Toward what? Most of us probably aren’t sure. But the people involved in a Wellington, New Zealand-based network called Enspiral have done more than just about anyone to figure out — to figure out where we’d want the future of work to be headed if the better angels of our nature were in charge. I’ve had the chance to visit them (and lived to tell the tale for Vice). Now, a trip down to Wellington, although I absolutely recommend it, is a little less necessary. The Enspiralites have created a book, Better Work Together, which chronicles in conversational stories and pictures their attempts to create a kind of community worth working toward.

Enspiral is fairly small, as organizations go — a few hundred active participants, a modest budget. Rather, it’s lean. Most of the Enspiralites’ businesses exist outside the organization, but attached to it, allowing Enspiral itself to take risks, learn lessons, and reinvent itself when necessary. It’s a community of early adopters. They offer themselves as beta-testers for a suite of collaboration software they’ve co-produced, such as Loomio and Cobudget. They relentlessly explore challenging governance frameworks like sociocracy and teal. They even funded the book’s production through a new blockchain-enabled platform called DAOstack (which still crashes my browser when I try to use it). These are not ordinary workers; they’re people with the passion, the patience, in many cases the privilege, and the fault-tolerance to repeatedly try stuff that may or may not work.

In the book, you’ll see why. There is a generosity and pleasure and even a spirituality in how they talk about their efforts that makes it all seem less like, well, work. There are typos, but these pale in comparison to the challenges we collectively face. The upshot is not a final theory or doctrine or destination, but a mode of working toward it, of declining to accept disguised versions of feudalism as good enough. Order it, digitally or physically, here.

Cross-posted at the MEDLab website and on Medium.

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Darren Sharp: How do you create a viable business or organization without a hierarchy?

Enspiral, an entrepreneurial collective based in Wellington, New Zealand, has been working to answer this question since 2010. Started as a group of individuals doing contract work together, the community quickly shifted to launching companies focused on making its ongoing experiments in self-organization accessible to a wider audience. Successful projects include Loomio, a worker-owned co-operative that developed an open source app for consensus decision-making.

Distributed leadership has been key to the success of Enspiral and thousands of other sharing, open source and peer-to -peer communities around the world that rely on participation and networked governance to achieve outcomes for the common good.

Alanna Irving, who contributed to Enspiral’s new book Better Work Together: How the Power of Community Can Transform Your Business, has co-founded multiple startups, including Loomio, Cobudget, Enspiral, and Dark Crystal. She currently works as executive director of the Open Source Collective. We caught up with Irving to learn more about bossless leadership and her practical advice for how groups can both share power and tap members’ strengths to drive personal and social transformation.

Darren Sharp: What’s the book’s core message?

Alanna Irving: Better Work Together doesn’t give you a formula to instantly make your organisation collaborative, flat, or purposeful — because there isn’t one. In this book, we share what we’ve learned by pushing the boundaries of the future of work in a network of social entrepreneurs called Enspiral.

It’s not a book of theory, but a field guide by and for practitioners. As is fitting for a book about non-hierarchical, peer-to-peer, distributed practices, these stories are told through many voices, in many forms, like essays, toolkits, illustrations, exercises, and even a bread recipe. Sharing the failures is as valuable as sharing the successes. The truth is organic, emergent, and human. You can’t tie it all up neatly with a bow on top, or claim that everything fits into a clever 4-quadrant diagram.

We want to offer what we have learned to others, so they can make it their own and take it even further. We’ve gathered up the best insights and transformational experiences we’ve had while growing companies, networks, and ourselves in pursuit of truly meaningful work. The core message is: Join us on the journey.

Why was Better Work Together developed, how are people using it, and what’s its impact so far?

We’re doers, often too busy doing to reflect and communicate. Enspiral has never been great at marketing itself. We’ve never been good at productising or selling what we do, because that’s never what it was about. But whenever bits of our story got out, in talks or blog posts or podcasts, people clambered for more.

I think there’s a lot of abstract theory out there about new paradigms for human group dynamics, but a lack of real, unvarnished, on the ground lived experience. People are hungry for it. The book is a way for us to bring some structure to analyzing and communicating the ideas, tools, and practices we’ve developed, and offering them to the world in an accessible format. It’s our way of recognizing that we’re part of a much bigger worldwide movement, away from top-down, command and control structures, toward bottom-up, consent-based, shared power. The book is our contribution to the larger collective discourse.

