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(Created page with "Mozilla is currently working on an open leadership workshop series as part of its broader leadership network initiative. As a starting point, Mitchell Baker and Joi Ito hosted...") |
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Mozilla is currently working on an open leadership workshop series as part of its broader leadership network initiative. As a starting point, Mitchell Baker and Joi Ito hosted an open leadership camp at the MIT Media Lab for leaders on non-profit and public sector organizations. The Mozilla Foundation team has also run a | Mozilla is currently working on an open leadership workshop series as part of its broader leadership network initiative. | ||
As a starting point, Mitchell Baker and Joi Ito hosted an open leadership camp at the MIT Media Lab for leaders on non-profit and public sector organizations. The Mozilla Foundation team has also run a a number of 'working open' workshops for grassroots leaders within its networks. | |||
We will flesh out these initial efforts into a fuller open leadership training offering over the course of 2017/18. | |||
==Framing - A Letter From Mitchell and Joi== | ==Framing - A Letter From Mitchell and Joi== | ||
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Building Open Leadership Together | Building Open Leadership Together | ||
Mitchell Baker and Joi Ito | Mitchell Baker and Joi Ito | ||
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Communities like Mozilla and Wikipedia are two high profile examples of where we’ve seen open work out well. There are many other projects and organizations. The successful patterns and practices that these examples share, include: | Communities like Mozilla and Wikipedia are two high profile examples of where we’ve seen open work out well. There are many other projects and organizations. The successful patterns and practices that these examples share, include: | ||
Intended to be understood: In software this starts with publishing your code publicly -- but it goes much further. It also includes letting people see how your organization sets goals, makes decisions and gets work done. Pragmatically, this involves having a strong narrative of purpose, a clear system of values, and good documentation. Working with an intent to be understood means being authentic and putting in the effort to communicate well. Almost all of this can be applied beyond the realm of software. | * Intended to be understood: In software this starts with publishing your code publicly -- but it goes much further. It also includes letting people see how your organization sets goals, makes decisions and gets work done. Pragmatically, this involves having a strong narrative of purpose, a clear system of values, and good documentation. Working with an intent to be understood means being authentic and putting in the effort to communicate well. Almost all of this can be applied beyond the realm of software. | ||
Designed to be extended: The idea behind the open source and free software movement of the 1990s was ‘put your work out there in a way that others can add to and build upon freely’. With software, this involved granting rights that legally allowed people to use, modify, and distribute what you made. Similar kinds of licensing have since been used for content like text books and archives of news footage. As with publishing code, open licensing is just a start. The real value gets unlocked when you engage people and support them in their efforts to build on what you started. | * Designed to be extended: The idea behind the open source and free software movement of the 1990s was ‘put your work out there in a way that others can add to and build upon freely’. With software, this involved granting rights that legally allowed people to use, modify, and distribute what you made. Similar kinds of licensing have since been used for content like text books and archives of news footage. As with publishing code, open licensing is just a start. The real value gets unlocked when you engage people and support them in their efforts to build on what you started. | ||
Organized around participation: One of the biggest benefits of working open can be getting more people actively involved in your work. With Mozilla this came in the form of volunteer coders. With Wikipedia is was volunteer editors. This kind of participation requires that you understand your organization as a community that people can easily join. It also requires a clearly defined set of systems for organizing work and making decisions within that community. As Yochai Benkler argued in his paper Coases’s Penguin (2002), this approach can help transcend some of the limitations of a traditional firm or organization. | * Organized around participation: One of the biggest benefits of working open can be getting more people actively involved in your work. With Mozilla this came in the form of volunteer coders. With Wikipedia is was volunteer editors. This kind of participation requires that you understand your organization as a community that people can easily join. It also requires a clearly defined set of systems for organizing work and making decisions within that community. As Yochai Benkler argued in his paper Coases’s Penguin (2002), this approach can help transcend some of the limitations of a traditional firm or organization. | ||
