DASOs run on a one-person, one vote-token system where all members are equal regardless of their skills, job titles or seniority. This way, no super stakeholders can exist and decisions, guided by the collective and locked-down ledger are always public, recorded, and subject to ongoing independent scrutiny. Thus, majority bad decisions, minority good decisions, or majority good and bad decisions can be tracked, scrutinised and assessed to positively inform future choices, and policy.
At this level, anybody who understands distributive network theory will know that a kind of self-organisation kicks in, whereby people tend to form loose skills, talent, and execution hubs based on the DASO’s purpose, and how is it to be delivered.
Global white goods brand Haier works to similar principles, where ‘micro-enterprises’ work within a wider eco-system so each can call on the other for help but is ultimately responsible for delivering on their ‘ideas-issue’, and brand requirements (source: McKinsey). In such a case, fixed management layers don’t exist but like all emergent networks clusters they form around a problem, and work towards a solution.
As David Ehrlichman, author of Impact Networks explains it, when Hurricane Sandy struck in the US in 2012, Occupy Sandy volunteers self-organised, collectively agreed their priorities, roles, their key aims and objectives, and got on with the task of feeding people and saving lives. So successful was their emergent decision making, that the American Red Cross delivered supplies directly to them, for wider distribution.
These then, are the principles of DASOs: employees-owned trusts or organisations that are self-governed, bound to the blockchain, transparent, emergent, and demand that everyone in the system is answerable to the many.
To paraphrase Ehrlichman, for them to succeed, we need to foster strong relationships, decentralised connections, and never be dependent on a singular, dominant voice – that know-it-all CEO in other words, who sees power in reigning voices in, rather than allowing them to become collaborative arrays that work things out.
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