As mentioned earlier, MAYA ORGANIC considers continuous learning and critical reflection to be core principles for social change and emancipatory processes. It promotes autonomy among members of worker-owned collectives by creating space for members to make decisions, adapt, and plan both as individuals and in groups. In the MAYA ORGANIC approach, learning happens continuously during production and training in three major realms: quality, ownership, and self-directedness. Tools such as assessment, reflection, and questioning oneself and one's surroundings are central, as they enable members and groups to develop capabilities in identifying, analysing, and solving problems that arise. Through integration into every process of MAYA ORGANIC, learning becomes systemic.
The following section discusses the initial attempts of MAYA ORGANIC to institutionalise learning and critical reflection in the Lacware and Garments sectors. The findings are the result of intense discussions between sector facilitators and the collectives, and are based on the understanding gained during the last two years of intervention. From an analysis of the learning that has taken place from the viewpoint of the facilitators and the collectives, MO has evolved a framework which details the various institutional phases through which collectives move and, the milestones which can be observed as collectives evolve. We also report empirical findings on observed maturity levels of collectives in the areas of production, group coherence, vision, quality, and business development. Finally, we discuss a future vision of the relationship between MAYA ORGANIC and the collectives as its role diminishes, and collectives are able to operate relatively self-sufficiently as enterprises. The findings presented below will provide a basis for further consolidation of the knowledge generated during this reflection period.
MAYA ORGANIC has paid special attention to the institutionalisation of learning in the areas of structural evolution of collective enterprises, production skills, business skills, and technical skills and quality monitoring. Institution building at the level of collectives comprises these areas.
Structural Evolution of Collective Enterprises
Special attention to the structural evolution of collective enterprises is essential for developing strong, cohesive, highly-functioning groups with a vision of their future together as enterprises. MAYA ORGANIC groups have non-hierarchical, horizontal leadership structures characterised by functional groups into which responsibilities are divided. Thus, members share a sense of responsibility and ownership. The signing of Memoranda of Understanding (MoUs) by collective members constitutes an important part of structure formation. MoUs serve as contracts clarifying the responsibilities of members, groups, and MAYA ORGANIC. Though the MoUs are initiated during the early phases of collective development, the documents increase in complexity and are modified as the collectives develop further (See Section 3.2 “Milestones” for more detail on MoUs).
