Funny thing happened yesterday at our face to face meeting...
I am documenting our organizational experience with integrating loomio at this thread. At the moment we have about 50 people enrolled in our loomio, and they seem to like it.
One week ago at our weekly meeting we found a topic that was pretty binary: Redesign the entrance to our nightclub or keep it the way that it had been for over 60 years. Our architect provided both versions, and there was a 50/50 split in the meeting. So I created a discussion on our loomio and proposed a decision with a 7-day duration (because it should be finished just before our meeting this week).
At first the opinion was against the redesign, but as images and discussion began to pepper the thread, opinion began to sway toward the redesign.
And then 6 hours before the end of the discussion another option appeared - which found even more resonance - but changed the nature of the decision into one that was no longer yes / no and on that was now ternary. This had the additional side-effect of invalidating the original votes and making everyone a bit uncertain.
Unfortunately, at the meeting yesterday at least a dozen of the people that had already voted in loomio were not present and we did not feel comfortable making a new vote without their participation. One way that was proposed to solve this problem using loomio was to create three discussions, but the participants were concerned that it would be too much work and not transparent enough. Another decision was to use the color codes of the decisions to mean 1,2,3 or block. But ultimately it was decided to repurpose a meeting scheduler at doodle.com and let everyone vote once for option 1, 2 or 3.
For us this has several consequences:
- We now accept loomio as a valid decision making tool for yes / no proposals
- We realize that our loomio discussions & decisions can have the same (or similar) results as face-to-face meetings
- We need to come up with a strategy for integrating finalized decisions into our extant decision-making structure
- We need to look into alternatives for complex decisions where the options are not binary.