Rickard Falkvinge: Swarmwise – The Tactical Manual to Changing the World Chapter Four

Advanced Cyber/IO, Civil Society, Cultural Intelligence, Earth Intelligence, Ethics

Rickard Falkvinge
Rickard Falkvinge

Swarmwise – The Tactical Manual To Changing The World. Chapter Four.

Swarm Management:  People’s friends are better marketers toward those people than you, for the simple reason that they are those people’s friends, and you are not.

Swarmwise chapters – one chapter per month
1. Understanding The Swarm
2. Launching Your Swarm
3. Getting Your Swarm Organized: Herding Cats
4. Control The Vision, But Never The Message (this chapter)
5. Keep Everybody’s Eyes On Target, And Paint It Red Daily (Jun 1)
6. Screw Democracy, We’re On A Mission From God (July 1)
7. Surviving Growth Unlike Anything The MBAs Have Seen (Aug 1)
8. Using Social Dynamics To Their Potential (Sep 1)
9. Managing Oldmedia (Oct 1)
10. Beyond Success (Nov 1)The actual book is expected to be available by June 1, 2013.

n the last chapter, we talked a lot about formal structures of the swarm. We talked about keeping the working groups to seven people in size, and about splitting the informal groups that approach 150 people in size into two groups. This kind of advice will have come as a surprise to some, who would believe and maybe even insist that a swarm must be leaderless and fully organic.

I do not believe in leaderless organizations. We can observe around us that change happens whenever people are allowed to inspire each other to greatness. This is leadership. This is even leadership by its very definition.

In contrast, if you have a large assembly of people who are forced to agree on every movement before doing anything, including the mechanism for what constitutes such agreement, then you rarely achieve anything at all.

Therefore, as you build a swarm, it is imperative that everybody is empowered to act in the swarm just on the basis of what he or she believes will further its goals — but no one is allowed to empower himself or herself to restrict others, neither on his or her own nor through superior numbers.

This concept — that people are allowed, encouraged, and expected to assume speaking and acting power for themselves in the swarm’s name, but never the kind of power that limits others’ right to do the same thing — is a hard thing to grasp for many. We have been so consistently conditioned to regard power as power, regardless whether it is over our own actions or over those of others, that this crucial distinction must be actively explained: there is a difference between the ability to empower yourself to perform an action and the ability to restrict others from performing that action. In the swarm, people have the former ability, but not the latter. We will return to explore this mechanism in more detail in chapter 6, as we discuss how to create a sense of inclusion and lack of fear as we shape the general motivations and internal culture of the swarm.

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