John are you going to get involved in this? You're probably our only hope of getting something down that doesn't look like autistic scribble.
I keep trying to stay out of it, but sometimes I can't help jumping in.
As I have said before, doing work like this was my profession before retirement. In fact, I am about to come out of retirement for a very similar project in scuba-related instruction. Of course, in this case, I will be paid.
It's a
very big job.
You are trying to have a very diverse group come to consensus on a complex issue with no consensus-making process in place and no orderly procedure for creating a product in the first place. This is
chaos theory applied to management in its purest form. I am aware of and actually support
Margaret Wheatley's concept of chaos management. In fact, I don't believe you can create something like this in any other fashion. However, I don't see how it can be done with almost no direction at all.
Let's take a look at the evolution of the source of the two links above--Wikipedia. It started out as a purely democratic free-for-all, and look at the mess that led to. It has now had to install controls that it did not previously consider necessary. And that is for a much simpler product--an information center with no restrictions on its content--than we are trying to create.
There is an order of operations that really must be followed or nothing good can come of it, and this implies management to ensure that the process is followed. I strongly suggest people look at Rick DuFour's works, including
Professional Learning Communities at Work to see a good process for implementing this.
The first step is agreeing on your mission, and I think this group is pretty close to having achieved that.
The next and most crucial step, as I said earlier in different terms, is to evolve a
shared vision of what is to be accomplished. A shared vision is not an imposed vision. It is achieved when all members of the group achieve consensus on what it will look like when the mission is accomplished. Without that shared vision, each individual will be working toward and promoting his or her individual vision, thus creating a product that, well, looks like it was created by a committee.
I personally have no hope of a shared vision happening in this community, and that is why I have not participated.
At present we have a wide variety of very diverse opinions, and many of the opinion holders are adamant and uncompromising in their positions. I believe that if I could take this present group away on some form of a retreat for a few weeks (or maybe less) and use good facilitative practices, we could achieve a shared vision, but that is certainly not going to happen.
Perhaps it could be done online with proper online facilitation and focus, but that would require starting all over with very specific rules of interaction.
One important rule would have to limit participation. I do not mean that people would have to be preselected for existing ideologies--just the opposite. I mean that it cannot be run like a typical SB forum, where people opt in or out at will. Think of all the long forums (like this) you have seen on SB. Just when you think you have actually come to some agreement on something, yahoos jump in who read the opening first few posts, skipped the next 300 posts, and reopened issues that had been put to rest by post 150. Threads like that keep going in circles because people are constantly coming and going. If a group is to have a shared vision, it must be consistent in its membership throughout.
The group must have a facilitator who has the role of the Lord High Keeper of the Vision. He or she oversees the process and makes sure that the process is true to the vision. That does not mean that the vision will not change; in fact, it must change in accordance with chaos management theory. The KOV must have the skill to recognize the difference between an individual or two going off vision and a genuine and necessary shift in the vision brought on by the group deliberation process.
An important part of this process is research and training. People must speak on the basis of real knowledge, not half formed opinions, individual isolated experiences, and prejudices. I can't tell you how many times I have sat in despair in the early stages of group deliberative processes as I heard person after person admit to not having had time to read the research we had agreed to examine as a part of the decision making process. Inevitably, that group would come to a decision based on the pre-existing prejudices of the group rather than the contradicting evidence in the ignored research. If you look at a typical Scuba Board thread, you will see people misquoting the results of research from groups like DAN all the time. That can't happen if we are to create a quality product.
As the group moves toward creating specific standards, it must have the discipline to examine each one in relation to the vision. This is surprisingly difficult. People who have been doing things their way for decades have pet activities that they really like and can do well. It takes a lot of mental discipline--courage, really--to realize that a pet activity does not help achieve the shared vision and should not be in the standards.
Finally, there must be a review process in place that makes sure that the final product is indeed what was envisioned in the first place.
I have followed this practice to different extents in professional groups with varying degrees of success. The biggest problems are always the same--for some reason usually related to deadlines and/or budgets, the initial training and planning steps are compressed or even ignored. People want to jump right to results.The final review process is often skipped as well, usually because the creating process takes longer than expected, with huge flaws not noticed until after implementation.
So, I see this as a very daunting task, and that is why I am loath to jump in. I have been paid a pretty decent salary to do this work in the past and been disappointed in the results because of the problems I identified above. In those cases, we were dealing with paid employees working with a budget. I am therefore hesitant to step into this existing process.