On Mon, Feb 12, 2007 at 11:37:53AM +0100, Raphael Hertzog wrote: > > It tries to give: > - more momentum to the leadership: clearly a single leader is swamped with > administrivia and even the addition of a 2IC didn't let Anthony finish > his first proposal (about giving single-package upload rights to some > people which don't want to become full DD but want to maintain just one > or two packages) Did finishing this proposal entail the policy *and* technical implementation, or only one or the other? I would submit that the policy part is the DPL's job, but the technical is probably not as it can be delegated to a capable DD to implement within the confines of the stated policy. What, precisely, prevented Anthony from setting down the policy? Did it require additional approval that was not forthcoming (e.g., a GR or other policy instrument that required wider approval)? Did the things that kept him bogged down really fall under the responsibility of the DPL? If so, how will having a group of bogged down people be an improvement over having a bogged down individual? > - better decision taking: when you have a big discussion, it's difficult to take a > decison alone, you take the sole responsibility of it... whereas when > you're 10 which are deciding, it's easier to assume the outcome. It is also harder to accomplish anything. Depending on your point of view, this can be good or bad. > - better respect of the leadership: if you don't like the leader, it's > easy to dismiss any of its decision, but if you have 6 people in the > board that you respect and 4 that you don't trust too much, you're more > likely to accept the outcome of a given decision. > I disagree. Please look at how the general US population views the Congress. > It's also a form of leadership that fits better our own internal workings. > If a board member goes MIA, we still have 9 others who are there. > That is a valid point. Regards, -Roberto -- Roberto C. Sanchez http://people.connexer.com/~roberto http://www.connexer.com
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