Movement Strategy/Recommendations/Iteration 3/Coordinate Across Stakeholders/fr
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This is an archive for draft recommendations. Visit Strategy/Wikimedia movement/2018-20/Recommendations to read the final recommendations. |
Lien avec d'autres recommandations
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This recommendation proposes the idea of building processes that encourage coordination and implementation of plans and ideas of differing scales for the growth of the Movement. It is supported by the recommendations: ‘Plan Infrastructure Scalability’, ‘Improve User Experience’, ‘Provide for Safety and Security’, ‘Ensure Equity in Decision-Making’, and ‘Evaluate, Iterate, and Adapt’. |
Nous devons développer des pratiques de coopération et de collaboration entre les différentes parties prenantes pour parvenir à des modes de prise de décision plus équitables. La coordination doit être facilitée par la structure du Mouvement elle-même, ainsi que par des solutions technologiques et des plateformes qui tiennent compte des besoins des différentes parties prenantes en fonction de leurs contextes respectifs, tout en s’appuyant sur le savoir interne du Mouvement.
Pourquoi
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The need for coordination was clearly evident during community conversations[1], as often there is a lack of harmony between the volunteer communities and other parts of the Movement.[2] A lack of clarity about the roles of the various stakeholders, ineffective communication channels,[3] and differing prioritization systems have created points of conflict, perceptions that decision-making has occurred without consultation, and lack of unity of purpose.[4] To ensure equity and access, we need to coordinate among stakeholders to address power imbalances that may facilitate elitism with little to no accountability among/to different Movement participants. We need to be accountable to each other and work together to reach our strategic goals.[5] Distributed leadership and power structures are key areas for developing and promoting equity in the Movement.[6] This distributed structure comes with an increased need for effective coordination among the various players, to ensure that problems and challenges are solved inclusively and transparently, rather than simply shifted from one area to another.[7] We must have processes and procedures that clearly define our relationships, along with their overlaps, and provide for coordination with efficient communication channels across all levels, particularly in facilitating our response to urgent threats or opportunities.[8] While coordination is necessary for decision-making, it is also essential for collecting and producing content in each local version of a project and globally. The need for having better mechanisms to put people in touch with similar topical interests is evident at all levels in the Movement and also with external stakeholders, such as partners. This core need will become more relevant as the Movement grows larger and more diverse, and finding solutions to it can have multiplicative effects in the quantity and quality of free knowledge we can create. |
Comment
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Coordination can take place between Movement stakeholders, extending to include external partners, who share our goals in the open knowledge Movement.[9] To foster collaboration, we recommend an approach based on several actions to establish a communicative ecosystem: an adequate organizational structure, usable networking and technical solutions/platforms to address stakeholders’ communicative needs, and collaboration with the external knowledge ecosystem. We must prioritize communication, information exchange, and working together [10] and adopt an organizational structure that has a collaboration function built-in. The structure needs to provide, at all levels, for contextualized thematic/regional discussion and networking, support, planning, research, monitoring, advocacy, capacity building, learning, mentoring, etc. to ensure that our mission/vision remains cohesive.[11] Further structural solutions to align and coordinate the distributed Movement include a Movement Charter and a global Governance Body, which would take on global coordinating efforts that cannot be tackled by emergent regional structures, for example helping set an overarching strategy, as they might have rivaling interests.[12] We must analyze whether emergent support structures / regional hubs should form a part of the Movement structures to serve as a dispatch and coordination centers for supporting Movement-wide, regional, or thematic focuses and foster better communication and collaboration. Among the thematic units proposed are support structures for advocacy, capacity building, community health, and technology, to ensure that our systems remain current, focus on future development, continuously evaluate requirements and needs in our dynamic environment, and allow our people and technology to be productive assets and relevant in a broad range of contexts.[13] Open and transparent software projects and functionality proposal processes which allow all stakeholders in the Movement to put forth ideas and a “Technology Council” which coordinates requirements for introducing new functionalities must be prioritized,[14] as should enhancements to our systems to manage our internal knowledge. Improved communication systems to facilitate the exchange of information and collaboration among/by internal and external partners are crucial to remaining efficient, relevant, and sustainable.[15] Finally, we propose collaboration with the external knowledge ecosystem in developing solutions and sharing expertise in both areas where we share common goals and areas which we may need to use but which will not be developed in our Movement.[16] |
- Créer des documents de gouvernance évolutifs, définissant des responsabilités claires et les capacités attendues, qui reflètent nos valeurs communes, nos principes et notre responsabilité les uns envers les autres, et qui facilitent ainsi notre développement, notre inclusivité et notre diversité [17].
- Développer une fonction de collaboration intégrée à toutes les structures organisationnelles du Mouvement, qui les rende capables de gérer la prise de décision commune.
- Développer, quand cela est pertinent, des structures de soutien émergentes qui s'incrivent dans le cadre des structures du Mouvement, et qui aient pour rôle de coordonner le développement ciblé d'enjeux transversaux au niveaux global, régional ou thématique, et de favoriser la communication et la collaboration de sorte que les personnes et les technologies qui composent notre Mouvement deviennent des atouts productifs, pertinents dans un large éventail de contextes, et soutenus sur le long terme [18].
- Concevoir un « Conseil technologique » qui coordonne les exigences d’introduction de nouvelles fonctionnalités dans le logiciel et invite toutes les parties prenantes du Mouvement à soumettre des idées de nouvelles fonctionnalités dans le cadre d’un processus transparent de proposition de fonctionnalités de logiciels et de projets [19]
- Améliorer les capacités de communication afin d’améliorer la gestion des connaissances, l’échange d’informations, le soutien et la collaboration entre partenaires internes et externes[20].