DAOs don’t need a CEO, they need a mission

DAOs don't need a CEO, they need a mission

A few weeks ago, there was a trending topic on Twitter:

“DAOs don’t need a CEO, they need a mission”

The comments are filled with mixed reviews – some with serious disagreement that a single CEO is too centralized, while others feel that DAOs need more direction, and a centralized leader can provide that guidance .

They’re both right, DAO’s desire for direction and unity is rightfully so – the chaos of today’s DAOs can quickly become very tiresome.

However, the CEO is the opposite of decentralization, if a DAO has a CEO, will it still be a DAO?

I think the tweet should read like this:

“A DAO should have a clear mission that guides everyone.”

Because we need more unity in Dawes, don’t we? Everyone who has worked at The DAO probably knows what it’s like to get out of the berth and look for that North Star to guide them, that North Star is the mission .

Today, I will explore how to define mission in a decentralized system. Then, I’ll present three strategies that DAOs can use to build and refine their missions as quickly as possible.

Pursuing a mission like a school of fish

Cabin Dao wrote in an article on decentralized brands: “Think of a school of fish, how they swim perfectly, but without any clear instructions or maps to show them where they are going.” First, put the DAO Think of it as a school of fish, and think of the DAO as an entire school of fish that is constantly changing as it travels across the ocean to its destination.

They describe this as a critical “sense and respond” process that allows the DAO to move as a whole, but not get stuck in old, slow ways.

A mission as a school of fish sounds great. But, like a flock of birds flying south or a flock of fish swimming in unison, how do we learn to act in unison without adopting a hierarchical structure?

Let’s see how the animals do this, the jury is still out – geese have a clear leader, but other flocks are still being studied.

However, this fish is easier to study and yields interesting discoveries. The Audubon Journal cites research by biologist Dmitrii Radakov on how fish swim:

Even if only a few people know where the predators are coming from, they can steer a massive school by initiating a turn that their neighbors follow — and their neighbors’ neighbors, and so on.
Therefore, it only takes one person to feel threatened to move the entire school to a safe place.

Audubon continued: “Unlike linear geese, which do have clear leaders, the clusters are democratic. They operate from the ground up; any member can start a movement, and others will follow.

When applied to DAOs, this means that the process of defining tasks with a “shoal of fish” approach can be incredibly democratic and grassroots. Or, consider that we humans have not evolved into groups to perceive and respond, nor have we been taught to work effectively in groups that lack hierarchy, are fragmented and difficult to follow.

How do you keep track of a single, coherent mission when everyone can define the mission?

Other great thinkers in the field have similar ideas about the emerging “grassroots” mission, but have little idea of ​​how to keep it coherent and cohesive. Everyone continues to rely on our natural world for guidance.
Ted Law, Who decides who decides? “author. He wrote: “In a decentralized, non-coercive system, there is also no power over each other. The forest cannot ask the tree to grow faster. A tree cannot tell the forest to provide more resources. That’s not how things work.
I love the forest metaphor, but I’m still wondering what it’s like on a day-to-day basis.

The site where the management practices of the blue-green organization — Reinvent the Organization Wikipedia — see strategy as a living organism, akin to Carbindau’s fish analogy and Lowe’s forest analogy.

According to the website, strategy in a Teal organization “occurs organically at any time, anywhere, as people play with ideas and field test them. Organizations evolve, morph, expand or otherwise in response to collective intelligence processes. Contraction.
However, this strategy is entirely guided by “purpose”, which is a level above strategy. Goals are what the organization is called to do. That’s why this organization exists. In a Teal organization, goals will Change, that’s why it’s called evolutionary goals, it’s to change.
I like the idea of ​​DAOs borrowing strategies from social institutions and youth organizations. But I also question whether DAOs should have a goal of change. Change strategy — The means to achieve that mission or purpose – makes sense. But when I imagine a DAO that completely changes its purpose or what it was originally intended to do, I get stuck.

Mission unchanged, strategy unchanged

Perhaps, the social system is a better way to look at the mission of the DAO organization than the Teal organization. The mission shouldn’t change too much over time, but the way in which that mission is achieved, such as goals and strategies, should change, Law wrote.

Let’s explore this concept further, using the example of Cabin’s mission.

Their 1-year mission is to “become the DAO’s embassy” and their 10-year mission is to “become a decentralized city for creators”.

The strategies they use to achieve these two missions may change – they may create an IRL DAO contributor retreat, host a DAO-focused conference, have a Twitter space for AMAs, write about the DAO, or whatever they want Think of something that furthers their mission.

Strategy can change – maybe they decide not to host DAO conferences and prefer to plan events around general blockchain/Defi conferences, but their main mission will remain the same.

Another example is Maker Dao. Their mission is to create “the world’s first unbiased currency,” but their strategy to achieve this has changed several times. They used to be DAOs, then foundations, then DAOs. They made these choices in order to adapt to the changing Defi landscape. This is because in our 21st century VUCA world – turbulent, uncertain, complex and ambiguous, it is not realistic to have a one-size-fits-all strategy.

