clarify

[libreriscv.git] / charter / discussion.mdwn

diff --git a/charter/discussion.mdwn b/charter/discussion.mdwn
index 5737147ba8ae6c3841b8d65f6a8f0ca481f33190..af0864b20b710368a04c0f78503d5eadb1eaeb64 100644 (file)
--- a/charter/discussion.mdwn
+++ b/charter/discussion.mdwn
@@ -8,7 +8,7 @@ the difference between "good" and "bad".  Codes of "Conduct" on the
 other hand have nothing to do with honour, and by the time the reader
 has finished going through a horrific list of "proscribed behaviours",
 what are the chances that they will actually genuinely feel that the
 other hand have nothing to do with honour, and by the time the reader
 has finished going through a horrific list of "proscribed behaviours",
 what are the chances that they will actually genuinely feel that the

-project is safe and welcoming?
+project is *actually* safe and welcoming?

 
 # The Systemic Laws of Organisations.
 
 
 # The Systemic Laws of Organisations.
 


@@ -66,7 +66,7 @@ When we do something well, it is vital that we (alone) own and hold the
 credit for that achievement (nobody else takes the credit; we *accept*
 the credit).  When we screw up, it is just as equally vital that we take
 responsibility for cleaning up our mess, and that nobody else is blamed
 credit for that achievement (nobody else takes the credit; we *accept*
 the credit).  When we screw up, it is just as equally vital that we take
 responsibility for cleaning up our mess, and that nobody else is blamed

-*or think they own it*, or tries to take it the task away from us!
+*or think they own it*, or tries to take the task away from us!

 
 In this way, two vitally important things happen.  Firstly: we can rely
 on each other, as we trust that the tasks that others chose will be
 
 In this way, two vitally important things happen.  Firstly: we can rely
 on each other, as we trust that the tasks that others chose will be


@@ -78,12 +78,14 @@ will be ours.
 # Decision-making and new contributors
 
 This section has two aspects.  The first is that everything but unanimous
 # Decision-making and new contributors
 
 This section has two aspects.  The first is that everything but unanimous

-decision-making is disempowering and de-motivating (harmful).  Majority rule
-(mob rule) is easily demonstrated to be so: anyone *not* in the majority
-quickly gives up in resignation, even if their contribution is critically
-important.  Unanimous decision-making requires that the issue be discussed
-until it is fully understood by *all* members (or members recognise that
-they do not or cannot understand the issue, and abstain).
+decision-making is disempowering and de-motivating (harmful).  Majority
+rule (mob rule) is easily demonstrated to be so: anyone *not* in the
+majority quickly gives up in resignation, even if their contribution is
+critically important (and in the political arena, "Minority Representative
+Groups" form as a direct result).  Unanimous decision-making requires
+that the issue be discussed until it is fully understood by *all* members
+(or members recognise that they do not or cannot understand the issue,
+and abstain).

 
 The introduction of new contributors really requires specially spelling
 out.  The last thing that is needed is for a new contributor to introduce
 
 The introduction of new contributors really requires specially spelling
 out.  The last thing that is needed is for a new contributor to introduce


@@ -95,3 +97,7 @@ project.  In a "mob rule" scenario, there is the potential for enough
 new members to join simultaneously that they could easily completely
 take over the project.  Unanimous decision making prevents this scenario.
 
 new members to join simultaneously that they could easily completely
 take over the project.  Unanimous decision making prevents this scenario.
 

+It is also worthwhile noting on the subject of unanimous decision-making:
+its effectiveness decreases as the number of contributors goes significantly
+above around eight.  If that occurs, delegate!  Form sub-projects, agree
+roles and responsibilities, and go for it.  Divide and conquer.