I'm with Vibber. He has seen things clearly.
On Sun, Feb 21, 2016 at 8:56 PM, Gerard Meijssen <gerard.meijssen(a)gmail.com>
wrote:
Hoi,
Where have you been when the search was on for a new director for the
WIkimedia Foundation? It was the vision that Lila refers to that made her
the chosen candidate. The fact that people object, frustrate and sometimes
sabotage is an unfortunate micro level consequence of what is happening.
Yes, we as a community are extremely self serving, we care for our own
hobby horses and we do not consider the impact of this narrow mindedness.
It makes what Lila stand for one enemy, others who have differing
objectives are at best ignored because arguments do not really matter, are
ignored or are refuted by quoting the same old old.
Thanks,
GerardM
On 22 February 2016 at 05:38, Nathan <nawrich(a)gmail.com> wrote:
Lila's statement of her vision for WMF is
compelling and attractive. If
properly and faithfully executed, it seems like it would make just the
right adjustments to the culture of the WMF and its interaction with and
support of the Wikimedia community. I have long been concerned that a
number of positions at the WMF amounted to sinecures, or at least
returned
little value to the projects in exchange for
resources expended. It seems
logical to me that such a radical change, even well enacted, would prompt
discontent and departures from the organization.
That said, I'm not convinced that this paradigm shift has been handled
well
by the WMF executive team and the board. First
and foremost, this
statement
from Lila is the best explanation given anywhere
that I'm aware of
describing the shift within the WMF. That is not good. Second, it appears
that the work has not been done to get key members of the paid team and
volunteers on board with this process. This is another very substantial
failure.
For anyone who believes that Lila's vision statement is right for the
future of the WMF, these unforced errors should cause serious anguish -
needed changes might be lost or avoided because incompetent execution of
prior initiatives left everyone deeply change-averse.
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