Let’s say one day you arrive at work – a mainly knowledge-driven organization, such as a consultancy, where you don’t have an office, not even a position, nor a particular function. So to start your day, you first get a selection of all projects, ideas and problems that your organization is dealing with at the moment.

Half of your working day is already subscribed to ongoing projects, and the other half you could jump into something new. You look at various open tasks, questions, ideas or requests for solutions – all these items have a chronology of contributions and interactions. You can see what has been already done and what is needed.  You find an interesting challenge, estimate the working time and send an invitation to a colleague, who has the skills and might be interested on working together on it.

Now, you have 20% of the day left. You take a look in your competence section and see several questions and help requests for topics. You pick a few tasks, which you can solve quickly and teach others how to do it themselves next time. The daily work plan is done and you go on to a workspace, where colleagues are gathered to work on your main project.

By the way, instead of having a boss, you have different scores you give yourself on your work performance. You might prefer the creativity score, which gives you a lot of time to find solutions and to push for innovations. Or you focus your work on your teaching score, which is evaluated by your colleagues. Or you pick another score, which fits best your working style. And to top it all, strategies do not exist either. This is done by a prediction market.

Is that absurd?

Quora also has an interesting solution to find information from within the ocean of questions. Words of questions become key words (tags), which are then associated with similar questions and clustered under one topic. Imagine such a thing in an organization. You would create organically an organizational wisdom. Why cannot whole projects be organized in such a fashion?

Of course that nice set of features does not automatically lead us to the utopian first part, but maybe it can contribute to it. If we look at the incredible inefficient and non-creative problem solutions capacities of organizations and companies and can overcome the cultural resistance, such open collaboration form would bring us closer to the utopian first part, where you work what you really want.

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A bit late I write my feedback from the Social Innovation Camp (sicamp08), which luckily had the chance to join. I first heard about it from Dan McQuillan, who is one of the initiators and also has a great blog. It was a fascinating weekend with a real kind of Barcamp atmosphere, or as David Wilcox says, the sicamp08 “will make a big difference in the way we think about doing good stuff with new stuff.”

On Friday we went to a get-together and later to a pub. During this few hours, I got to know somebody from the open source movement in Brazil, a PHD student about social media, some great folks who try to change the British local government from inside out, and a lot of people with great ideas – many more than the six chosen for the Social Innovation Camp. But also, the Young foundation premises were a great location and the organization was excellent. Before I tell more about the different projects and the weekend, I would like to wrap up the highlights:

• It works! The concept of bringing people together to collaborate for social innovation through the web worked excellent. Almost a hundred people showed up, who were all eager to collaborate and offered their expertise.
• Inside out. It is amazing to see the spirit of the participative alive and be able to meet all these open people. In contrast to Barcamps, it goes a step further and people work on a project and by that, you share experiences and learn from each other. Both represent a great passion for exchange and a desire for creativity.
• Scale it up! I can so imagine how this approach could be scaled up. Bringing people with ideas together an d forming something together exhilarating and contagious. The web has become a playground to rethink or we-think (Charles Leadbeater) the potential of social change and overcome traditional barriers. Therefore I am eager to participate at the Social Camp in Berlin next June.
• Unlimited ideas. It was really amazing, in brainstorm sessions, to listen and discuss so many ideas that the attendees have. There are many impressive ways to empower citizens, to engage in social or injustice or help to change a community. To me, it is clear that we are just at the start of this development. Business start-ups were the beginning and social innovation start-ups are the future.
• Richness of data. During the last year, I was often overwhelmed, suspicious or frustrated about all this available information and data in the net. But now, there is a great potential to get much more out of all these data. Make it relevant, use it for transparency or advocacy. This kind of information power will change a lot: Being it “rate my prison” or the potential of aggregation.
• It is the mobile phone. Once again the mobile will make a big difference because of one simple reason. Whereas in the past I went to the computer to do something with the web, in the future my life and the web are closely connected. I can engage when I want or consult a friend or contribute to the wiki bar-code or I switch off.

There is a backnetwork page to see all people involved and all six chosen projects are described at the Social Innovation Camp website:

• Wibi.it
  Formerly bar-code Wikipedia. A site for storing user-generated information – such as carbon footprint, manufacturing conditions and reviews – against a product, identified by its barcode number. It enables buyers to check product information through their mobile phone right in the supermarket, for example, whether it really is fair trade.
• Enabled by Design
  A resource for anyone looking to make adjustments to their lives, be it as a result of disability, injury or impairment. Enabled by Design won £2,000 as our judges’ favourite idea at Show and Tell.
  
