I recently attended a 3 day class on Sociocracy 3.0 (S3) by James Priest and Liliana David. This pattern language, based on Sociocratic and Agile principles, radically challenges a number of behaviours we see in companies and collaborative structures. 

One of the recurring questions throughout the training was: "How do you make sure everyone is heard in the decision making patterns described in S3?". The answer seems very simple: Artful Participation (and an observant facilitator).

Organizations partner to bring innovative collaboration certification to Europe.

Lately I've been seeing the classic skill matrix used more and more in companies in order to create teams and identify knowledge gaps. The tool is excellent for that, but recently I've come across a few modifications of the technique that make it so much more powerful, and to my surprise it was hard to find detailed information about these modifications online. Hence this blogpost.

The classic skill matrix and forming a team

The classic skill matrix works like this: 

The issue: knowledge sharing & alignment

It is frequently seen that even though people are working on the same delivery there still is misalignment on the way of working, with what degree of finish (D.O.D. interpretations), etc. 
This especially happens with different skills and contexts that imply different perspectives on how to look at software.
Either way you place it: knowledge sharing is lacking.