Culture - Revision history

TiberiusB: /* Inclusive culture */

2026-01-27T18:25:34Z

Inclusive culture

TiberiusB: /* p2p culture incubators */

2026-01-27T18:25:19Z

p2p culture incubators

TiberiusB at 16:48, 9 February 2024

2024-02-09T16:48:28Z

TiberiusB at 19:25, 15 December 2023

2023-12-15T19:25:54Z

TiberiusB at 18:45, 23 October 2022

2022-10-23T18:45:21Z

TiberiusB at 18:42, 23 October 2022

2022-10-23T18:42:44Z

TiberiusB: /* Healthy culture, healthy network */

2022-09-20T03:17:23Z

Healthy culture, healthy network

TiberiusB: /* Voluntary subordination */

2022-09-20T03:16:27Z

Voluntary subordination

TiberiusB: /* Against collusion */

2022-09-20T01:25:54Z

Against collusion

TiberiusB: /* Against collusion */

2022-09-20T01:25:41Z

Against collusion

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 =Inclusive culture=
 Inclusive culture requires some version(s) of the following principles and tools: accessibility, freedom of expression, confidentiality and self-determination, along with ethics-based behavioral guidelines and (strictly limited) rules, including conflict resolution standards.
 Reference: [https://docs.google.com/document/d/1SSpb0BuAplWW6j9cR7G2kg2IvNO9T58-rJktinSqiw8/edit?tab=t.0 Inclusive Governance Principles]

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 =p2p culture incubators=
 * [[TaoDAO]] - community network in Brazil, practicing mutual support, nurturing analog p2p culture. [https://discord.gg/WxzNFTuvep Discord]
 =References=

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 =Why is culture important?=
-Culture is our social glue. Choosing to participate in a [[OVN]] is more than adapting to a new work environment, more than changing jobs from one company to another. It is more like emigrating to a different country. Changing cultural settings is VERY different from changing a job. We are talking about very different social settings, with very different internal dynamics and values, which reinforce their own ways of thinking, their own cultures.
+Culture is our social glue. Choosing to [[participate]] in a [[OVN]] is more than adapting to a new work environment, more than changing jobs from one company to another. It is more like emigrating to a different country. Changing cultural settings is VERY different from changing a job. We are talking about very different social settings, with very different internal dynamics and values, which reinforce their own ways of thinking, their own cultures.
-Because of the cultural factor [[OVNs]] must form and grow organically from a [[seed value]] and "social DNA", one participant at a time. [[Seed value]] embodies the set of incentives to catalyze the network formation. Social DNA establishes cohesion and mutual regard - the lasting spirit of collaboration over competition for example. One by one, new contributors will "emigrate" to this new promised land and gradually they will form a new socio-economical system.
+Because of the cultural factor [[OVNs]] must form and grow organically from a [[seed value]] and "social DNA", one [[participant]] at a time. [[Seed value]] embodies the set of incentives to catalyze the network formation. Social DNA establishes cohesion and mutual regard - the lasting spirit of collaboration over competition for example. One by one, new contributors will "emigrate" to this new promised land and gradually they will form a new socio-economical system.
 The cultural particularities discussed below need to be coupled to the [[Reputation system]], which is in turn connected to the [[Value system]].

← Older revision		Revision as of 19:25, 15 December 2023
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	''Leadership and Culture''		''Leadership and Culture''

