Difference between revisions of "How We Govern Ourselves"
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| − | Decision making (DM) could be | + | == Decision making (DM) could be == |
| + | |||
1) the lowest common denominator | 1) the lowest common denominator | ||
| + | |||
2) we have decided the following decisions and we need to pick one | 2) we have decided the following decisions and we need to pick one | ||
| + | |||
3) collaboration for ideation | 3) collaboration for ideation | ||
| − | + | First two are functions of centralized decision-making. | |
| − | + | Third is what we will need to be much better at as world gets more complex. | |
| + | == How do we map facilitation techniques to online tools? == | ||
| − | + | [https://www.loomio.org/marketing Loomio] seems to work best up to 200 groups | |
| − | + | Context is important, as are intended outcomes | |
| − | + | == Consensus == | |
| − | + | - the more people disagree or want clarification, the deeper a conversation can happen to reach a decision | |
| − | - the more people disagree or want clarification, the deeper a | ||
| − | conversation can happen to reach a decision | ||
| − | need to trust the process & feel safe | + | - need to trust the process & feel safe |
| + | |||
| + | |||
| + | We spend so much time in meetings; both Occupy and FEMA (Federal Emergency Management Agency) spend lots of time in meetings | ||
| − | |||
| − | |||
- because of check in process, Occupy allowed people to be more effective | - because of check in process, Occupy allowed people to be more effective | ||
| + | |||
- FEMA was much more top down, “we’ll get back to you on that" | - FEMA was much more top down, “we’ll get back to you on that" | ||
| − | + | ||
| − | herring | + | Time differential of consensus, real-time talk-based process is a red herring |
- difference is who is spending the time | - difference is who is spending the time | ||
| − | + | == Is one type of DM always better? == | |
| + | |||
- depends on who has the time | - depends on who has the time | ||
| + | |||
- also where we are at in the process | - also where we are at in the process | ||
| + | |||
Time is an important variable in the DM process | Time is an important variable in the DM process | ||
| − | - Agile is an example of democratic face to face meetings that are time | + | - Agile is an example of democratic face to face meetings that are time boxed to be efficient |
| − | boxed to be efficient | + | |
"Most facilitation is people lying to each other about time" | "Most facilitation is people lying to each other about time" | ||
| Line 42: | Line 49: | ||
Town Hall stye of government - e.g., Vermont | Town Hall stye of government - e.g., Vermont | ||
- allows for ambient sense of awareness, geographic, social | - allows for ambient sense of awareness, geographic, social | ||
| + | |||
- also facilitates safety in knowledge that there is an opportunity | - also facilitates safety in knowledge that there is an opportunity | ||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | potential for small groups with excellent DM skills to set different | + | * Proactive vs. Reactive decision-making |
| − | expectations for governance at other levels | + | |
| + | - regular check ins can help with maintenance and real-time course correction | ||
| + | |||
| + | - meeting with a boss about performance is cataclysmic, no stabilizing function over time | ||
| + | |||
| + | potential for small groups with excellent DM skills to set different expectations for governance at other levels | ||
can small groups work together in a liquid democracy / delegated democracy | can small groups work together in a liquid democracy / delegated democracy | ||
| − | + | ||
| + | *How does real-time vs asynchronous decision-making work? | ||
| + | |||
- might work better | - might work better | ||
| − | + | == How do people change their minds? What is the cognitive basis for decisions? == | |
| − | decisions? | + | |
- we have become so polarized | - we have become so polarized | ||
| − | |||
| − | |||
| − | |||
| − | Eecosphere, the incentives to action. Instead of “this is one thing you | + | - cross reference weaponized social session |
| − | can do, out of many.” It’s debilitating. This aligns their core needs | + | |
| − | with the outcome. Develop products which are sourced ethically. Taps | + | - conflict resolution needs to involve everyone, even those that committed the atrocities |
| − | into self motivation. So much advocacy assumes altruism. Let’s move into | + | |
| − | self-interest. | + | |
| + | Eecosphere, the incentives to action. Instead of “this is one thing you can do, out of many.” It’s debilitating. This aligns their core needs with the outcome. Develop products which are sourced ethically. Taps into self motivation. So much advocacy assumes altruism. Let’s move into self-interest. | ||
| + | |||
| + | |||
