People have roles rather than positions, and roles can be composed as needed to accomplish whatever is necessary at any one moment.
Roles are assigned/reassigned based on personal strengths and some rank is established by peer evaluation.
This way people can’t get entrenched in a power position and the organization is fluid and adaptable.
This way people can also vote for the ones that are going to have some leadership, expert, coordination or whatever roles, so power or rather authority is distributed and the organization becomes more resilient.
Alignment is achieved by Developing a deep shared knowledge of the organization’s dynamics [http://www.mixhackathon.org/hackathon/contribution/develop-deep-shared-k...
Role ranking and the need to add or delete roles is revised regularly, by peer revision.
Identify the roles needed to accomplish the organization/unit/team’s purpose.
Have people propose themselves or others for each role.
Have people vote for the best candidates
Go on to Develop a deep knowledge of the organization’s dynamics [http://www.mixhackathon.org/hackathon/contribution/develop-deep-shared-k...
I highly commend Miquel's re-organization strategy because this system is based on generating a healthy, adaptable and sustainable system of accomplishing goals/doing work.
This idea brings to mind the reknowned psychologist, Abraham Maslow's approach toward a psychology of being where Maslow studied very healthy subjects and asked the question...what makes these subjects healthy? (a positive approach toward arriving at a destination)...as opposed to psychology's standard approach which asks...what is wrong with these subjects...what's their problem?
Distributive power/authority leads to a healthier, interdependent, "all boats float with the rising tide" way of accomplishing goals/doing work.
Complexity may require the creation/implementation of additional strategies...but the creation of a composable organization is the essential starting point! Great job, Miquel!!!
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