−	Leadership and culture are the current focus of much of mainstream management best practice. But while a leader gains influence by setting standards and crafting a persuasive message, just how effective is that kind of influence on the front-line? After all, rules can be laid down to determine ~~behavior~~, but they can also be broken … and frequently are, in very ingenious ways. It is fashionable to talk about the primary role of the leader as the shaper of culture. The assumption goes; with the right rules and message the culture will capture the hearts and minds of the workforce and they will automatically do the right thing. But culture is a much more personal phenomenon, it is naïve to believe it is subject to such simple and direct influence. Certainly people are reactive and adaptive and will explicitly convey the impression that the message from leadership has been loyally embodied. But the truth is more subtle. The situation is analogous to teaching a parrot to “talk”; when the parrot says “who’s a pretty boy” it is not embodied “language” that is occurring, the parrot is not making a considered expression of its inner conscious landscape; there is no embodiment of meaning. The parrot is simply repeating a noise because it is rewarded to do so.	+	[[Leadership]] and culture are the current focus of much of mainstream management best practice. But while a leader gains influence by setting standards and crafting a persuasive message, just how effective is that kind of influence on the front-line? After all, rules can be laid down to determine behaviour, but they can also be broken … and frequently are, in very ingenious ways. It is fashionable to talk about the primary role of the leader as the shaper of culture. The assumption goes; with the right rules and message the culture will capture the hearts and minds of the workforce and they will automatically do the right thing. But culture is a much more personal phenomenon, it is naïve to believe it is subject to such simple and direct influence. Certainly people are reactive and adaptive and will explicitly convey the impression that the message from [[leadership]] has been loyally embodied. But the truth is more subtle. The situation is analogous to teaching a parrot to “talk”; when the parrot says “who’s a pretty boy” it is not embodied “language” that is occurring, the parrot is not making a considered expression of its inner conscious landscape; there is no embodiment of meaning. The parrot is simply repeating a noise because it is rewarded to do so.

← Older revision		Revision as of 18:45, 23 October 2022
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−	By ''integrated'' we mean that these elements express themselves in people's behavior without being conscious about them. When norms are integrated they don't need to be explicitly specified, people don't need to be reminded about them, other than in ''rituals''. When procedures are integrated people don't need to be presented with a methodology for how to go about their activities, they instinctively know how to.	+	By ''integrated'' we mean that these elements express themselves in people's behavior without being conscious about them. When norms are integrated they don't need to be explicitly specified, people don't need to be reminded about them, other than in ''rituals'', which are meant to strengthen / reinforce culture. When procedures are integrated, people don't need to be presented with a methodology for how to go about their activities, they instinctively know how to.

← Older revision		Revision as of 18:42, 23 October 2022
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−	'''Our working definition''': integrated values, norms, rules, procedures. Note that here we are only interested with ''working culture'', not with culture in general, which goes outside of the scope of [[OVN]] model discussions.	+	'''Our working definition''': integrated (as in incarnated) values, norms, rules, procedures. Note that here we are only interested with ''working culture'', not with culture in general, which goes outside of the scope of [[OVN]] model discussions.

	Culture determines the [[ethos]] of an [[organization]].		Culture determines the [[ethos]] of an [[organization]].

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 =Healthy culture, healthy network=
-The biggest problem we face with [[OVNs]] is that they are part of a new paradigm. The term [[http://en.wikipedia.org/wiki/Paradigm|"paradigm"]] is used here with its meaning given by Thomas Kuhn.
+The biggest problem we face with [[OVNs]] is that they are part of a new paradigm. The term [http://en.wikipedia.org/wiki/Paradigm|"paradigm"] is used here with its meaning given by Thomas Kuhn.
 The value network model transcends the basic socialism-capitalism dichotomy of standard economic thinking. Even if we provide someone with tools tailored for [[OVNs]] he will not know what to do with them. It's not just about the tools. It's not just about social networking. It's not just about collaboration. It's not just about sharing. It's a complex combination of all that and more.

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 ==Voluntary subordination==
-Some call that ''provisional delegation''. See [https://github.com/gcassel/Modular-Organizing-Terminology/blob/master/terms/delegate.md  Greg's definitions of delegation].
+Go to [[Voluntary subordination]]
 =Environments and culture - digital and physical=

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 [[Sensoricans]] also pioneered the [http://ovn.world/index.php?title=Venture#The_Open_and_non_transparent_venture open but non-transparent venture]], to be able to respond to some partner institutions' need of secrecy (temporary or otherwise).
-Also read [[Power]].
+Also read about [[Power]].
 =p2p culture incubators=

← Older revision		Revision as of 01:25, 20 September 2022
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	[[Sensoricans]] also pioneered the [http://ovn.world/index.php?title=Venture#The_Open_and_non_transparent_venture open but non-transparent venture]], to be able to respond to some partner institutions' need of secrecy (temporary or otherwise).		[[Sensoricans]] also pioneered the [http://ovn.world/index.php?title=Venture#The_Open_and_non_transparent_venture open but non-transparent venture]], to be able to respond to some partner institutions' need of secrecy (temporary or otherwise).
		+
		+	Also read [[Power]].

	=p2p culture incubators=		=p2p culture incubators=