Sensorica and Pearce

• Article - good study of critical elements of effectiveness on open collaboration - [1]

Lessons:

• Work open source. Lack of open source brand identity in the Open Value Network, and lack of open licensing in the Peer Production License - create a culture that veers away from true, open collaboration
• However, while Sensorica’s open value network is designed to sustain open, collaborative and decentralised modesof production - this does not appear to be entirely true, as open here does not mean open source in the technical sense
• For example, whilethere was an explosion of creative design solutions (due to thediverse backgrounds of participating affiliates), this also created asignificant amount of additional work to cull the core design downto a single concept. - this can be addressed by the Second Toyota Paradox, which does not appear to be included in the Sensorica methodology.
• sustaining community participation were also a challenge, as many of the initial participants dropped out of the project after the ideation phase (see Figure 6 for a graph visualising project engagement). - solution - MTPs only, please
• These two factors (above) added to the difficulty of fully documenting the finalised design. - solution - make documentation and Generative Collaboration a core of the development work, so the project gains Development Immortality
• Difficulty of accounting value and alienation for compensation - the collaborators did not have alignment of value, as in dogfooding of product. All in all, the only solution is dogfood interest and open source. Lack of dogfood interest is an implicit admission of alienation for compensation.