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Nathan Schneider
2019-02-06 12:32:53 -07:00
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<?xml version="1.0" encoding="utf-8"?><feed xmlns="http://www.w3.org/2005/Atom" ><generator uri="https://jekyllrb.com/" version="3.8.5">Jekyll</generator><link href="https://cmci.colorado.edu/medlab/feed.xml" rel="self" type="application/atom+xml" /><link href="https://cmci.colorado.edu/medlab/" rel="alternate" type="text/html" /><updated>2019-02-06T12:28:21-07:00</updated><id>https://cmci.colorado.edu/medlab/feed.xml</id><title type="html">Media Enterprise Design Lab @ CU Boulder</title><subtitle>MEDLab is a think tank for community ownership and governance in media organizations, based at the University of Colorado Boulder's College of Media, Communication and Information.</subtitle><entry><title type="html">Meet KOSAKTI, a Creative New Cooperative in Indonesia</title><link href="https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia.html" rel="alternate" type="text/html" title="Meet KOSAKTI, a Creative New Cooperative in Indonesia" /><published>2019-02-02T00:00:00-07:00</published><updated>2019-02-02T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia.html">&lt;p&gt;&lt;em&gt;The following is a lightly edited email exchange I had with Bimo Ario Suryandaru, CEO of KOSAKTI, a cooperative in Indonesia. He and his team are developing an interesting approach that I was grateful to learn about, and I thought others might be, too. &lt;a href=&quot;http://kosakti.id/wp-content/uploads/2019/02/KOSAKTI-PROFILE-compressed.pdf&quot;&gt;See their slide deck here&lt;/a&gt;.&lt;/em&gt;&lt;/p&gt;
<?xml version="1.0" encoding="utf-8"?><feed xmlns="http://www.w3.org/2005/Atom" ><generator uri="https://jekyllrb.com/" version="3.8.5">Jekyll</generator><link href="https://cmci.colorado.edu/medlab/feed.xml" rel="self" type="application/atom+xml" /><link href="https://cmci.colorado.edu/medlab/" rel="alternate" type="text/html" /><updated>2019-02-06T12:32:13-07:00</updated><id>https://cmci.colorado.edu/medlab/feed.xml</id><title type="html">Media Enterprise Design Lab @ CU Boulder</title><subtitle>MEDLab is a think tank for community ownership and governance in media organizations, based at the University of Colorado Boulder's College of Media, Communication and Information.</subtitle><entry><title type="html">Meet KOSAKTI, a Creative New Cooperative in Indonesia</title><link href="https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia.html" rel="alternate" type="text/html" title="Meet KOSAKTI, a Creative New Cooperative in Indonesia" /><published>2019-02-02T00:00:00-07:00</published><updated>2019-02-02T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/02/02/meet-kosakti-in-indonesia.html">&lt;p&gt;&lt;em&gt;The following is a lightly edited email exchange I had with Bimo Ario Suryandaru, CEO of KOSAKTI, a cooperative in Indonesia. He and his team are developing an interesting approach that I was grateful to learn about, and I thought others might be, too. &lt;a href=&quot;http://kosakti.id/wp-content/uploads/2019/02/KOSAKTI-PROFILE-compressed.pdf&quot;&gt;See their slide deck here&lt;/a&gt;.&lt;/em&gt;&lt;/p&gt;
&lt;p&gt;&lt;strong&gt;What does KOSAKTI exist to do?&lt;/strong&gt;&lt;/p&gt;
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&lt;p&gt;&lt;strong&gt;That’s a tough spot to be in. What would success look like to you, in the long run?&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;I have to ask you back the same question for this one… We don’t really have a clear view, actually. So far, we are pretty optimistic that this model could make many things so much better and also so much easier for new co-ops. Making people notice this ownership issue as an important thing is more than enough success for us, and making it understandable is way more.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="governance" /><category term="internet-of-ownership" /><summary type="html">The following is a lightly edited email exchange I had with Bimo Ario Suryandaru, CEO of KOSAKTI, a cooperative in Indonesia. He and his team are developing an interesting approach that I was grateful to learn about, and I thought others might be, too. See their slide deck here.</summary></entry><entry><title type="html">Co-ops Need Leaders, Too</title><link href="https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too.html" rel="alternate" type="text/html" title="Co-ops Need Leaders, Too" /><published>2019-01-20T00:00:00-07:00</published><updated>2019-01-20T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too.html">&lt;p&gt;I frequently encounter a notion, among those drawn to cooperatives, that a cooperative should be an amorphous, faceless collective in which old-world skills and norms of leadership can be discarded. How does this work out for them? Not well.&lt;/p&gt;
