New organising is networganising which is different than both organising and networking performed by traditional organisation and network. It is a higher level synthesis of the best parts of the two and that goes beyond the practices of pre-synthesis hybrid forms networked organisation (networg) and organised network (orgnet). Networganising is what a networganisation does in order to reach out like minded, key peers, link them and their network base into each other while shaping a dynamic program and space in a peer to peer way. Networganisation eventually hyper-empowers all the nodes involved with its higher level capability of synthesis and embeddedness of the peer to peer relational dynamics and the peer to peer technologies into the networganising practice; its internal socialisation processes as well as its relationships with external entities. Networganisation will be replacing the organisation in the approaching era.
In 2010, Network member Örsan Şenalp coined the term “social network unionism”* to describe the shift towards “a peer to peer, transnational, common, and hyperempowered labour class movement“. Since then,Örsan has worked hard to bring us “tales from the typeface” of this new world of organizing. See: SNU Blog, Scoop.It, UnionBook group.
The deeper implications of social network unionism are only just starting to dawn on many of us. All of a sudden, workers have the ability to build huge open networks on their own, with or without the involvement of their union. They have begun to do so already, and we can expect a cumulative curve. Networks are cropping up in workplaces (Google+ “circles” encourages this, almost by default, as do FB’s new “smartlists”). Networks are appearing across organizations, and within occupations, industries and sectors. They are developing across borders (especially within transnationals). These chaotic groups make no distinction between union members and non-members, or between full-time and part-time employees. They discuss wages and conditions along with everything else, because that is what working people do, but Robert’s Rules do not apply. In fact, leaders come and go without even seeing themselves as such. This may be the deepest challenge yet to bureaucratic centralism and “business unionism“. The network is now the vanguard, as member Dan Gallin has put it). This transformation will make its way into every aspect of economics and production. Unions can be part of the steamroller or part of the road.
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Organizing P2P organizations
April 7, 2011 — Poor Richard
I probably should have titled this “Hacking the Organization”.
What follows is not a primer of organizational design but simply a back-of-the-envelope sketch of how a number of organizational design and management ideas might be applied to peer-to-peer (P2P) organizations. My intention is for these ideas to be adapted or “hacked” for P2P applications without getting hung up on ideology or terminology, much of which has historical baggage. The idea is to ignore the baggage, take what you can use, and leave the rest. However, if this gets picked apart and criticized from top to bottom it may still have served some purpose.
I recognize that many p2p activities may be amorphous, fluid, informally organized, or conducted by completely autonomous and independent individuals. My own preferred lifestyle is agrarian and communitarian. I’m not a particularly good team player. But I would…
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An open organisation is an organisation open to anyone who agrees to abide by its purpose and principles, with complete transparency and clearly defined decision making structures, ownership patterns, and exchange mechanisms; designed, defined, and refined, by all members as part of a continual transformative process. (Source: http://uniteddiversity.com)
URL = URL = http://www.open-organizations.org/
Methods and Tools for Collaborative Networked Organizations