Ethos - Revision history

TiberiusB at 20:05, 20 February 2026

2026-02-20T20:05:27Z

TiberiusB at 19:24, 15 December 2023

2023-12-15T19:24:00Z

TiberiusB at 01:09, 20 September 2022

2022-09-20T01:09:38Z

TiberiusB: /* Core values within peer production community */

2022-09-20T01:06:19Z

Core values within peer production community

TiberiusB: /* Ethos-related problems */

2022-09-20T01:02:54Z

Ethos-related problems

TiberiusB at 22:19, 19 September 2022

2022-09-19T22:19:59Z

TiberiusB at 19:54, 15 September 2022

2022-09-15T19:54:23Z

TiberiusB at 05:03, 6 July 2022

2022-07-06T05:03:29Z

TiberiusB: /* Core values within peer production community */

2022-04-15T16:48:42Z

Core values within peer production community

at 21:13, 7 November 2021

2021-11-07T21:13:42Z

@@ Line 23: / Line 23: @@
 We can follow the example of formalizing ethos in a real [[commons-based peer production]] ([[CBPP]]) environment, in the context of the [https://www.sensorica.co/ventures/food-and-agriculture/greens-for-good Greens for Good] venture within the [[Sensorica]] OVN. The results will be extrapolated to the entire [[Sensorica]] OVN and further to other CBPP initiatives.
-We see ethos as the foundation on which [[governance]] is built, a framework that constrains rules making and decision making. As [[Sensorica]] is slowly but surely moving to blockchain infrastructures for its digital working environments, affiliates are starting to automate some of the [[governance]] through [[smart contracts]]. How much of the [[governance]] will be on chain (embedded) and how much of it will be left to off chain? Game theory and economic considerations will be in tension with ethical considerations. For example, some people will advocate for generating individual wealth, others for maximizing public good. A solid ethos foundation is the key to avoid spending too much energy fighting over conflictual natural tendencies. Ultimately, formalized ethos should become machine readable to interact with smart contracts. It should form the boundaries of embedded [[governance]]. Further in the future, codified or formal ethos should also guide AI, if used for adaptive [[governance]], i.e AI-driven rules making.
+We see ethos as the foundation on which [[governance]] is built, a framework that constrains rules making and decision making. As [[Sensorica]] is slowly but surely moving to blockchain infrastructures for its digital working environments, affiliates are starting to automate some of the [[governance]] through [[smart contracts]]. How much of the [[governance]] will be on chain (embedded) and how much of it will be left to off chain? [[Game theory]] and economic considerations will be in tension with ethical considerations. For example, some people will advocate for generating individual wealth, others for maximizing public good. A solid ethos foundation is the key to avoid spending too much energy fighting over conflictual natural tendencies. Ultimately, formalized ethos should become machine readable to interact with smart contracts. It should form the boundaries of embedded [[governance]]. Further in the future, codified or formal ethos should also guide AI, if used for adaptive [[governance]], i.e AI-driven rules making.
 You might think that we’re not there yet, but the day of smart contracts approaches fast. In anticipation, we’re moving in that direction by codifying our ethos at least to make it more clear for humans, and we are linking it directly to our [[governance]]. Every rule that we make should refer to primitives of the ethos.

@@ Line 28: / Line 28: @@
 ==Ethos-related problems==
-When the actions of an organization depart from its ethos, members’ perception of legitimacy changes, which leads to psychological contract breach, organizational cynicism, and unethical behavior.
+When the actions of an organization depart from its ethos, members’ perception of legitimacy changes, which leads to psychological contract breach, organizational cynicism, and unethical behaviour.
-Relations between leadership and organizational ethos are well established. In CBPP leadership becomes desincarneted, a distributed process, therefore the ethos should not reside in the founders or the initiators of a network. When founders become inactive the network can drift.
+Relations between [[leadership]] and organizational ethos are well established. In CBPP [[leadership]] becomes desincarneted, a distributed process, therefore the ethos should not reside in the founders or the initiators of a network. When founders become inactive the network can drift.
 ==Process==