&lt;p&gt;I have to ask you back the same question for this one… We don’t really have a clear view, actually. So far, we are pretty optimistic that this model could make many things so much better and also so much easier for new co-ops. Making people notice this ownership issue as an important thing is more than enough success for us, and making it understandable is way more.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="collab-gov" /><category term="internet-of-ownership" /><summary type="html">The following is a lightly edited email exchange I had with Bimo Ario Suryandaru, CEO of KOSAKTI, a cooperative in Indonesia. He and his team are developing an interesting approach that I was grateful to learn about, and I thought others might be, too. See their slide deck here.</summary></entry><entry><title type="html">Co-ops Need Leaders, Too</title><link href="https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too.html" rel="alternate" type="text/html" title="Co-ops Need Leaders, Too" /><published>2019-01-20T00:00:00-07:00</published><updated>2019-01-20T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/20/co-ops-need-leaders-too.html">&lt;p&gt;I frequently encounter a notion, among those drawn to cooperatives, that a cooperative should be an amorphous, faceless collective in which old-world skills and norms of leadership can be discarded. How does this work out for them? Not well.&lt;/p&gt;
&lt;p&gt;Usually one of two entirely predictable things happens as a result—and generally both. One is a &lt;a href=&quot;https://www.jofreeman.com/joreen/tyranny.htm&quot;&gt;tyranny of structurelessness&lt;/a&gt; in which there are leaders who claim not to be leaders and therefore can’t be held accountable. Another is that nobody takes serious responsibility for anything, because there is no incentive or recognition for doing so; as soon as the most par-for-the-course challenge arises, everyone throws up their hands and walks away.&lt;/p&gt;
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&lt;p&gt;&lt;strong&gt;Don’t reinvent too many wheels at once.&lt;/strong&gt; I am drawn, like many cooperators today, to the ideal of a world in which we are all equally leaders of our own lives, interacting through ever more radically direct forms of democracy. I still row in that direction through my research and activism. But when I’m advising co-op founders struggling for a foothold in an economy slanted steeply against them, I find myself more and more leaning toward conservatism—toward the examples of remarkable, accountable, not-necessarily-radical leaders of cooperatives past.&lt;/p&gt;
&lt;p&gt;For our co-ops to survive and transform communities, we don’t need to reinvent every single wheel of organizational life at once. It’s powerful enough if you can flip a few critical levers—like who owns a company and how its most high-level policies are decided. When you do that, some of those old, widespread habits of old-fashioned organizational life can take on new meaning. Leadership, for instance. When people exhibit vision, talent, and tenacity for building the next generation of democratic enterprise, we should support them with all we have, rather than pretend we can do without them.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="governance" /><category term="internet-of-ownership" /><summary type="html">I frequently encounter a notion, among those drawn to cooperatives, that a cooperative should be an amorphous, faceless collective in which old-world skills and norms of leadership can be discarded. How does this work out for them? Not well.