| + | The civic hacking space is much to focussed on the technology stack of government rather than the “decision” or “process” stack. | ||
| + | |||
| + | == Tools == | ||
| + | - [https://intertwinkles.org/ Intertwinkles] : tool for cooperative household to make asynchronous decisions outside of meeting times | ||
| − | + | - [https://www.loomio.org/ Loomio] | |
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
- Consensus | - Consensus | ||
| − | |||
| − | |||
| − | |||
| − | + | - [http://democracyos.org/ Democracy OS] | |
| + | |||
| + | - [http://samer.hassan.name/ Samer Hassan] - Fellow at Berkman Center - project management platform with collaboration in mind (WILLOW WILL ADD LINK) | ||
| + | |||
| + | == Books/references == | ||
| + | |||
- Tao of Democracy | - Tao of Democracy | ||
| + | |||
- Freedom is an endless meeting | - Freedom is an endless meeting | ||
| − | - Charlie DeTar - civic.mit.edu | + | |
| − | computer aided DM (WILLOW WILL ADD LINK) | + | - Charlie DeTar - [http://civic.mit.edu civic.mit.edu] - PDF of paper on computer aided DM (WILLOW WILL ADD LINK) |
| − | - Cultural Cognition Project - Yale - the “backfire effect” when someone | + | |
| − | is presented with proof that their position is wrong, the entrench | + | - Cultural Cognition Project - Yale - the “backfire effect” when someone is presented with proof that their position is wrong, the entrench further in their beliefs |
| − | further in their beliefs | + | |
| + | |||
| + | [https://www.flickr.com/photos/aspirationtech/26149212876/in/dateposted-public/ VISUAL NOTES ] | ||
| + | |||
| + | [[Category: 2015]][[Category: Governance]][[Category: Images]][[Category: Needs Cleanup]][[Category: Reading List]] | ||
Latest revision as of 01:24, 23 November 2016
Decision making (DM) could be
1) the lowest common denominator
2) we have decided the following decisions and we need to pick one
3) collaboration for ideation
First two are functions of centralized decision-making.
Third is what we will need to be much better at as world gets more complex.
How do we map facilitation techniques to online tools?
Loomio seems to work best up to 200 groups
Context is important, as are intended outcomes
Consensus
- the more people disagree or want clarification, the deeper a conversation can happen to reach a decision
- need to trust the process & feel safe
We spend so much time in meetings; both Occupy and FEMA (Federal Emergency Management Agency) spend lots of time in meetings
- because of check in process, Occupy allowed people to be more effective
- FEMA was much more top down, “we’ll get back to you on that"
Time differential of consensus, real-time talk-based process is a red herring
- difference is who is spending the time
Is one type of DM always better?
- depends on who has the time
- also where we are at in the process
Time is an important variable in the DM process
- Agile is an example of democratic face to face meetings that are time boxed to be efficient
"Most facilitation is people lying to each other about time"
Town Hall stye of government - e.g., Vermont - allows for ambient sense of awareness, geographic, social
- also facilitates safety in knowledge that there is an opportunity
- Proactive vs. Reactive decision-making
- regular check ins can help with maintenance and real-time course correction
- meeting with a boss about performance is cataclysmic, no stabilizing function over time
potential for small groups with excellent DM skills to set different expectations for governance at other levels
can small groups work together in a liquid democracy / delegated democracy
- How does real-time vs asynchronous decision-making work?
- might work better
How do people change their minds? What is the cognitive basis for decisions?
- we have become so polarized
- cross reference weaponized social session
- conflict resolution needs to involve everyone, even those that committed the atrocities
Eecosphere, the incentives to action. Instead of “this is one thing you can do, out of many.” It’s debilitating. This aligns their core needs with the outcome. Develop products which are sourced ethically. Taps into self motivation. So much advocacy assumes altruism. Let’s move into self-interest.
The civic hacking space is much to focussed on the technology stack of government rather than the “decision” or “process” stack.
Tools
- Intertwinkles : tool for cooperative household to make asynchronous decisions outside of meeting times
- Loomio
- Consensus
- Samer Hassan - Fellow at Berkman Center - project management platform with collaboration in mind (WILLOW WILL ADD LINK)
Books/references
- Tao of Democracy
- Freedom is an endless meeting
- Charlie DeTar - civic.mit.edu - PDF of paper on computer aided DM (WILLOW WILL ADD LINK)
- Cultural Cognition Project - Yale - the “backfire effect” when someone is presented with proof that their position is wrong, the entrench further in their beliefs