From P2P Foundation

Items to understand hierarchical vs non-hierarchical relations, from a 'p2p' point of view.

Contents 1 Introduction 1.1 The Evolution of Hierarchy in the P2P Era 2 Citations 3 Visualizations 3.1 Post Leadership 4 Key Resources 4.1 Key Articles

Introduction

The Evolution of Hierarchy in the P2P Era

John Heron:

"1. There seem to be at least four degrees of cultural development, rooted in degrees of moral insight:

(1) autocratic cultures which define rights in a limited and oppressive way and there are no rights of political participation;

(2) narrow democratic cultures which practice political participation through representation, but have no or very limited participation of people in decision-making in all other realms, such as research, religion, education, industry etc.;

(3) wider democratic cultures which practice both political participation and varying degree of wider kinds of participation;

(4) commons p2p cultures in a libertarian and abundance-oriented global network with equipotential rights of participation of everyone in every field of human endeavor.”

2. These four degrees could be stated in terms of the relations between hierarchy, co-operation and autonomy.

(1) Hierarchy defines, controls and constrains co-operation and autonomy;

(2) Hierarchy empowers a measure of co-operation and autonomy in the political sphere only;

(3) Hierarchy empowers a measure of co-operation and autonomy in the political sphere and in varying degrees in other spheres;

(4) The sole role of hierarchy is in its spontaneous emergence in the initiation and continuous flowering of autonomy-in-co-operation in all spheres of human endeavor."

Citations

This idea that “everyone follows and everyone leads” is powerful because it captures the understanding that we are co-producers of our social realities. It is a reflection of the systemic nature of human relations: fluid, dynamic, reciprocal.

- Kathia Laszlo [1]

Visualizations

Post Leadership

• Source: Stephen Downes

	Management	Leadership	That something else better that isn't management or leadership
Attitude	Compliance	Humility	Service
Authority	Based upon title	Based upon earned trust	None; offers an example which may be followed or not
Questions	Questions are viewed as a threat to authority	Encourages questions to develop an ethical understanding	Asked frequently
The Framework	Procedural	Relational	Engaged and connected
Rules / Boundaries	Based upon conformity	Based upon an ethical, philosophical concept	Based on respect for others
Procedures	Standardized	Personalized	Adapted as needed
Innovation	Discouraged if it challenges the status quo	Provides a vision that inspires others	Secondary to creativity, freedom and exploration
Submission	Forced: based upon a fear	Voluntarily: submitting to another's strengths to protect one's weaknesses	There is no submission; exchanges are mutual and of mutual value
Motivation	Extrinsic	Intrinsic	Not necessary
The Results	Behave externally but rebel internally (or when no one is looking)	Empathetic, ethical thinkers who want to do what is right	Cooperative environment populated by creative and expressive individuals who see respect for and service to others as the highest good

Key Resources

Key Articles

• Kathia Laszlo: From Systems Thinking to Systems Being