Movement Strategy/Recommendations/Iteration 3/Coordinate Across Stakeholders/pt
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This is an archive for draft recommendations. Visit Strategy/Wikimedia movement/2018-20/Recommendations to read the final recommendations. |
Conexão com outras recomendações
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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’. |
Para avançarmos em direção a uma tomada de decisão mais equitativa, temos de desenvolver uma prática de cooperação e colaboração entre as diferentes partes interessadas. A coordenação deve ser facilitada por estruturas do Movimento, bem como por soluções tecnológicas e plataformas que levem em conta as diferentes necessidades dos participantes no contexto e no conhecimento interno do Movimento.
Por que?
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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. |
Como?
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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] |
- Criar documentos de governança que definam responsabilidades claras e recursos esperados que reflitam nossos valores compartilhados, princípios e responsabilidades uns para com os outros, e que propiciem o crescimento, a inclusão e a diversidade. [17]
- Desenvolver uma função de colaboração integrada ao longo de todas as estruturas organizacionais do movimento, que lhes possibilite gerenciar tomadas de decisão conjuntas.
- Desenvolver estruturas de apoio emergentes, quando relevantes, como parte das estruturas do Movimento, para coordenar o apoio de focos temáticos ou regionais em todo o Movimento, e promover a comunicação e a colaboração, para que nosso pessoal e nossa tecnologia representem ativos produtivos e relevantes em uma ampla variedade de contextos e sejam sustentáveis. [18]
- Elaborar um “Conselho de Tecnologia” que coordene os requisitos para a introdução de novas funcionalidades em software e convide todas as partes interessadas do Movimento a apresentarem ideias para novos recursos em um processo de proposta de projetos e funcionalidades de software abertas e transparentes. [19]
- Melhorar as capacidades comunitárias para permitir uma melhor gestão de conhecimento, troca de informações, suporte e colaboração entre parceiros internos e externos. [20]