It’s been truly amazing to see people respond to the book all over the world, excitedly realising that they are far from alone in this work, and how much further we can go by sharing our stories. A lot of people are telling us they want to go deeper, so now we’re developing workshops and courses based on the book.

Your contribution to the book is largely about distributed leadership in groups. Can you share what that looks like using examples from your personal experience?

Some people think that rid of bosses means there’s no need for leadership. I think just the opposite: It means you need to grow the leadership capacity of everyone. Personally, it took me a long time to reclaim the notion of leadership, because I felt uncomfortable with all the baggage it carried from coercive power hierarchies.

There is a name for this thing I do, and it’s called leadership, but it’s not about bossing people around. Once I was able to uncouple leadership from positional authority, I began to see it purely as a force that moves human groups toward coordination and velocity and away from entropy. It became clear that leadership is not contained in a specific role, but can and should be distributed among many people and processes.

This led me to questions like “How do I develop as a leader when there’s no ladder to climb?” and “How can I increase overall leadership capacity in my network?” I developed a framework for understanding these ideas, which is in a section of the book called “How to Grow Distributed Leadership”, which builds up from the base of shared power and self-leadership through leading others, leading leaders, and ecosystem leadership.

The framework has definitely helped me think more consciously about my own development, and how to mentor others who are intentionally developing leadership capacity in their own networks.

You use archetypes or personas to describe different types of leadership which have their corresponding shadow aspects. How can people become aware of their shadow aspects and make the most of them in group situations?

One of the chapters I wrote in the book describes a leadership development framework I created called Full Circle Leadership. In my work at Enspiral, I noticed an eight-step life cycle projects went through, and saw how projects fell over or fizzled if they missed some steps.

It partly came out of my annoyance that, as a network, we were great at coming up with new ideas but not as good at taking them all the way to completion. I needed to get the word “operationalisation” into our collective vocabulary. I also saw other organisations with the opposite dynamic: great at maintaining but struggling to innovate.

In parallel, as an operational leader, I went through a process of developing empathy for visionary leaders, and came to understand that we weren’t at two opposite ends of a spectrum, but part of a circle. Each of the eight steps represents its own unique kind of leadership, all of which are valuable and important.

This became a lens to better appreciate and nurture diverse leadership strengths. Equally, it’s a lens for awareness of the shadow sides. I got better at seeing my own shadows as a leader, and seeing both the light and dark sides of my collaborators. This is why working alongside diverse, respected peer leaders, who are different to you, is so important.

How can groups leverage people’s strengths and also take team members out of their comfort zone to learn new skills?

This work asks a lot of us. There is no way to keep engaging deeply, purposefully, and vulnerably in community without a lot of self-development. Sometimes we call that The Work. It never ends because humans are dynamic, complex, living beings, and groups of humans even more so.

On one level, it means always being out of your comfort zone. On another level, it means gaining a profound sense of purpose, confidence in you abilities, and unambiguous commitment to guiding values that stay steady in the face of enormous change. It’s great if you can be responsibly and safely held and guided by someone who “knows what they’re doing”, but really, no one knows what they’re doing when you’re charting new territory and constantly experimenting. It can be risky. You need a lot of self awareness and excellent boundaries.

My seven or so [years] at Enspiral felt like a never-ending stream of intensive challenges and growth opportunities. I learned so much about myself, at the same time I was learning about startups, facilitation, building technology, social impact, money, and everything else. It was incredibly rich — and, frankly, exhausting. I miscalculated and burned out multiple times.

There’s a lot in the book about self care, well-being, group processes for looking after each other, and strategies for avoiding burnout when you’ve got a fiery passion in your heart. The risk and challenge are inherent, so I’d definitely encourage people to regularly reflect and check in about how it’s really going. But to me, there is no question that it’s worth it.

Power dynamics are an inevitable characteristic of human groups. What advice do you have for groups for making them more transparent? When does it make sense to share power and what steps can groups take to get there?

The first step is to practice talking about power dynamics openly, regardless of their shape. A healthy culture means being honest about power. If you are a hierarchy, admit it. Own it! Sometimes hierarchies are the right shape for what you’re trying to do. You can have consent-based, ethical hierarchies. A lot of people actually just want to be told what their job is.

