Parallelism of individuals, not management of multiple people

from Diary 2023-06-06 Parallelism of individuals, not management of multiple people

nishio Management in Volunteer Organizations is difficult because, unlike companies, there is no compelling force of command and order based on contract of employment. I wondered how they do it, but I found out that they do not manage “several people” but “parallel” management of each person by “not discussing”, “the person who wants to do it”, and “deciding the time for the next meeting”. I thought, “I see.

nishio This form can prevent the phenomenon of waiting for communication or “social cut corners” or miscommunication causing the ball to drop between. This form can prevent the phenomena of waiting for communication, “social cut corners”, and miscommunication. Next time, it will be “how to assemble” and “how to improve” by arranging the deliverables from those who want to put out, and it will be content management, not people management. The level of experience is evident.

• brainstorming creates [a feeling of being heard
• How to take specific actions
  • Top-down decisions and assignments don’t work. - volunteer So. - Because the chairman is not the boss with the right to command. - Enthusiasm for action must come from within the individual.
  • The basic premise is that you can’t create voluntary motivation in people who don’t have it.
    • All we can do is reduce the opportunity for motivation to be compromised.
    • So task is not decided first.
      • The task is clarified posterior by the “spontaneous motivation” that emerges.
    • Related: Enthusiasm is a valuable resource.
• Specifically.
  • Clarify the date and time of the next meeting.
  • Those who want to do ”,” make ”,” and bring it back by next time.”
    • Create an online venue for asynchronous sharing
    • Clarify that “bringing” means creating a page there.
    • The person who brings it will be the leader, and those who want to join will brush up on it.”
      • When you make it, you automatically become a “leader”.
        • Makes it harder to throw out.
          • [creates a sense of responsibility
        • Depending on the state of the members, it’s possible that no one will bring it.
          • Visualize that everyone is “someone who wants to be irresponsible and have an opinion, but doesn’t want to be a leader”.
        • I’m guessing you’re going to guess that in this case, there will be more than one case.
      • If you don’t make it, you’re considered to have come down voluntarily.

@yasulab: @nishio I totally sympathize! (CoderDojo Japan also has regular meetings and the way they work is basically the same! 😆 😆

“Whoever wants to do it will do it” and “Set the next time.” … It becomes “how to assemble” and “how to improve” by arranging the deliverables produced by those who want to produce them, and it becomes content management rather than people management.

@satoru_takeuchi: @nishio I’ve done a few things, like “forget about things that no one does” and “if critical If critical tasks don’t progress, the community disappears (leaders don’t try too hard).

@takahashim: @nishio This may not fall between the two, but something on the critical path may not meet the deadline! …I’m wondering if it’s a question of how to avoid burnout and increased load on certain people when trying to manage that.

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