Having shared goals doesn't preclude competition. People push their own proposals for "how to get there from here," out of sense of ownership of the ideas. They vie for leadership and attention. They contend for scarce resources. Competitive impulses are inevitable. Channeling those impulses into good uses is a challenge for [[Project Persephone]].

Having shared goals doesn't preclude competition. People push their own their own proposals for "how to get there from here," out of sense of ownership of the ideas. They vie for leadership and attention. They contend for scarce resources. Competitive impulses are inevitable. Channeling those impulses into good uses is a challenge for [[Project Persephone]].

Dr. Thorell also considers Netflix exemplary for its competitive approach to recruiting and selectively retaining in-house expertise.[^She cites [[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] One might argue that picking and choosing among active contributors is a privilege "earned" only by an organization that can pay people for their work. Project Persephone needs to make do with volunteer labor for most purposes, and it would seem that beggars cannot be choosers. However, as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^[[http://books.google.com/books?id=qwAf_g_GnFgC | ''Managing the Non-Profit Organization: Principles and Practices'']], Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Failure to choose judiciously might result in a dysfunctional organization, one that's truly reduced to begging. Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

Dr. Thorell also considers Netflix exemplary for its competitive approach to recruiting and selectively retaining in-house expertise.[^She cites [[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] One might argue that picking and choosing among active contributors is a privilege "earned" only by an organization that can pay them. Project Persephone needs to make do with volunteer labor for most purposes, and it would seem that beggars cannot be choosers. However, as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^[[http://books.google.com/books?id=qwAf_g_GnFgC | ''Managing the Non-Profit Organization: Principles and Practices'']], Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Failure to choose judiciously might result in a dysfunctional organization, one that's truly reduced to begging. Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

Dr. Thorell also considers Netflix exemplary for its competitive approach to recruiting and selectively retaining in-house expertise.[^She cites [[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] One might argue that picking and choosing among active contributors is a privilege "earned" only by an organization that pay them. Project Persephone needs to make do with volunteer labor for most purposes, and it would seem that beggars cannot be choosers. However, as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^[[http://books.google.com/books?id=qwAf_g_GnFgC | ''Managing the Non-Profit Organization: Principles and Practices'']], Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Failure to choose judiciously might result in a dysfunctional organization, one that's truly reduced to begging. Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

Dr. Thorell also considers Netflix exemplary for its competitive approach to recruiting and selectively retaining in-house expertise.[^She cites [[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] One might argue that picking and choosing among contributors is a privilege limited to organizations that pay contributors. Project Persephone needs to make do with volunteer labor for most purposes, and it would seem that beggars cannot be choosers. However, as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^[[http://books.google.com/books?id=qwAf_g_GnFgC | ''Managing the Non-Profit Organization: Principles and Practices'']], Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Failure to choose judiciously might result in a dysfunctional organization, one that's truly reduced to begging. Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

->[a] social network is not a place for the architects and designers of [a project] to actually get work done. That requires a more [[http://en.wikipedia.org/wiki/TopCoder |  TopCoder]]-style environment where you encourage architects to build multiple [[Project Persephone]] worlds to test for actual user evaluation. [The] [[http://en.wikipedia.org/wiki/Netflix_prize | NetFlix prize]] [...] tools and forums were quite simple but [the] rules were extremely well thought out. [It had] methods of submitting, timeframes, deadlines, quantitative testing methods, behavioural spurs (eg. Last Call to Action), etc. The process was one, per Netflix philosophy, of providing Context, not Control.[^Lisa Thorell of [[http://offthegrid-pr.com/ | Off the Grid PR]]^]

Dr. Thorell also considers Netflix exemplary for its competitive approach to hiring and retention of expertise.[^She cites [[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] One might argue that picking and choosing among contributors is a privilege limited to organizations that pay contributors. Project Persephone needs to make do with volunteer labor for most purposes, and it would seem that beggars cannot be choosers. However, as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^[[http://books.google.com/books?id=qwAf_g_GnFgC | ''Managing the Non-Profit Organization: Principles and Practices'']], Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Failure to choose judiciously might result in a dysfunctional organization, one that's truly reduced to begging. Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

Dr. Thorell has also pointed out that Netflix is exemplary for its competitive approach to hiring and retention of machine-learning experts.[^[[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] Project Persephone needs to make do with volunteer labor for most purposes, but as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^''Managing the Non-Profit Organization: Principles and Practices'', Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

Having shared goals doesn't preclude competition. People will push their own their own proposals for "how to get there from here," out of sense of personal ownership of the ideas. They'll vie for leadership and attention. They'll contend for scarce resources. Competition is inevitable. The question is how to keep competitive impulses channeled in productive ways.

One advisor to [[Project Persephone]][^Lisa Thorell of [[http://offthegrid-pr.com/ | Off the Grid PR]]^] strongly advocates contests, saying that although [[social networks]] might have their place in "crowdsourcing" the fermentation of ideas,

->[a] social network is not a place for the architects and designers of [a project] to actually get work done. That requires a more [[http://en.wikipedia.org/wiki/TopCoder |  TopCoder]]-style environment where you encourage architects to build multiple [[Project Persephone]] worlds to test for actual user evaluation. [The] [[http://en.wikipedia.org/wiki/Netflix_prize | NetFlix prize]] [...] tools and forums were quite simple but [the] rules were extremely well thought out. [It had] methods of submitting, timeframes, deadlines, quantitative testing methods, behavioural spurs (eg. Last Call to Action), etc. The process was one, per Netflix philosophy, of providing Context, not Control.

She has also pointed out that Netflix is exemplary for its competitive approach to hiring and retention of machine-learning experts.[^[[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] Project Persephone needs to make do with volunteer labor for most purposes, but as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal screening policies, both for qualifying new volunteers and for periodically evaluating those already recruited.[^''Managing the Non-Profit Organization: Principles and Practices'', Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge. 

She has also pointed out that Netflix is exemplary for its competitive approach to hiring and retention of machine-learning experts.[^[[http://www.slideshare.net/reed2001/culture-1798664 | "Netflix Culture: Freedom and Responsibility"]]. [[http://en.wikipedia.org/wiki/Reed_Hastings | Reed Hastings]], Netflix, 2009^] Project Persephone needs to make do with volunteer labor for most purposes, but as [[http://en.wikipedia.org/wiki/Peter_Drucker | Peter Drucker]] noted long ago, the more established and professional non-profits tend to institute very formal policies for qualifying new volunteers and periodically evaluating those already recruited.[^''Managing the Non-Profit Organization: Principles and Practices'', Peter Drucker, Collins (August 3, 1992). ISBN 0887306012^] Defining the boundaries for ''social'' inclusion versus ''functional'' inclusion in Project Persephone, and determining who is allowed to cross them and under what circumstances, is likely to be an on-going organizational challenge.