How to make your project more open collaborative

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clickykbd / Foter / CC BY-NC-SA

by opencollaboration

Here are questions to think about to make your project more open collaborative:

1. Have you found people with a similar vision as yours?

2. Have you created a rapid prototype of your project. If so, what is it? If not, what might a rapid prototype be?

3. If you have created a rapid prototype of the project with collaborators, have you and some of these people created a next iteration of the project?

4. Are you helping satisfying individual needs?

5. Are you finding ways for individual passions to flower?

6. Have you created feedback loops so that you can find out how prototypes and iterations of your project has landed? If so, what are those feedback loops? If no,t what might they be?

7. Have you created a process that enables users of your project to co-develop the next iterations of it with you? If so, what is this process? If not, what might this process be?

8. Have you enabled a process which allows people to play multiple roles?

9. How well have you connected people with each other?

10. Have you created a safe space where people can listen and empathize with each other?

11. Do you have a facilitated discussion process that allows everyone to participate in the discussion? Core project people as well as more peripheral people.

12. Do you have facilitated discussion processes which allow a diversity of opinions and belief systems to be expressed?

13. Do you have a facilitated discussion processes which can assess, synthesize and integrate different choices, viewpoints, and opinions?

14. Has your project facilitated autonomous groups to form? If not how might you facilitate these groups to form in your project?

15. Have you created a way for outsiders to become participants in your project?

16. Have you created a gradation scale of ways people can become more and more involved in your project? If so, what are these gradation of steps? If not, what might the steps be?

17. Do you have sandboxes where people can experiment around with parts of the project without fear of failure?

18. Do you have a way of incubating new ideas and projects? If not, how might you encourage that in your project?

19. Do you have metrics with which everyone can track to measure progress in the project?

20. Have you created a platform where people can constantly communicate with each other? What does this platform look like?

21. Have you created a culture that inspires people to communicate more compassionately and non-violently?

22. Are you using restorative justice rather than punishment in your group? What does this process look like for your project?

23. Are you creating a shared pool of resources that everyone can tap into?

24. Are you creating non-owned products and services?

25. Do you have ways that can allow people to gift? If not, how might you do so?

26. Are people listening to what the collective field is asking to emerge?

Peer-To-Peer Leadership

Peer to Peer LeadershipPeer-To-Peer Leadership
Why the Network is the Leader
By Mila N. Baker

Why Read It? Mila Baker believes that most of today’s leadership theories are old wines in new skins and still rely on the leader-follower hierarchy. Yet hierarchy is breaking down everywhere in society, from politics to religion to social relationships — and most particularly in computers and networking.

Baker’s inspiration is the peer-to-peer model of computing, which is also mirrored in social networking technologies where a network with “equipotent” nodes of power — think peer leaders — is infinitely more powerful than a “client-server” (i.e., leader-follower) network. By creating organizations with leaders at all levels, architects of peer-to-peer organizations can build flexibility, resiliency, and accountability.

Read an excerpt here and buy the book for 30% off here.

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Practicing Positive Leadership
Tools and Techniques That Create Extraordinary Results
By Kim Cameron

Why Read It? Over a decade ago, Kim Cameron and his colleagues decided that rather than analyze what went terribly wrong with organizations and how to prevent it, they would look at what went extraordinarily right and how to replicate it. This research was the birth of positive organizational scholarship, a new field that focused on what they called “positive deviance” — outcomes that far exceeded normal success.

In his previous book Positive Leadership, Cameron outlined four leadership strategies — Positive Climate, Positive Relationships, Positive Communications, and Positive Meaning — that characterize exceptionally high-performing organizations. Here he takes these strategies further by laying out tactics for implementing them.
Read an excerpt here and buy the book for 30% off.