Talking about power dynamics will allow you to collectively ask important questions, like “How is our structure working for us? Could it be improved?” Sometimes groups that aspire to less hierarchy will treat power like a taboo, and try to pretend it doesn’t exist. This will not result in shared power, only in implicit, unaccountable power.

Power dynamics are an inherent property of human groups. Your collective task is to take ownership of your group’s power dynamics and make them work for you. One frame I often use is “align power and responsibility.” If people have responsibility for things they don’t have power over, or are exerting power over things they aren’t taking responsibility for, you’ve got a problem.

Sometimes that’s about an internal emotional boundary around what you will feel responsible for. Sometimes it’s about restructuring roles to give power over their scope of responsibility. Sometimes it’s about calling out unacknowledged power. It’s a frame I find useful to examine in a lot of situations.

Finally, consider how our work on power in the context of human society overall [is] inextricably linked to social justice. We need to consider how power dynamics function at every level, from the macro to the micro, to truly understand them.

This interview has been edited for length and clarity.

ABOUT THE AUTHOR

Darren Sharp | Twitter

Darren Sharp is a leading sharing economy strategist, consultant and researcher.  As founding Director of Social Surplus he develops strategy and facilitates capacity-building using strength-based approaches including asset-based community development,

The post What Enspiral can teach us about how to run a company with no boss appeared first on P2P Foundation.

Enspiral is a rather unique organisation, often featured in this blog. Over the years the number of participants, its core structure and overall network have evolved in fascinating and informative ways. This evolution along with the many lessons learned is chronicled in their collective book “Better work together”.

As such the book does not theorise. Instead, it offers tales of success and failure as well as the occasional bread recipe. That is, it employs a diverse set of story-telling methods (which reflects the diversity amongst Enspiral members), enhanced by striking visuals to provide empirical accounts of peoples’ experience within this initiative which is driven by the nicer part of the human psyche. There is practical advice abound and even spiritual guidance to achieving personal growth but also better work results through meaningful collaboration and generosity.

The book is written by ten authors and structured in short essays that can be read independently. Different viewpoints with different insight to instil. Overall it offers a beginning but no end. Perhaps a set of principles or a template on social change which comes with hard work and positive negotiation. So, for those looking for a grand narrative about changing the world, this book might not be for you. For those interested in the nitty-gritty of how to build more democratic structures, however, as well as some stories to restore faith in humanity then it is definitely worth a read.

You can get a digital or physically here.

Chris Giotitsas is a Core Member of the P2P Lab research collective and a post-doctoral researcher at Tallinn University of Technology.

The post Better Work Together: A Short Review appeared first on P2P Foundation.

As a more recent Enspiral member based in Europe, they asked me to write about the larger landscape I saw a network such as Enspiral being part of. I had gotten to know this space quite well and from a different perspective, by being in the midst of the global Ouishare community since 2012. I liked the prompt, and said yes.

A global movement with no name

My essay in Better Work Together, Welcome to the age of participation, puts forward a question: are organizations like Enspiral and Ouishare isolated phenomena, or are they part of a larger, emerging movement? If this is a movement, what are its characteristics? What are the key themes and commonalities? Who is part of it? What could be its’ impact on the world?

In reflecting on my experiences over the past 8 years in various countries, communities and (many) gatherings, the conclusion I reach is no — these are not isolated phenomena. They are part of a growing movement. This left me with a challenge: how do I describe a movement that my intuition tells me exists, but that has no name or quantitative measure? In my essay, I put words to my experiences to draw out the common patterns and themes I can see.

There is a movement on the rise that it is leveraging the power of community, networks, and participation to work on systemic challenges.

Here is how I describe this global movement: a movement that it is leveraging technology and the power of community to connect local and global action and form networks to work on systemic challenges. This not only exists conceptually, but is a tangible reality with a growing number of projects scattered across the globe. The organizations that are part of it come from a broad range of sectors — from environment, to agriculture, to education, to health, to business, to politics. This diversity makes it harder for them to recognize each other. Yet, while their areas of work may differ, their modes of operating are similar. They are aware that their work is a contribution — not a complete solution — to the challenge they aim to solve, and that it is a piece in a much larger puzzle (of global wicked problems).

