy, and an Internet, that is more fully ours.
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Jeremy Rifkin, a futurist to CEOs and governments, contends that the Internet-of-things and 3-D printers are ushering in a “ zero marginal cost society“ in which the “collaborative commons” will be more competitive than extractive corporations
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once the VC-backed sharing companies clear away regulatory hurdles, local co-ops will be poised to swoop in and spread the wealth
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“We’re moving into a new economic age,” says Marjorie Kelly, who spent two decades at the helm of Business Ethics magazine and now advises social entrepreneurs. “It needs to be sustainable. It needs to be inclusive. And the foundation of what defines an economic age is its form of ownership.”
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It’s a worker-owned cooperative that produces open-source software to help people practice consensus—though they prefer the term “collaboration”—about decisions that affect their lives.
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From the start Loomio was part of Enspiral, an “open value network“ of freelancers and social enterprises devoted to mutual support and the common good.
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The team members recently had to come to terms with the fact that, for the time being, only some of them could be paid for full-time work They called the process “participatory downsizing.”
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And they can take many forms. Loomio and other tech companies, for instance, are aspiring toward the model of a multi-stakeholder cooperative—one in which not just workers or consumers are voting members, but several such groups at once.
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Loconomics is a San Francisco-based startup designed, like TaskRabbit, to manage short-term freelance jobs
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“People who have been without for a long time,” she says, “often operate with a mindset that they can’t share what they have, because they don’t know when that resource will come along again.”
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As Loconomics prepares to begin operations this winter, it’s running out of the pocket of the founder, Josh Danielson
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The ambition of a cooperative Facebook or Uber—competitive, widespread, and owned by its community—still seems out of reach for enterprises not willing to sell large parts of themselves to investors. Organizations like
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His fellow OuiShare founder Benjamin Tincq is concerned that too much fixation on a particular model will make it hard for well-meaning ventures to be successful. “I like the idea that we don’t need to have a specific legal status,” he says. “It’s more about hacking an existing legal status and making these hacks work.”
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Fenton’s new undertaking, Sovolve, proposes to “create innovative solutions to accelerate social change,” much as CouchSurfing did, but it’s doing the innovating cautiously. All work is done by worker-owners located around the world. Sovolve uses an internal platform—soon to become a product in its own right—through which contributors decide how much they want to be paid in cash and how much in equity. They can see how much others are earning. Their virtual workplace is gamified, with everyone working to nudge their first product, WonderApp, into virality
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Loomio’s members use a similar system, which they call Loomio Points. But Sovolve is no cooperative; contributors are not in charge.
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Open-source software and share-alike licenses have revived the ancient idea of the commons for an Internet age. But the “ commons-based peer production“ that Sensorica seeks to practice doesn’t arise overnight. Just as today’s business culture rests on generations of accumulated law, habit, and training, learning to manage a commons successfully takes time
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It makes possible decentralized autonomous organizations, or DAOs, which exist entirely on a shared network
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The most ambitious successor to Bitcoin, Ethereum, has raised more than $15 million in crowdfunding on the promise of creating such a network.
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all with technology that makes collective ownership a lot easier than a conventional legal structure
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A project called Eris is developing a collective decision-making tool designed to govern DAOs on Ethereum, though the platform may still be months from release.
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For now, the burden of reinventing every wheel at once makes it hard for companies like Sensorica and Loomio to compete
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For instance, Cutting Edge Capital specializes in helping companies raise money through a long-standing mechanism called the direct public investment, or DPO, which allows for small, non-accredited investors.
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Venture funding may be in competition with Dietz’s cryptoequity vision, but it provides a fearsome head start
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Co-ops help ensure that the people who contribute to and depend on an enterprise keep control and keep profits, so they’re a possible remedy for worsening economic inequality
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Sooner or later, transforming a system of gross inequality and concentrated wealth will require more than isolated experiments at the fringes—it will require capturing that wealth and redirecting its flows
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A less consensual strategy was employed to fund the Catalan Integral Cooperative in Spain; over the course of a few years, one activist borrowed around $600,000 from Spanish banks without paying any of it back.
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In Jackson, Mississippi, Chokwe Lumumba was elected mayor in 2013 on a platform of fostering worker-owned cooperatives, although much of the momentum was lost when Lumumba died just a few months later.