Principles and Psychology of Operating a Business in Paradise and Abundance

Ideal Design Principles for OSE Operations

OSE operations need to resolve the principle of full agency, as discussed in Complex Systems Problemsolving. Thus, OSE Operations Manual calls for clarity on essential principles of OSE operations.

OSE is designing its operations consistently with OSE Specifications. Based on The Effective Executive - with its core message of designing enterprise that is both efficient and humane - we continue the Druckerian tradition into the next economy, the transparent and inclusive economy of abundance. Creating an economy not based on artificial scarcity is a rigorous condition that civilization has not yet attained.

One of the core learnings of OSE is the need for Integrated Design of civilization and its institutions. In the internet age, access to information is in principle augmented and unlimited, allowing for more rapid learning. Given such access, individuals should be able to comprehend a more integrated picture of how the world works. This is in contrast to the existing model of siloed education where people have limited options to opt out of functioning as a servo-mechanism of the industrial state, plagued by Agnotology.

To get past this, OSE proposes Integrated Education. But Integrated Design and Complex Systems Thinking does not stop at the level of education, but must be carried into practice. Practice means that which people do day to day - their livelihood or 'job'. Therefore, OSE's model means that to get a full understanding of the world, management must practice on the factory floor, and entry-level workers must have their mind on management. It this limit of Global Stewardship - which OSE is pursuing.

This is a radical statement of one possible approach to attaining full agency and seamless operation inside the company, to make OSE a Good to Great entity. Is the key really to understand everything about everything (so to say), cross-train, and promote a culture of Global Stewardship at the core? That's simply redefining OSE Spec to practical terms - so the answers seems to be yes.

Essential Questions

• How to maximize agency? Leadership works 2 days per week on the 'factory floor'. Entry level staff has an explicit training program opportunity in place to rise to full executive power. Key: by understanding the entire enterprise process by first-hand agency, unprecedented levels of effectiveness and efficiency arise.
• How to prevent conflict of interest between all staff at all levels? Everyone is cross trained, and performs at different levels (executive, factory floor). Mobility is extreme, both up and down as needed for adaptation. That is, the culture is one of Appreciative Inquiry - enabling one to relate to and empathize with everyone else in the company.
• How to optimize for intrinsic motivation? Glass ceiling is removed, anyone can set their pay by taking on responsibility as they need to.
• How to create financial independence? By learning mega-scale, seamless collab (product dev concurrent engineering with thousands of participants) to productize on the time scale of days, any issues of productivity are exploded by design. Productivity is extreme. RLF-educated productivity and open sector production infrastructure - accessed by skill certification - serves as basis for currency exchange systems. Each person can gain access to printing currency based on clear productivity protocols for Admissible Value Generation.
• How to create sound governance? Clear documentation of skills, roles, responsibilities starts with badges, dashboards, leaderboards, logs, certifications, assessments and performance tests; test data; quality control data. Hours logs and work logs. Icon contributions, publishing record (publications show all our atavars). Only private financial or security-threatening information is not open. Accountability for production, pay, resposibility is clear by transparent documentation of skill vs pay. Transparency: Openly communicating information and decision-making processes to the public, and inviting others to new opportunities at all times. Participation: Allowing stakeholders to actively contribute to decision-making in their area of authority. Responsiveness: Addressing the needs and concerns of the people promptly - which is done by 24 team and team leader structure - ie, small teams with clear leadership. Each team has main leader and others responsible for specific areas (tools, safety, learning, revenue, etc). Equity and Fairness: Treating everyone equally and fairly starts with respect for Integrated Competency and Mission Alignment , irrespective of time served, legacy, title. Competency is king. Rule of Law: Adhering to established legal frameworks and processes, starting with internal processes, state, and international convention. Creating and adapting as needed. Legal system contribution to reform is present, as we train some staff in legal.