To understand the facets of this movement more clearly, I identified five main fields (not the only ones) it spans across:

1. The Sharing & Collaborative Economy
2. Circular Economy & Ecological Activism
3. Social Entrepreneurship & Impact
4. Open Source & Decentralization
5. Digital Nomadism & Freelancer collectives

As broad and different as these fields may seem, many of the people and organizations working in them share an ethos, a culture, and many common values. In my essay I paint a colorful picture of this culture and those who are championing it.

Its’ stars are not famous figureheads, but the communities as a whole.

Here is a snapshot of some of the organizations I alone have encountered throughout my work, whom I see as part of this culture (and which are mentioned as examples in the book):

Amanitas Collective, B-Corp, Civic Wise, Commons Network, Edmund Hillary Fellowship, Fab City, Holochain, Impact Hub Network, MakeSense, Malt, Open Collective, Open Food Network, Ouishare, Platform Coop, P2P Foundation, Remotive, Scuttlebut, Shareable, Transition Towns Network, Wemind, Zero Waste Network.

And there are so many more.

Moving from connecting to collective action

This movement has matured a lot since I entered it in 2011, from a fuzzy niche to gradually becoming more defined. The level of connections between the people and organizations within this ecosystem has been increasing, but that is just the first step.

We can all be different and united in action.

Cross-community initiatives like Neotribes, Human Networks, and Dgov Foundation are demonstrating the value of working beyond your own community and networking the networks. Now it’s time we use the fabric we have been weaving between us to move from connecting to collective action. If this movement is to achieve the impact the world needs right now, we need to recognize: we can all be different while united in action.

Read the full essay in Enspiral’s first book, Better Work Together!

Better Work Together reflects on 7+ years of learnings from the Enspiral community through short essays, practical guides, toolkits and personal reflections. It covers different facets of the future of work, including self management, collective structures, cultural processes and tools to deliver a global perspective on how embracing new ways of working together can transform how we do businesses — with practical examples from real world learning.

If you liked this article, I appreciate your claps, following me on Medium and twitter.

Follow the organizations mentioned above on Medium: OpenCollectiveHolochain Design OpenFoodFrance B Corporation B Lab UK BCorpSpainRemotive Malt Shareable TransitionTown Media Fab City Global InitiativeImpact Hub makesense

Thank you Kate Beecroft for the edits and Joshua Vial for the title inspiration!Some rights reserved

The post Better Work Together: Reflections from a nascent movement appeared first on P2P Foundation.

After nearly a decade of testing and growing ideas, this is their first collectively written book. Sharing vision, reflections and insights, this practical resource will help you create radically collaborative, innovative and caring workplaces where people thrive.

Better Work Together includes:

• Practices you can use to grow your capacity to lead and innovate.
• Waus to expand your thinking with new ideas for a different kind of workplace.
• Useful processes and tools you can adopt in your business.

Are you using business as a force for positive change in our world?

Looking for your community?

You are a solo entrepreneur or freelancer who is missing a deeper sense of purpose and connection. You are looking to collectivise and build your tribe. You might be exploring co-working or looking for aligned collaborators.

Growing your community?

You’re actively building the future of work already, and you want to learn from the experiences of others and find solidarity in stories of your peers—to use what works and avoid what doesn’t.

Leading transformation?

You are a leader or intrapreneur in an existing organisation, and you are actively learning about the future of working together. You want to create a purposeful, engaging culture. You are looking for other ideas to get unstuck or increase your impact.

Authored, with love, by a team of passionate entrepreneurs.

This project would not have been possible without the support and contribution of the Enspiral community. Learn more about the people behind the book here.

Republished from BetterWorkTogether.co. Buy the book here.

The post Book of the Day: Better Work Together – How the power of community can transform your business appeared first on P2P Foundation.

The book will be reflective of quite a few people’s thinking – a real community effort, coordinated by a strong core team.

It will be mixture of short essays, personal reflections, collective thinking and really practical guides. It’s being written to be relevant for both entrepreneurs, founders and freelancers as well leaders and cultural influencers in larger organisations.

We’re aiming for this project to share our learnings, inspire action and help grow the global movement of people putting purpose at the heart of their work – so we hope has a wide appeal.

We would love your support.

Our crowdfunding campaign is live and you can be part of the special first edition release of the book here.

You can support our campaign here and pre-order your copy of the book here – and we would love all the help we could get to share the word as well!

Thanks so much!

betterworktogether.co

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