Candidate Assessment

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2023 Global Steward Assessment

This is how OSE evaluates all of its collaborators.

2023 Giving an A Assessment

Week Test

Does the person produce relevant results (this week and not next), work openly and collaboratively, and demostrate an open-minded ability to learn? Simply, do I feel good about them, or is there a nagging feeling that I need to micromanage them to set them on the right track? Do they take my energy to manage and teach, or do they take my energy to co-create and evolve?

  • Do people learn effectively (quickly OR conscientiously), do they work openly, and do they produce relevant results?
  • Basics - work with OSE Linux Live for functional tasks, post on the wiki and upload files. No local disk needed. Do FreeCAD test to evaluate contributions and files from participants.
  • Learning - logging, OSE Linux, FreeCAD.
  • Working openly - Do they work transparently (ie, that at ANY POINT IN TIME, one can apply the 4 Freedoms of Open Source? If they fail at a task, have we learned how to succeed by documenting blocks? Ie, if we fail and learn how to do it - then it's a success, not a failure - as we are growing.
  • Relevant results - getting granular on specific content - posting images and screenshots, doing promo materials (copy, video)

General Narrative

  • The person DOES more than then manage in terms of preparing/organizing the STEAM Camps. For this reason, them being a Senior Manager is not an appropriate title, as that implies people on our team that we are managing. We don't have people on our team. We just have the Instructors, who at the beginning are peripheral, and in time are intended to be established team members. The STEAM Camp is an onboarding mechanism for talent.
  • Distinction for Event Planner vs Senior Manager - managing a team vs managing freelancers, where freelancers are considered external.
  • The assumption for Event Planner is that the person is doing the work - they don't dole out the work to a number of assistants. It can grow to a number of assistants - but initially it's actually doing the work and learning the ropes - which is critical if a person is to be a good manager. Ability to learn effectively (quickly or conscientiously) is a must.

Check.png2019 STEAM Camp Senior Project Manager


Learning and Esteem

Rationale: excellence and transcendence revolves around constant learning, and is thus a core of OSE. Executive level positions are absolutely required to pursue transcendence. A basic level of learning is required of all people because we follow unconventional principles.

  • Are they not afraid to ask questions? Qualitative.
  • Are they quick to determine what is already available in documentation vs not?
  • Are they out of box - ie, suggest answers that I have not thought of here?
  • Can they teach me things?
  • Can they give direction?
  • Do they take direction well?

Openness - Collaborative

This is an expression of humility - ie, we can do more together than alone. This has to be a fundamental belief in the executive team, and must spread into the culture.

  • Do they work openly? Ie, log, hours
  • Do they ask questions before assuming things?
  • Can they use basic management tools such as Scrumy and Spreadsheets as opposed to nonscalable alternatives? Rationale: simplicity is humility - for access by many people.


Are we moving forward on course because we can communicate effectively? Do we kill the messenger or are we able to receive feedback? Are we unflappable so we can receive honest feedback?

  • Are people responsive, or do they disappear into a black hole without you knowing what they are doing?
  • Do they answer questions on email, or do they avoid them like they didn't exist without you knowing if they read it or what happened?
  • Is communication clear and easy on deliverable requirements, or do they do things that are not relevant to spec?

Positive Psychology

Having a profound effect on society means that we all should be easy to work with, so that we inspire rather than drain energy.

  • Are we pleasant to be around (the General Purpose Nice Guy), or do they whine, assume, or get overly assertive?
  • Do we frame issues as points of growth, or are we whining?
  • Do we convert issues to opportunities on a matter of course?
  • Do we stand with honor and integrity, and honesty as a matter of course?
  • Are we creating an environment that promotes open communication and honesty, or do we get into politics of scarcity?

Humility and Arrogance

From Good to Great claims that the level 5, top leader's core property is humility.

  • Are they combative in their assertions?
  • Do they learn eagerly, or do they think they already know?
  • Do they have confidence that inspires, or arrogance that demotivates?
  • Do they think that the more they know, the more they know that they don't know?
  • Do they believe that they cannot do it alone? That EVERYTHING can be better when we do it together?
  • Can they use SIMPLE TOOLS? This is an ultimate test of humility: using things that anyone can access.

Working with ED

  • Do they respect my time?
  • Do they envision that a non-scarcity business model that we are developing could work? Not essential.
  • Are they excited about developing a business model that changes the world? They don't have to understand it, but must be excited about engaging a challenge larger than themselves via collaboration.
  • They must feel inspiration in getting called to something larger than yourself - which is a true sign of humility as well.
  • Are they inspiring to work with, because they are inspired?
  • Do they have a good and smart work ethic, or do they look for the lazy and dumb way?
  • Do they do many things better than I could?


We are talking of collaboration not at a 2 Pizza Team level, or a dozen, or even 100 people. We are talking about how to get 1000+ people collaborating in realtime on important problems, and how we can scale to multiple groups of 1000+ to work in parallel. Thus, we are aiming for larger peacetime coordination than at any time in history.

  • Do they share source for work product? Essential.
  • Do they share source for process? Essential to some degree.
  • Do they see the value of publishing protocol etc openly? Nonessential.
  • Do they use open tools? Docs, FreeCAD, OBS, Kdenlive, FreeCAD, Inkscape

Proactive and Effective

  • Do they start their own indexes to clarify structure?
  • Do they find out things on their own, or do I need to spoon feed them?
  • Are they experienced?
  • Are they inexperienced but quick to learn?
  • Do they _get_ the wiki sandbox concept?

High Level Competence

  • Can they notice certain documentation needs - such as basic collaboration How To videos - to on-board people faster?

Resourcefulness and Networking

  • Are they resourceful in coming up with venues for recruiting instructors?
  • When faced with a problem, do they look to expand resources or do they work within limits? Either could be ok.

Complexity Management

  • Do they leverage the wiki for hypertext?
  • Do they edit the wiki to create their own indexes?
  • What are their techniques for complexity management?