Archive:Proposed Leadership Roles: Difference between revisions

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imported>Larry Sanger
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imported>Stephen Ewen
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# Recruitment Lead
# Recruitment Lead
# Subpages Editor
# Subpages Editor
#  
# Technical Lead
# Assistant Technical Lead (2 to 4 positions)
# Technical Project Coordinator (numerous positions, as needed)
# Eduzendium Editor
# Eduzendium Program Coordinator (a lot like a "secretary" in the traditional sense)
# Mailing List Coordinator  (a lot like a "secretary" in the traditional sense)
#
# ...continue the list...it will be edited, but needs your ideas...
# ...continue the list...it will be edited, but needs your ideas...



Revision as of 22:41, 10 February 2008

On this page, we'll be listing some suggested (and ongoing) "official" leadership roles within the project.

  1. Editor-in-Chief
  2. Chair of the Editorial Council
  3. Secretary of the Editorial Council
  4. Chief Constable
  5. Assistant to the Chief Constable
  6. PR Lead
  7. Recruitment Lead
  8. Subpages Editor
  9. Technical Lead
  10. Assistant Technical Lead (2 to 4 positions)
  11. Technical Project Coordinator (numerous positions, as needed)
  12. Eduzendium Editor
  13. Eduzendium Program Coordinator (a lot like a "secretary" in the traditional sense)
  14. Mailing List Coordinator (a lot like a "secretary" in the traditional sense)
  15. ...continue the list...it will be edited, but needs your ideas...

Personnel commitment policy: in an open, volunteer community, committing to an exclusive position of responsibility prevents others from exercising that same responsibility. Therefore, it makes sense to require a minimum level of actual work, in order to justify holding the position. So the Citizendium will, for each position, describe modest minimums in what the community expects out of a certain leadership role. But, in order to enforce this minimum commitment policy, we need to have regular reports about what a person in a given position has done, in any given period of time. If a person in a position of responsibility simply does nothing for the project, particularly when something is reasonably expected, there should be a regular and automatic (but reviewable) process of removing the person from position. This frees the position up to be filled by more motivated people.

This policy would necessitate a person (who reports to the Editor-in-Chief on a weekly basis) on the activity (and, more to the point, the inactivity) of different people in the project, who actually removes the people from their positions of responsibility (i.e., this person enforces the personnel commitment policy) and then takes the lead in finding a replacement.


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