@@ Line 1: / Line 1: @@
 Defines the ethical '''standards'''. These socially acceptable norms (standards) are used to evaluate peer’s behavior.
-The ''ethos''is determined by [[culture]]. It specifies norms and organizes relations between [[agents]].
+The ''ethos'' is determined by [[culture]]. It specifies norms and organizes relations between [[agents]].
 The ''ethos'' is part of the [[organizational structure]]. It must be considered at the same time with other structural elements such as [[culture]], [[methodologies]], [[infrastructure]] and [[organizational interface]], because all these elements are interrelated and form a holistic system. In other words, it cannot be considered in abstraction of these other structural elements.
@@ Line 32: / Line 32: @@
 ==Process==
-[[Openness]] (access to participation) and its corollary [[Transparency]] (access to information) are important characteristics of CBPP initiatives. The level of access to processes and  information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between members of the platforms (discussed later). This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that CBPP platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
+[[Openness]] (access to participation) and its corollary [[Transparency]] (access to information) are important characteristics of [[CBPP]] initiatives. The level of access to processes and information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between [[agents]]. This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that [[CBPP]] platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
 =Core values within peer production community=
 values - implicit and explicit
-Get inspired from [https://docs.google.com/document/pub?id=1ryHd2nwko_4ax5I1DZX5W_vr_1QiBgSwMCtU8hZ1a2s SENSORICA's original doc]
+Get inspired from [https://docs.google.com/document/pub?id=1ryHd2nwko_4ax5I1DZX5W_vr_1QiBgSwMCtU8hZ1a2s Sensorica's original doc]
 ...building from some ''original ideas'' there:

@@ Line 44: / Line 44: @@
 ...building from some ''original ideas'' there:
-* representation
+* '''representation'''
 # proactive transparency
 # diverse perspective
-* receptiveness
+* '''receptiveness'''
 # open innovation
 # local basis, with permeable boundaries
 # individual autonomy rather than institutions
-* responsiveness
+* '''responsiveness'''
 # agility, adaptability
 # eliminate power relations, rely on value-based relations
 # self-organization relying on a feedback system and [[voluntary subordination]]
-* recognition
+* '''recognition'''
 # citation of adopted work
 # accreditation for training
 # reputation stakeholding
-* reification
+* '''reification'''
 # dogfood
-* replicability
+* '''replicability'''
 # Encourage sharing
 # Sustainability
-* reliability
+* '''reliability'''
 # Ethics
 # product is purpose
 # visible patterns
-* reciprocation
+* '''reciprocation'''
 # Fair reward system based on real contribution
 # Foster collaboration rather than competition

@@ Line 28: / Line 28: @@
 ==Ethos-related problems==
-When the actions of an organization depart from its formal ethos of an organization, members’ perception of legitimacy changes, which leads to psychological contract breach, organizational cynicism, and unethical behavior.
+When the actions of an organization depart from its ethos, members’ perception of legitimacy changes, which leads to psychological contract breach, organizational cynicism, and unethical behavior.
 Relations between leadership and organizational ethos are well established. In CBPP leadership becomes desincarneted, a distributed process, therefore the ethos should not reside in the founders or the initiators of a network. When founders become inactive the network can drift.
 ==Process==

← Older revision		Revision as of 22:19, 19 September 2022
Line 3:		Line 3:
	The ''ethos''is determined by [[culture]]. It specifies norms and organizes relations between [[agents]].		The ''ethos''is determined by [[culture]]. It specifies norms and organizes relations between [[agents]].

−	The ''ethos'' is part of the [[organizational structure]]. It must be considered at the same time with other structural elements such as [[culture]], [[methodologies]], [[infrastructure]] because all these elements are interrelated and form a holistic system. In other words, it cannot be considered in abstraction of these other structural elements.	+	The ''ethos'' is part of the [[organizational structure]]. It must be considered at the same time with other structural elements such as [[culture]], [[methodologies]], [[infrastructure]] and [[organizational interface]], because all these elements are interrelated and form a holistic system. In other words, it cannot be considered in abstraction of these other structural elements.

← Older revision		Revision as of 19:54, 15 September 2022
Line 1:		Line 1:
	Defines the ethical '''standards'''. These socially acceptable norms (standards) are used to evaluate peer’s behavior.		Defines the ethical '''standards'''. These socially acceptable norms (standards) are used to evaluate peer’s behavior.
		+
		+	The ''ethos''is determined by [[culture]]. It specifies norms and organizes relations between [[agents]].
		+
		+	The ''ethos'' is part of the [[organizational structure]]. It must be considered at the same time with other structural elements such as [[culture]], [[methodologies]], [[infrastructure]] because all these elements are interrelated and form a holistic system. In other words, it cannot be considered in abstraction of these other structural elements.
		+

	What are the socially acceptable norms within your OVN?		What are the socially acceptable norms within your OVN?

