Perfect. Here's the genesis of an orphaned 'link set' waiting for a home https://campfireconvention.uk/bugle/how/photography-tips
We have other photographers on the site too who may also be interested in the Project :
@Space-Otter @CarolineK @Jaime JacksonAndyVB @MaddieVB @ClaireStevens @Consterdine are examples..
Andy Scaysbrook who I met in Poole on Saturday and have just sent a Campfire invite to http://www.andyscaysbrook.com
Key skills ' photography' included : https://campfireconvention.uk/search/user/photographer
How would I go about merging your links with mine, or vice versa? If I made you a collaborator, could you link your posts to this project? (Or vice versa again)
If you send me (or any other friends of yours) a collaborator invite that means I can now post in the Project but not invite collaborators as things stand. The plan is to change the preferences so that there is more flexibility so that the owner of the Project can allow more permissions (or withhold them)
Some interesting thoughts and ideas there, @DRJB . We could have a discussion about Project permissions alone for half the morning at this weekend's Campfire Circle meeting, I'm sure.
"Who's on board?" is a key question at various levels across the site (and events)
You should come to the next Campfire Circle if you're able to...
I think that the question of collaborators adding collaborators might be the most crucial aspect of the whole Campfire enterprise.
I am much influenced by Jim Collins' series of books, which analysed the leadership characteristics of businesses which were markedly successful, but not dependant on individual leaders.
My interpretation of his work puts "Who is on board?" as the single most important question that an organisation must ask. Removing people from the system when they are unsuitable is the most energetically costly problem. Even deciding what the organisation does is secondary to deciding who belongs. Interestingly, he found that the significant leaders showed a kind of humility. They served the purpose of the business, rather than the business serving them.. I think the findings apply nicely to human organisations generally, it's just that finance provided a convenient mechanism for measurement.
The rules of collaborator recruitment will be critical if a project is to grow to a significant number of participants or economic vitality, and it may be that the site needs to have different models available.
The founder recruiting collaborators who cannot themselves recruit may be wholly suited to some projects.
Recruiting collaborators who have equal recruitment rights would be a very cooperative model, but runs the risk of diluting energy by lack of discipline in asking "Who's on board?". Ideal for some projects though.
A hierarchical system would suit some situations, with the possibility of hiring and firing. Founder recruiting subordinate collaborators who can then recruit their own subordinates and so on.
Personally, I like the idea of cell structures. A team has say seven members of equal standing. They choose a delegate to represent them on a team of higher order, itself of seven members and also choosing a delegate for a higher order again.
I'd like to see the current simple mechanism as default, with the option to set different recruitment rights for more complex projects.
David Brown have you read The Starfish and The Spider? Sounds like you may well have co-written it!http://www.goodreads.com/book/show/21314.The_Starfish_and_the_Spider
Thanks. I hadn't read that, but it looks interesting.