GROOP governance system

The GROOP governance system enables eligible participants in an organization to a project to collaborate within a system of online living documents so that all project information is pooled in real time, and rulesets can evolve rapidly. The GROOP governance methods are dealt with here as part of the system. For introductions to the basic abstractions see twelve levers and Meyers-Briggs.

[+] Pre-requisites

What is good governance?

Effective governance requires at least the following qualities:

  • Clarity of thought and action. Do we know exactly what we are saying and doing as an organization?
  • Consistency Is what we are doing and saying consistent with the mission and traditions of the organization?
  • Accountability Do our stakeholders know of and approve of what we are doing and saying?
  • Focus Are the things we are doing and saying helping us achieve our goals?

A flexible, customizable, enterprise governance package

GROOP is a governance system which can guide board members, company officers and staff to achieve these four qualities in day to day governance activites. The system classifies decisionmaking on four levels: value, strategic, tactical and individual decisions.

Rather than have each department or level of the organization issuing its own periodic reports, all levels contribute to building one evolving report in hypertext, which interacts directly with the company's online knowledge base.

Value level

The values of the organization embody who we are, always. The value reporting of the organization expresses this exactly. If the organization is not reporting on those values, it doesn't hold them. If it isn't regulating itself based on them, it's faking it.

Pages on this level
Pages typically used on this level include:
  • purpose or ethic or moral order - Any internal or secret statement of the organization's long term role in society or what it upholds
  • mission - The publicly stated mission of the organization, the *charter - The charter, constitution or registered bylaws of the organization, which specify core organization protocols
  • philosophy - Any elaborated statement explaining the mission or charter in a way which makes the purpose or ethic possible to intuit
  • org chart - A statement of who defers to who, and on what.

Values create a mindset that everyone is expected to absorb and reflect in all dealings with others, including potential recruits. Values are implict, unstated, and ideally, unthought. They're a filter rather than a teaching tool: if you don't have 'em, quit or acquire them on your own time. Of Meyers-Briggs personality types, the NF is thought to have a particular ability to tell who has compatible values, and to resonate or bring them out easily.

Strategic level

Strategies define how the mission of the organization is to be fulfilled.
  • goal - the set of current goals to be achieved, which changes over time, and the general outlines of how they are to be achieved, and what projects are created to acheive them.
  • rule - Additional rules created by authority figures, not included in the charter.
  • guidelines - non-mandatory suggestions reccomended by authority figures.
  • best practices - shared tips from anyone in the organization or outside it, sometimes filled in by best practice exchange with a lot of other organizations, e.g. via consortia
  • priority list --> by 2006-12-01

Strategies imply rulesets that define processes, similar to military rules of engagement, or total quality management roles, which are useful to guide actions by people not "in on" big decisions. Strategies are explicit, teachable, and affordable.
Of Meyers-Briggs personality types, the NT is thought to have the strongest strategic focus, and to usually lead this level.

Tactical level

Tactical level explains what is going to to happen, how it is organized, what steps are required.
  • projects - lists the projects and current status.
  • project pages - details of a project, resources, tasks,timelines, issues, appointments, contacts.

Tactics imply that information flow is effective and stocks and flows managed such that resources arrive "just in time" or earlier. Tactical interventions deal with the exceptions to the rules. Of Meyers-Briggs personality types, the SP is thought to perform best and to lead at this level.

Commitments level

The commitments or logistical level is organized for personal time management, and tracks the committments or action items delegated to individuals or workgroups within the organization.

Things physically move at this level and it's the least creative - mostly consisting of just following up on implications of the above. Of Meyers-Briggs personality types, the SP is thought to perform best and be most comfortable working at this level.