We have noticed a powerful social phenomenon in many projects that are built on these principles: well-intentioned people can collaborate across broader sets of diversity than you might expect. For example, the Mozilla community includes people with a huge diversity of political, cultural and religious backgrounds. It’s rare to see this. However, it seems like the combination of working open and towards an inspiring common goal makes it work. This kind of collaboration among diverse constituents may be exactly the thing we need more of in these times of polarizing political discourse. | We have noticed a powerful social phenomenon in many projects that are built on these principles: well-intentioned people can collaborate across broader sets of diversity than you might expect. For example, the Mozilla community includes people with a huge diversity of political, cultural and religious backgrounds. It’s rare to see this. However, it seems like the combination of working open and towards an inspiring common goal makes it work. This kind of collaboration among diverse constituents may be exactly the thing we need more of in these times of polarizing political discourse. | ||
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''The first Open Leadership Camp was held at the MIT Media Lab in March 2017. The camp was hosted by Mitchell Baker and Joi Ito and was facilitated by Mark Surman and Philipp Schmidt. Here is a bit more about the camp.'' | ''The first Open Leadership Camp was held at the MIT Media Lab in March 2017. The camp was hosted by Mitchell Baker and Joi Ito and was facilitated by Mark Surman and Philipp Schmidt. Here is a bit more about the camp.'' | ||
''Curriculum'' | |||
The curriculum is organized in three strands: Cases, Skills, and Project Design. | The curriculum is organized in three strands: Cases, Skills, and Project Design. | ||
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Project Design -- These modules provided a structure for participants to develop open projects together. Together the group explored the values and principles behind open; and the tactics and strategies of applying open. Each project team created an “open canvas”, developed a project pitch, and planned the next steps towards implementation. There is also an online course that we will use to support participants during project implementation. | Project Design -- These modules provided a structure for participants to develop open projects together. Together the group explored the values and principles behind open; and the tactics and strategies of applying open. Each project team created an “open canvas”, developed a project pitch, and planned the next steps towards implementation. There is also an online course that we will use to support participants during project implementation. | ||
''Exploring the Media Lab'' | |||
In addition to the three curriculum strands, we organized a few opportunities for participants to interact with the Media Lab researcher community. We hosted lunch conversations on the ethics of AI, Blockchain technology, and a tour of research demos with different groups. | In addition to the three curriculum strands, we organized a few opportunities for participants to interact with the Media Lab researcher community. We hosted lunch conversations on the ethics of AI, Blockchain technology, and a tour of research demos with different groups. | ||
''Participants'' | |||
Participants in the open leadership camp are people who are leading significant non-profit or public sector organizations. | |||
* Breakthrough New York, Rhea Wong, CEO | |||
* Chicago Public Library, Brian Bannon, Commissioner | |||
* Chicago Public Library, Jeremy Dunn, Director Teen Services | |||
* City of Detroit, Beth Niblock, CIO | |||
* Consumer Reports, Marta Tellado, CEO | |||
* Consumer Reports, Liam McCormack, Vice President, Research, Testing & Insights | |||
* CSNYC, Michael Preston, CEO | |||
* CSNYC, Mary Ellen Sullivan, Director of Industry Partnerships | |||
* Fondacion Bofill, Ismael Palacin, CEO | |||
* Fondacion Bofill, Mònica Nadal, Director of Research | |||
* IMLS, Maura Marx, Dept Director | |||
* IMLS, Benjamin Sweezy , Deputy Director, Office of Digital Information Strategy | |||
* Mass IT, Holly St Clair, CIO | |||
* Mass IT, Jes Constantine , Developer | |||
* New School, Maya Wiley, SVP for Social Justice | |||
* NY Hall of Science, Margaret Honey, President | |||
* NY Hall of Science, Andrés Henríquez, VP of STEM Learning in Communities | |||
* Playworks, Jill Vialet, CEO/Founder | |||
* Playworks New England, Jon Gay, CEO New England | |||
* Pride Foundation, Kris Hermanns, CEO | |||
* Sweet Briars College, Meredith Woo, President | |||
* WGBH, Bob Kempf, VP Digital Services | |||
* WGBH, Jon Abbott, President/CEO | |||
Initial inspiration and funding for this initiative came from NetGain, a partnership between Ford, Knight, Open Society, MacArthur and Mozilla to promote the internet as a force for the common good. You can read more about NetGain here: https://netgainpartnership.org/ | Initial inspiration and funding for this initiative came from NetGain, a partnership between Ford, Knight, Open Society, MacArthur and Mozilla to promote the internet as a force for the common good. You can read more about NetGain here: https://netgainpartnership.org/ | ||