</summary></entry><entry><title type="html">Event: Boulder, Meet The Colorado Sun</title><link href="https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun.html" rel="alternate" type="text/html" title="Event: Boulder, Meet The Colorado Sun" /><published>2019-01-10T00:00:00-07:00</published><updated>2019-01-10T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun.html">&lt;p&gt;&lt;strong&gt;&lt;a href=&quot;https://www.eventbrite.com/e/boulder-meet-the-colorado-sun-tickets-54663624372&quot;&gt;Register here&lt;/a&gt;&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;For our co-ops to survive and transform communities, we don’t need to reinvent every single wheel of organizational life at once. It’s powerful enough if you can flip a few critical levers—like who owns a company and how its most high-level policies are decided. When you do that, some of those old, widespread habits of old-fashioned organizational life can take on new meaning. Leadership, for instance. When people exhibit vision, talent, and tenacity for building the next generation of democratic enterprise, we should support them with all we have, rather than pretend we can do without them.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="collab-gov" /><category term="internet-of-ownership" /><summary type="html">I frequently encounter a notion, among those drawn to cooperatives, that a cooperative should be an amorphous, faceless collective in which old-world skills and norms of leadership can be discarded. How does this work out for them? Not well.</summary></entry><entry><title type="html">Event: Boulder, Meet The Colorado Sun</title><link href="https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun.html" rel="alternate" type="text/html" title="Event: Boulder, Meet The Colorado Sun" /><published>2019-01-10T00:00:00-07:00</published><updated>2019-01-10T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/10/boulder-meet-colorado-sun.html">&lt;p&gt;&lt;strong&gt;&lt;a href=&quot;https://www.eventbrite.com/e/boulder-meet-the-colorado-sun-tickets-54663624372&quot;&gt;Register here&lt;/a&gt;&lt;/strong&gt;&lt;/p&gt;
&lt;p&gt;Out of widespread consolidation and layoffs in Colorado journalism, a new publication emerged last summer, The Colorado Sun. After just a few months, it has already produced vital reporting from across the state. The Sun is also journalist-owned and affiliated with the cryptocurrency startup Civil.&lt;/p&gt;
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&lt;p&gt;Hacking the law may be a strategy for innovation, but in the long run it probably can’t be a substitute for changing the law as well.&lt;/p&gt;
&lt;p&gt;&lt;em&gt;Thanks to Brian Young of Action Network and Camille Kerr of Staffing Cooperative for their contributions to this conversation.&lt;/em&gt;&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="internet-of-ownership" /><category term="governance" /><summary type="html">The law, perhaps by definition, lags behind people working for social change. I certainly found this over and over in the next-generation cooperative projects I profiled in Everything for Everyone. One co-op in Catalonia was, legally, a mishmash of entities that presented themselves as if they were a coherent whole; another, in New Zealand, was an LLC that called itself a foundation but operated like a co-op. MEDLab has been working with Action Network, whose founder describes its innovative governance model as “cooperative,” even though the organization is mainly a 501(c)(4) nonprofit. Some of these co-ops are more cooperative in practice than many “actual” co-ops; it’s just that the older co-op law was inadequate to meet their needs. They had to hack.</summary></entry><entry><title type="html">Hypothesis: ESOPs for the Online Economy</title><link href="https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy.html" rel="alternate" type="text/html" title="Hypothesis: ESOPs for the Online Economy" /><published>2019-01-06T00:00:00-07:00</published><updated>2019-01-06T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy.html">&lt;p&gt;I work in a startup town, the rare kind of place where you can trip over veteran founders, with multiple exits behind then, on the sidewalk. By “exits,” I mean the end-goal of most tech-oriented startups—the moment when the startup is sold, either to a bigger company or, more rarely, to the investing public on the stock market. The whole culture of startup communities like Boulder is aimed toward this; it’s when founders and investors get their big payday. And yet this is the logic that turns our online infrastrutures into commodities. In the exit, it is often the data and loyalty of us the users that is being sold to the highest bidder.&lt;/p&gt;
