Relational working demands a different operational model built emergent action, meaning actions and activities responded dynamically to what arose rather than following a fixed, predetermined plan, often operating in three-month cycles with Sprint Reviews for reflection.
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Learnings around Governance
by Matilde Zadig Subgroups - local and small operational decisions Subgroups should be empowered and trusted to make the decisions they see fit, as long as this serves the purpose and fits within the...
By Belong in Plymouth
Learnings Around Decision Making
by Matilde Zadig Emergence Changes are integral to emergence. The balance between policies/systems and everyday decisions can easily become a challenge. In BIP, the people involved, the group or organ...
By Belong in Plymouth
How Do We Make Decisions Differently (Better) – and Keep Practising?
by Matilde Zadig I want to start with an expression of gratitude and acknowledgement for some of the people who have profoundly contributed to my understanding of Flow and internal systems within a gr...
By Belong in Plymouth
The Dance with Uncertainty
by Matilde Zadig We worked with a lot of uncertainty in Belong in Plymouth. We probably all knew it wasn’t going to be a linear or a super straightforward process, but nevertheless, uncertainty and c...
By Belong in Plymouth
How to Practice Money Piles
Conditions that support money piles: – Enough of a level of psychological and material safety for the people participating to share their stories and needs with vulnerability and honesty – A contain...
By Belong in Plymouth
Behind the Scenes: Money, Transparency, and What I Learnt About Finance in Belong in Plymouth
Whoever controls the money, however it is held and distributed, inevitably has one of the most significant influences on how work progresses. Of all the moving parts in Belong in Plymouth, managing t...
By Matt Bell
Starting conditions - summary
We developed an operational model built on four key starting conditions: open communications, self-employed contracts, fixed pay rates, and open finance. These approaches created flexibility and trans...
By Matt Bell
Starting conditions - open communications
We established openness as the default communication principle rather than keeping information closed. This transparency was implemented through groups.io as the primary platform, though it wasn't wit...
By Matt Bell
Starting conditions - self employment/sub contractors
The self-employed contract model at Belong in Plymouth created a distinctive structure where most contributors worked approximately one day per week. This approach brought numerous benefits that ulti...
By Matt Bell
Starting conditions - fixed pay rates
We implemented a straightforward compensation system with standard rates: £40 per hour for delivering work and £20 per hour for attending meetings. While this dual-rate structure created clarity in pr...
By Matt Bell
Starting conditions - open finance
Financial transparency was a journey of continuous improvement at Belong in Plymouth. Initially, the system was in constant flux, making it difficult for team members to follow. This challenge was com...
By Matt Bell
The freelance experience
Introduction Everyone who worked on Belong in Plymouth did so in a part-time capacity. For some, it was part of a salaried role, but more than half of the ‘core team’ were self-employed. Part-time ho...
By Cathy McCabe