• On The Up
  Formerly Personal Development Reports. An online system that supports young people to identify their personal skills and qualities. That is the project I worked with. It is about personal development to help young people get a perspective, become peer learners and fulfil their dreams. In the first hour, I did not know whether it would work but suddenly a great visionary idea came together. I am curious to see how it will go on.
• Rate Your Prison
  Formerly Prison Visits. A tool to support the families of prisoners coping with the experience of being apart from a loved one. Rate Your Prison won £1,000 as the runner-up project at Show and Tell. There is little information about how prisoners feel in prison. A voice for the voiceless
• CVLifeLine
  Formerly Rate my CV. A site for helping jobseekers using Web 2.0 tools. Young people can help each other to improve their CVs.
• Stuffshare
  Freecycle meets Street Car: a stuff club.

Most projects even had prototype websites finished in those two days, which it was amazing to see they were done with the help of coders and designers. And the winners were “enabled by design” and “rate my prison!” For more information and all other blog posts check the list by Aleksi Aaltonen.

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The web is full of thoughts and discussion around open, democratic and flat organizations. Most of this discussions and concepts are connected to web2.0, but that is not necessarily new, as Ricardo Semler proofs it in his book: The seven-day weekend. For more than twenty years, he has been experimenting with open knowledge models. I was surprised how good it fits to the contemporary approach, such as the new Wikinomics Playbook formulates.

Democratic

While on holidays, I had the chance to read Semler’s book. The cover looks a bit curious, but the substance is quite inspiring. Thanks to Ignatia for recommending me this book. The main message of the book is that it is possible to have an open democratic non-hierarchical and successful company. In his book, already a few years old, Ricardo Semler tells his story about how he has transformed a company for the past thirty years until today, together with his colleagues through an open management model. He proved, to my surprise, that an ongoing cycle of questioning things makes progress and change possible. The book has a lot of fascinating insights next to some repetitions. Here is the excerpt, and here are two great quotes:

And the increasingly popular concept of work/life balance is not all that we seek. Balance also ensues when people are given room to explore so they can find out where their talents and interests lie and merge their personal aspirations with the goals of the company. Once employees feel challenged, invigorated, and productive, their efforts will naturally translate into profit and growth for the organization.

Giving up control also means relinquishing exclusive rights to information. Privileged information is a dangerous source of power in any organization. Information that one person has that others lack can be terribly important, and can give them the upper hand. To annihilate information hoarding and illegitimate power, information must be shared. The argument that competitors might latch onto sensitive information if it is widely known is not convincing enough to stop the free flow of information.

Flat
The wikinomics playbook — collaboratively written by the readers of the wikinomics book — will be printed soon. The online version, freely available, offers many different topics. I, particularly, liked very much chapter 2: “The Wikified Organization.” In the centre there is of course a wiki, which is less a technology than a chance for all to contribute and create something new. “At its heart, the wikified organisation is about communications—wide-open, no-holds-barred, inclusive communications.”

Wikis are not about bottom-up management, they are about round table solving of solutions where titles are null and void, where intellects win and where ideas are valued, not ruthlessly critiqued…Wikis change the paradigm… the goal is a refined idea…. not an idea beaten into consensus!”

With a wikified approach, a team can transform a “good idea” into a “cause,” and a cause has a life of its own. Often a cause is unstoppable—if the idea that spawned it is “good” enough. Later, a cause, if it has enough energy, capital and direction (read as steerage and guidance), can become a movement. And a movement can change the world.

Passionate
The authors of Playbook argue that this wikified approach leads to an ongoing open space of ideas and exchange between passionate driven contributors. Maybe that is why the company 37signals has recently announced a change to a four-day week and that they are funding there employees passions.

Three-day weekends mean people come back extra refreshed on Monday. Three-day weekends mean people come back happier on Monday. Three-day weekends mean people actually work harder and more efficiently during the four-day work week.

It could turn out to be just like the story from Semler. In one part, he describes when the company was introducing hammocks for lunch-break-naps and how this led to a creativity boost.

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