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User:Martind: Difference between revisions
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→The Hidden Laws of Hackspace
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* We're a social space that is heavily shaped by its interpersonal relationships. The hackspace does not work through processes or documentation, but through a critical mass of people who want to hang out with each other. | * We're a social space that is heavily shaped by its interpersonal relationships. The hackspace does not work through processes or documentation, but through a critical mass of people who want to hang out with each other. | ||
* We generally make decisions about shared resources by [http://en.wikipedia.org/wiki/Consensus_decision-making informal consensus]. However we're not dogmatically democratic, there is no steering committee, and generally little formal leadership. | * We generally make decisions about shared resources by [http://en.wikipedia.org/wiki/Consensus_decision-making informal consensus]. However we're not dogmatically democratic, there is no steering committee, and generally little formal leadership. | ||
* Although nobody is being paid to help fix your problems, some individuals may be surprisingly eager to help you out. Don't take this for granted, don't misunderstand this as an invitation to be lazy, and make sure to thank them afterwards! | * Although nobody is being paid to help fix your problems, some individuals may be surprisingly eager to help you out. Don't take this for granted, don't misunderstand this as an invitation to be lazy, and make sure to thank them afterwards! | ||
* It is wrong to say: "there's no-one in charge". You're in charge. If you are unable, then find someone who can take over. And if that fails the [[Organisation/Trustees | trustees]] will take over; they would prefer you do it instead. | * It is wrong to say: "there's no-one in charge". You're in charge. If you are unable, then find someone who can take over. And if that fails the [[Organisation/Trustees | trustees]] will take over; they would prefer you do it instead. | ||
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* The mailing list may seem like a scary place at first, but it is also one of our greatest assets: the community hivemind. It can have great intensity but also often is a source of great wisdom. A place where many voices build on each other, but also a source of many irreconcilable contradictions. Becoming familiar with it this is one of the key rites of passage for new members. | * The mailing list may seem like a scary place at first, but it is also one of our greatest assets: the community hivemind. It can have great intensity but also often is a source of great wisdom. A place where many voices build on each other, but also a source of many irreconcilable contradictions. Becoming familiar with it this is one of the key rites of passage for new members. | ||
** Strong recommendation: always remain polite, and [http://en.wikipedia.org/wiki/Wikipedia:Assume_good_faith assume good faith]. You're not being helpful if your own replies serve to escalate rather than clarify. | ** Strong recommendation: always remain polite, and [http://en.wikipedia.org/wiki/Wikipedia:Assume_good_faith assume good faith]. You're not being helpful if your own replies serve to escalate rather than clarify. | ||
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=== Making change === | |||
* Good work usually makes more change happen than good opinion. Instead of solving a problem by throwing demands at it you will likely be more successful by handing it over to a group of people who get along well and then letting them take charge. If you don't show up and contribute then it'll be hard for you to influence the outcome. | |||
* Making change is hard: it involves lots of initiative, and the patience to try again until you find the right way to make it work. It may entail having to change the habits of many people who have no reason to listen to you. This is by design. (And yes, it's not always good.) | * Making change is hard: it involves lots of initiative, and the patience to try again until you find the right way to make it work. It may entail having to change the habits of many people who have no reason to listen to you. This is by design. (And yes, it's not always good.) | ||
=== Infrastructure Projects === | |||
This is especially true for projects that have significance for the Hackspace as a whole: | |||
* When coordinating group work: [http://wiki-archive.emfcamp.org/2012/articles/m/a/r/User:Martind/Induction.html#Making_Important_Decisions Involve your community in larger decisions]. | |||
* Don't be too protective of your work and turn yourself into a bottleneck; instead allow others to help you whenever you are stuck. | |||
* Make sure to tell people about your plans. Otherwise there's a good chance you'll get distracted by silly misunderstandings and oversights, and lots of redundant labour. | |||
=== Recommended reading === | === Recommended reading === | ||
