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Governance: Difference between revisions
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Voting in a [[Consensus]] system is not like voting in a majoritarian system: rather than voting for the thing that would be best for you, you are voting for what is best for the instance. In order to prevent every decision from devolving into an academic deadlock: | Voting in a [[Consensus]] system is not like voting in a majoritarian system: rather than voting for the thing that would be best for you, you are voting for what is best for the instance. In order to prevent every decision from devolving into an academic deadlock: | ||
* Members should be able to influence the particular structure of a proposal prior to a vote, rather than deliberate its details in the voting process. One should only "block" a proposal a few times during their tenure in a governance body, and any block should be an indication that the process has failed, rather than the proposal has failed. Members that block should - with some exceptions like blocking an action that would be personally harmful to you - participate in the followup process to meet the needs that the OP was trying to meet with their proposal: blocking means you should take on work. | * Members should be able to influence the particular structure of a proposal prior to a vote, rather than deliberate its details in the voting process. One should only "block" a proposal a few times during their tenure in a governance body, and any block should be an indication that the process has failed, rather than the proposal has failed. | ||
* Members that block should - with some exceptions like blocking an action that would be personally harmful to you - participate in the followup process to meet the needs that the OP was trying to meet with their proposal: blocking means you should take on work. | |||
* Members should resist the urge to micromanage and leave the granularity of decisions to the people that will be doing the work implied by any given proposal. We should cultivate a culture of trust in one another: believe your fellow members know what they're doing, and if you have input, you should be ready to volunteer alongside them. | * Members should resist the urge to micromanage and leave the granularity of decisions to the people that will be doing the work implied by any given proposal. We should cultivate a culture of trust in one another: believe your fellow members know what they're doing, and if you have input, you should be ready to volunteer alongside them. | ||