&lt;p&gt;&lt;em&gt;Thanks to Brian Young of Action Network and Camille Kerr of Staffing Cooperative for their contributions to this conversation.&lt;/em&gt;&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="internet-of-ownership" /><category term="collab-gov" /><summary type="html">The law, perhaps by definition, lags behind people working for social change. I certainly found this over and over in the next-generation cooperative projects I profiled in Everything for Everyone. One co-op in Catalonia was, legally, a mishmash of entities that presented themselves as if they were a coherent whole; another, in New Zealand, was an LLC that called itself a foundation but operated like a co-op. MEDLab has been working with Action Network, whose founder describes its innovative governance model as “cooperative,” even though the organization is mainly a 501(c)(4) nonprofit. Some of these co-ops are more cooperative in practice than many “actual” co-ops; it’s just that the older co-op law was inadequate to meet their needs. They had to hack.</summary></entry><entry><title type="html">Hypothesis: ESOPs for the Online Economy</title><link href="https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy.html" rel="alternate" type="text/html" title="Hypothesis: ESOPs for the Online Economy" /><published>2019-01-06T00:00:00-07:00</published><updated>2019-01-06T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/06/ESOPs-for-the-online-economy.html">&lt;p&gt;I work in a startup town, the rare kind of place where you can trip over veteran founders, with multiple exits behind then, on the sidewalk. By “exits,” I mean the end-goal of most tech-oriented startups—the moment when the startup is sold, either to a bigger company or, more rarely, to the investing public on the stock market. The whole culture of startup communities like Boulder is aimed toward this; it’s when founders and investors get their big payday. And yet this is the logic that turns our online infrastrutures into commodities. In the exit, it is often the data and loyalty of us the users that is being sold to the highest bidder.&lt;/p&gt;
&lt;p&gt;What if another kind of exit were possible? What if founders and investors could aim for an exit that sold to the users with a real stake in the future behavior of the firm, as well as in its sustainability? These are questions I’ve been puzzling on for some time now, and I think I’m starting to see a viable path forward.&lt;/p&gt;
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&lt;p&gt;I am currently engaged in research on the feasibility of such models, with the support of a fellowship from Rutgers University’s &lt;a href=&quot;https://smlr.rutgers.edu/content/institute-study-employee-ownership-and-profit-sharing&quot;&gt;Institute for the Study of Employee Ownership and Profit-Sharing&lt;/a&gt;. The first step is a paper with &lt;a href=&quot;https://www.universiteitleiden.nl/en/staffmembers/1/morshed-mannan&quot;&gt;Morshed Mannan&lt;/a&gt;, a brilliant thinker on legal strategies for a more democratic online economy. We’re exploring what conditions would work best for this kind if exit, as well as the policies needed to make it more feasible.&lt;/p&gt;
&lt;p&gt;More to come. &lt;a href=&quot;https://www.zotero.org/ntnsndr/items/collectionKey/U298EBUI&quot;&gt;Here’s a small bibliography-in-progress&lt;/a&gt;. In the meantime, if this topic is related to your interests, I would love to hear from you.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="user-trusts" /><category term="internet-of-ownership" /><summary type="html">I work in a startup town, the rare kind of place where you can trip over veteran founders, with multiple exits behind then, on the sidewalk. By “exits,” I mean the end-goal of most tech-oriented startups—the moment when the startup is sold, either to a bigger company or, more rarely, to the investing public on the stock market. The whole culture of startup communities like Boulder is aimed toward this; it’s when founders and investors get their big payday. And yet this is the logic that turns our online infrastrutures into commodities. In the exit, it is often the data and loyalty of us the users that is being sold to the highest bidder.</summary></entry><entry><title type="html">Notes on Collective Governance</title><link href="https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance.html" rel="alternate" type="text/html" title="Notes on Collective Governance" /><published>2019-01-06T00:00:00-07:00</published><updated>2019-01-06T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance.html">&lt;p&gt;&lt;img src=&quot;/medlab/assets/fetters-wave.jpg&quot; style=&quot;float:right; width:50%; padding:10px;&quot; /&gt;Those of us looking to shape our enterprises with methods for collective governance and shared ownership are led to ask: &lt;em&gt;What can collective governance look like? What shape does that take? What are some of the challenges and freedoms presented in this model?&lt;/em&gt;&lt;/p&gt;
