The Mess is Strong, be a Polyhedron

Be a Polyhedron

Begin with an unwholesome mess of parts, doweling, panel pins, rubber bands and glue and build a frame, a polyhedron. By increments add outer lays of skins and watch as your construction becomes so strong you can stand up on it.


The same can be applied in life.

Effective decision-making based on a topic that is of interest to a group who share some level of knowledge and experience in a non-hierarchical, participative way is as FINNA recommend. In effect this is decision-making where all of the parts are brought together to make the ‘right’ decision in the circumstances. It is of obvious advantage in those organisations that operate in a democratised fashion, and/or where there is commitment to a variety of stakeholders.

Simply ask yourself the question; How should we run our organisation?

In a democratised and decentralised environment where flat organisational structures and self-management are the way in which value is brought and added then the answer is multi-faceted, a variety of stakeholders exist each with a valid but potentially differing requirement of the project or process. Effective decision-making is therefore best effected in a non-hierarchical, and participative way.

FINNA recognises that the future is not certain and that variation is inevitable albeit the level of variation is constant when measured over time it is then important to also understand that whilst each stakeholder will require of the project and process they can each equally contribute. The properties of decision-making in this way are strength, the logic of crowds so to speak.

The arrangement of an organisation in this way means that its constituent members can be remote but remain strong but also that the arrangement is ordered so that the inter-related nature of connectedness effectively provides a closed and logical solution based organisational approach. The connectedness will also mean that decisions reverberate through the organisation and are reflected outwardly as well as inwardly consolidating the connections both in the organisation and with its surroundings. The organisation becomes cohesive within itself and with its environment.

At the base of this FINNA approach is the commitment to balancing the needs of different and possibly competing viewpoints. By accepting this you will have to trust the judgment of individuals and teams. Where this approach most definitely will not work is in a situation or circumstances where dominance is in the hands of few or even one. But if this is the case you almost certainly will not be reading this blog post, it will not be of interest.

If you are willing and brave enough to adopt this FINNA recommendation, then any interventions you plan must be the subject of an outlined methodology. There will be weaker and stronger members of your team and organisation and if left unchecked the voices of the strong will outpace and drown out those of the weaker. It is your responsibility to ensure fairness of opinion without being the judge or arbiter.

If you are unsure or believe you may have one of the weaker voices then seek out a facilitator and give them the role of helping to generate agendas for change. No individual or group should be allowed to dominate, participation should be guaranteed to all. The baneful influence of power and hierarchy is removed. Communication is designed to maximise the constructive engagement of all and all learn from the process.





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