> > > That's veeerrrrry interesting, as Arte Johnson used to say on Laugh In. > As soemeone wha has a very strong background in the social sciences, I > feel that natural selection, for the humans species, is more culturally > influenced than for say chimps or gorillas. We can control, either > consciously or unconsciosusly, our own future as a species;. Right now > it's more unconscious than conscious.
My meaning is that if we define things definitively from a project management viewpoint similar to the way our developers handle bugs and feature requests, people will naturally pick items from the list and work on them...the roles that we envision or predict may be far different than those people are actually suited for in this situation. > This is true, but, certain roles can only be filled by one person at a > time, for instance, Fearless Leader. If more than one person is willing > and able to fill that role, then the team needs to decide by a > democratic vote. That is the point I was trying to make. No one should > be asked to do something they do not want to do, and I certainly hope > that I did not imply otherwise. > I respectfully disagree. In fact, I would challenge to say that given the decided lack of action up to this point we all see from this group, appointing a single person in a top down approach is the absolute wrong thing to do. My recommedation is to nominate from the floor at least three members of the group to form the core-marketers team that would be voted on in a manner deemed appropriate by either the Community Council or by a quorum at a marketing meeting. From there, this new "council" could begin accepting applications to the core group based on similar qualifications that exist within the core-developers process. Assuming that three members are chosen, it could also be determined by the three that an "executive override" position could be created if the need for a final vote came up. This should be alot less about titles and alot more about getting things done. A team of three is able to keep each others' responsibilities, workloads, and accountabilities in check. Maintaining a strong and inviting atmosphere that allows new members to be welcomed with open arms and integrate tightly into the existing workload is a tough job. You have to balance ego, people's expectations of how we will respond to them and their needs, and a healthy respect for their pro-bono time and effort they are dedicating to the project you are responsible for. I'm modeling my ideas based on a similar experience founding a 501(c)3 charity I helped found. Its not a perfect science, but when people have nothing but good intentions reinforcing their discipline and commitment to a project, you have to hold that in the highest of regards. Thanks, John
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