In my opinion, the mission should be clear. It should be narrow and explicit, not broad and vague.

But who set the task in the first place? This could be a small group or just one person. They set a mission and let the community take over from there.

This mission guides this community, but this mission has been set by others. And then we’re back to where we started, how to create missions in a decentralized way.

I will present several options for setting and defining a coherent mission in the spirit of decentralization:

  1. A mission set by the founding group and revisited annually by the community.
  2. After an organization ends its life, community leaders put together a mission into a cohesive document (see the Blue Pill book).
  3. A task starting with constraints, working background (see MolochDAO manifesto).

Mission set by the founding team, revisited by the community every year

DAOs may start small, and when they do, they should immediately define their mission. This definition will inform where the DAO is going next – everything from onboarding new members to delivering their first product or service will be guided by the mission.

But, given our VUCA (uncertainty, complexity, variability) world, sticking to a precise, laser-focused mission can be disruptive. Let’s take a look at centralized organizations by the way. Apple has always had a different mission when it comes to user experience. The overall task, while semantically changed, has not changed much in terms of the main goal of making powerful techniques easy to use. In response to our VUCA world, Apple changed its mission and strategy slightly.

DAOs can take a page from Apple’s book and set a broad mission that encompasses many paths, but continue to refine that mission as the world changes.

Revisiting the task might look like an annual vote. Or, an all-hands town hall-style meeting where contributors discuss whether the mission should change. It might even be an IRL retreat where DAO contributors talk about what the mission means to them.

DAOs can revisit tasks in the way that works best for them, but most importantly they continue to have conversations around them.

After the organization is over, community leaders pull together the mission into a cohesive document

One of my favorite examples of setting tasks in Daos is Yearn’s foundational book The Blue Pill.

The Blue Pill is a “spiritual guide to the past, present and future”. This book is an illustrated history of longing, how it has evolved, and where it can go.

It says, “These pages are dangerous. Naming our vision may limit us, and we are limitless… We’re putting our vision on paper so that when a fork in the road comes, contributors have Where to go. Get the answer to a question: Is it a craving?

I love that they made the protocol (the famous Year Year aggregator) and the beginning of the community (YeardDAO) before writing the book. Then, once they had the start of the task, they wrote it down. This is an example of an urgent mission — this book is just a record.

To be clear, the protocol and mission of the protocol itself was developed by a founder. And a large part of the DAO’s mission is to maintain this protocol. So, several asterisks accompany this “urgent” mission. But the main takeaway is that this mission can be refined by the community later, instead of being fixed from day one.

Take mission constraints as the first

MolochDAO has a simple, short manifesto in the form of a list of “is” and “is not”. “Moloch does not cater to speculators” and “Moloch is a public good” are two examples on their list.

I absolutely love this “yes” and “no” list. This list defines the boundaries within which tasks can appear. These limitations help narrow the focus of contributors and provide boundaries to the wilderness that contributors can explore in their quest for true calling.

MolochDAO also clearly defines its threats, which can be used to inform missions and strategies and further refine its boundaries. They don’t want a world that becomes what they call a “paperclip machine” where a super-AI acquires enough intelligence that it can fundamentally destroy humans to achieve the goals it was originally set for – this, in this In one case, making paper clips. They write, “Smart contracts > automated global financial systems > general AI that turns the world into a paperclip machine = a very real existential risk that should be taken seriously.” 

They define their “yes” and “no” and then put some threats into the picture (in their case these are existential threats to humans, which is probably a bit high for most DAOs), tasks From this.

I think this “constraint first” approach is a great way to set some boundaries for the task. Start wide and scale down. Boundaries can help contributors narrow the scope of their tasks even further than before.

Mission is critical to the success of a DAO.

The failure to set a mission is holding back DAOs, many DAOs are formed just for “ambience” but never define a mission that is cohesive enough to hold them together. A DAO can employ these three strategies to set a mission in a decentralized manner, and then break down the strategic elements into separate teams that achieve the mission in different ways.

The old saying, “haste won’t get you there , but if you want to go further, go together” applies to missions in DAOs. Only with a common mission can DAOs work together to create a better world. This article is both a call to action and a toolkit for the hard work of the DAO community to define the mission in a decentralized manner.

The information provided herein is for general guidance and informational purposes only and the contents of this article should not be considered investment, business, legal or tax advice under any circumstances. We are not responsible for personal decisions made based on this article and we strongly recommend that you do your own research before taking any action. While every effort has been made to ensure that all information provided herein is accurate and up-to-date, omissions or errors may occur.

Posted by:CoinYuppie,Reprinted with attribution to:https://coinyuppie.com/daos-dont-need-a-ceo-they-need-a-mission/
Coinyuppie is an open information publishing platform, all information provided is not related to the views and positions of coinyuppie, and does not constitute any investment and financial advice. Users are expected to carefully screen and prevent risks.

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