Organisations are filters/flags/lenses on various aspects of a single business or community architecture.

Thought leadership Organisations have one or more thought leaders, leading by example and taking ultimate responsibility for brand identity, team building, strategic direction, care in the community and finances.

Missions are goal oriented and defined by a mission statement, operating within a general scope. Missions may be grouped hierachially, recursively or as a network of intersecting nodes.

Operations are defined as the practical steps required to achieve a mission's objectives.

Working methodologies are defined within groups by thought leaders and are implemented consensually. Any working methodology may theoretically be adopted although there is a drive to encourage the adoption of best practices.

Teams are transient and multidimensional. Team behaviour emerges from the connections made by individuals and groups.

Roles are transient and are assigned collaboratively on a project by project basis.

Assignments An individual may have a number of roles and be assigned to a number of projects simultaneously. Assignments may be formal or informal.

An objective is a mutually agreed goal. A number of objectives combined may lead to the successful completion of a mission.

Tasks are simple, mutually agreed steps leading to the completion of an objective.

Team methodologies are negotiated within the group. People are encouraged to develop their own methodologies.

Coercion Pushing people or in some other way influencing someone to do something they don't want to do is discouraged except when there has been some prior agreement.

Third party mediation may be used to resolve conflict, where all parties agree on the mediation.

Talking stick and other techniques may be used to communicate when there has been a communication breakdown.

Extensions If someone is busy, or has personal issues and there are no dependencies, timescales are extended to suit.

Dependencies Some teams may operate utilising dependencies. If dependencies are not met, roles may be shifted until the team is effective, particularly while undertaking tasks where time is of the essence.

Documentation Full documentation is encouraged to promote visibility, peer support and the adoption of best practices.

Proxies and peers There are no employers or employees. We are a network peers and proxies. A peer is someone you are working with, a proxy is someone you assign responsibility to. These are relative terms which only have meaning when applied to the relationship between people.

Best practices We utilise Facebook, Google and other best practice corporations and services to support business/community operations. Best practices evolve constantly, and vary depending on the purpose and structure of the framework to which they are being applied.

Finances Money is raised through fundraising, service provision and sales. Funds are not centralised, but are distributed in real time on the basis of prior agreements. Users are encouraged to utilise Google Spreadsheets to 'clock in' hours. Payment is re-imbursed upon receipt of funds.

Investment Assets and investments are not centralised and new projects rely on sales, services, fundraising and crowd investment to raise finances.

Contracts Agreements are negotiated using Facebook and then published within Facebook groups fit for the purpose to encourage full accountability. Disagreements are dealt with initially within the community.

Employment There are no employees, consequently nobody can be fired. Although groups and organisations are moderated by thought leaders, there is nothing to stop an individual from developing their own group. Support is not guaranteed, each individual within a network decides how much or how little they choose to support another individual.

Community care A great deal of emphasis is placed upon the importance of caring in the community, in particular, for those who are going through difficulities or have issues they are dealing with. It is important not to push people, and to remember that people are people first, and co-workers second.

A simple working cycle.

1 Initial discussion regarding skills, aims and objectives.

2 Extended social and business interaction to assess strengths, weaknesses, opportunities and potential blocking factors.

3 Agreement to proceed based on shared goals and principles.

4 Negotiation over timescales, workload, priorities and resource allocation.

5 Agreement to work on an initial task with loose dependencies

6 Renegotiation of roles, responsibilities and aims.

7 Agreement to work on a new task

8 Assessment individually and within the group

9 goto 7

It is possible to maintain several working cycles with different people and groups simultaneously. You do not have to do one thing at a time, it's boring. If someone else can only do one thing at a time, don't let them convince you that you have to limit yourself to meet their (limited) expectations. It's a free world, or at least, it ought to be.

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