&lt;p&gt;More to come. &lt;a href=&quot;https://www.zotero.org/ntnsndr/items/collectionKey/U298EBUI&quot;&gt;Here’s a small bibliography-in-progress&lt;/a&gt;. In the meantime, if this topic is related to your interests, I would love to hear from you.&lt;/p&gt;</content><author><name>Nathan Schneider</name></author><category term="collab-gov" /><category term="internet-of-ownership" /><summary type="html">I work in a startup town, the rare kind of place where you can trip over veteran founders, with multiple exits behind then, on the sidewalk. By “exits,” I mean the end-goal of most tech-oriented startups—the moment when the startup is sold, either to a bigger company or, more rarely, to the investing public on the stock market. The whole culture of startup communities like Boulder is aimed toward this; it’s when founders and investors get their big payday. And yet this is the logic that turns our online infrastrutures into commodities. In the exit, it is often the data and loyalty of us the users that is being sold to the highest bidder.</summary></entry><entry><title type="html">Notes on Collective Governance</title><link href="https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance.html" rel="alternate" type="text/html" title="Notes on Collective Governance" /><published>2019-01-06T00:00:00-07:00</published><updated>2019-01-06T00:00:00-07:00</updated><id>https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance</id><content type="html" xml:base="https://cmci.colorado.edu/medlab/2019/01/06/notes-on-collective-governance.html">&lt;p&gt;&lt;img src=&quot;/medlab/assets/fetters-wave.jpg&quot; style=&quot;float:right; width:50%; padding:10px;&quot; /&gt;Those of us looking to shape our enterprises with methods for collective governance and shared ownership are led to ask: &lt;em&gt;What can collective governance look like? What shape does that take? What are some of the challenges and freedoms presented in this model?&lt;/em&gt;&lt;/p&gt;
&lt;p&gt;We spoke with several cooperative-minded experts who offered their insight into these questions, as part of a collaboration with the Action Network, a nonprofit online mobilization platform whose team is seeking to further democratize its operations. Here are a few takeaways from our discussion:&lt;/p&gt;
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&lt;p&gt;If we think about a wave—the flow, the tide that pulls from within, it requires many forces working in tandem to build momentum and energy, enough to create the wave’s body and crest.&lt;/p&gt;
&lt;p&gt;&lt;em&gt;A special thanks to the participants in this discussion: Brian Young (executive director and founder, Action Network), Martha Grant (product manager, Action Network), Alanna Irving (team member, Open Collective; co-founder, Enspiral and Loomio), Chris Tittle (director of organizational resilience, Sustainable Economies Law Center), Margaret Vincent (senior counsel, Stocksy United).&lt;/em&gt;&lt;/p&gt;</content><author><name>Katy Fetters</name></author><category term="governance" /><summary type="html">Those of us looking to shape our enterprises with methods for collective governance and shared ownership are led to ask: What can collective governance look like? What shape does that take? What are some of the challenges and freedoms presented in this model?</summary></entry></feed>
&lt;p&gt;&lt;em&gt;A special thanks to the participants in this discussion: Brian Young (executive director and founder, Action Network), Martha Grant (product manager, Action Network), Alanna Irving (team member, Open Collective; co-founder, Enspiral and Loomio), Chris Tittle (director of organizational resilience, Sustainable Economies Law Center), Margaret Vincent (senior counsel, Stocksy United).&lt;/em&gt;&lt;/p&gt;</content><author><name>Katy Fetters</name></author><category term="collab-gov" /><summary type="html">Those of us looking to shape our enterprises with methods for collective governance and shared ownership are led to ask: What can collective governance look like? What shape does that take? What are some of the challenges and freedoms presented in this model?</summary></entry></feed>