@@ Line 27: / Line 27: @@
 ==Process==
-Openness (access to participation) and its corollary [[Transparency]] (access to information) are important characteristics of CBPP initiatives. The level of access to processes and  information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between members of the platforms (discussed later). This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that CBPP platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
+[[Openness]] (access to participation) and its corollary [[Transparency]] (access to information) are important characteristics of CBPP initiatives. The level of access to processes and  information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between members of the platforms (discussed later). This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that CBPP platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
 We can start by exploring CBPP positive organization traits on one side and the weaknesses at the other.

@@ Line 13: / Line 13: @@
 Functions:
 * Making the OVN’s evolution less dependent on founders.
-* Constrain governance making within ethos boundaries.
+* Constrain [[governance]] making within ethos boundaries.
 * add others...
-We can follow the example of formalizing ethos in a real commons-based peer production (CBPP) environment, in the context of the [https://www.sensorica.co/ventures/food-and-agriculture/greens-for-good Greens for Good] venture within the Sensorica OVN. The results will be extrapolated to the entire Sensorica OVN and further to other CBPP initiatives.
+We can follow the example of formalizing ethos in a real [[commons-based peer production]] ([[CBPP]]) environment, in the context of the [https://www.sensorica.co/ventures/food-and-agriculture/greens-for-good Greens for Good] venture within the [[Sensorica]] OVN. The results will be extrapolated to the entire [[Sensorica]] OVN and further to other CBPP initiatives.
-We see ethos as the foundation on which governance is built, a framework that constrains rules making and decision making. As [[Sensorica]] is slowly but surely moving to blockchain infrastructures for its digital working environments, affiliates are starting to automate some of the governance through smart contracts. How much of the governance will be on chain (embedded) and how much of it will be left to off chain? Game theory and economic considerations will be in tension with ethical considerations. For example, some people will advocate for generating individual wealth, others for maximizing public good. A solid ethos foundation is the key to avoid spending too much energy fighting over conflictual natural tendencies. Ultimately, formalized ethos should become machine readable to interact with smart contracts. It should form the boundaries of embedded governance. Further in the future, codified or formal ethos should also guide AI, if used for adaptive governance, i.e AI-driven rules making.
+We see ethos as the foundation on which [[governance]] is built, a framework that constrains rules making and decision making. As [[Sensorica]] is slowly but surely moving to blockchain infrastructures for its digital working environments, affiliates are starting to automate some of the [[governance]] through [[smart contracts]]. How much of the [[governance]] will be on chain (embedded) and how much of it will be left to off chain? Game theory and economic considerations will be in tension with ethical considerations. For example, some people will advocate for generating individual wealth, others for maximizing public good. A solid ethos foundation is the key to avoid spending too much energy fighting over conflictual natural tendencies. Ultimately, formalized ethos should become machine readable to interact with smart contracts. It should form the boundaries of embedded [[governance]]. Further in the future, codified or formal ethos should also guide AI, if used for adaptive [[governance]], i.e AI-driven rules making.
-You might think that we’re not there yet, but the day of smart contracts approaches fast. In anticipation, we’re moving in that direction by codifying our ethos at least to make it more clear for humans, and we are linking it directly to our governance. Every rule that we make should refer to primitives of the ethos.
+You might think that we’re not there yet, but the day of smart contracts approaches fast. In anticipation, we’re moving in that direction by codifying our ethos at least to make it more clear for humans, and we are linking it directly to our [[governance]]. Every rule that we make should refer to primitives of the ethos.
 ==Ethos-related problems==
@@ Line 27: / Line 27: @@
 ==Process==
-Openness (access to participation) and its corollary Transparency (access to information) are important characteristics of CBPP initiatives. The level of access to processes and  information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between members of the platforms (discussed later). This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that CBPP platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
+Openness (access to participation) and its corollary [[Transparency]] (access to information) are important characteristics of CBPP initiatives. The level of access to processes and  information is specific to every initiative. It is caused by the change in the modular and granular setting which affects horizontal and vertical transparency between members of the platforms (discussed later). This change greatly affects the working environment, new dimensions come to work giving individuals the ability to express themselves. The question becomes “how to use and structure these dimensions?” for that we need to work maybe from the weaknesses. In other words, what are the common weak points that CBPP platforms face, on an organization level, and how can we mend them while keeping the ethical foundation intact? We can work case by case and try to draw parallels between them.
 We can start by exploring CBPP positive organization traits on one side and the weaknesses at the other.