3.21 Structural Evolution of Collective Enterprises
At Level 1, facilitators hold frequent group discussions in each collective to build a sense of trust between members and a common vision of their future together. By building trust in each other and confidence in the group, the workers become ready to ‘formalise’ the collective by registering as a self-help group, and to invest in the collective (See the “Investment” section below). At this level only some leaders adopt MAYA ORGANIC's vision for the future of the enterprise. Most of the members continue to identify and work as job workers and they do not yet see the advantage of working together. As the group matures, by Level 2, more members share a broader vision of the collective as an enterprise and tend to follow one or two leaders of the group. At this level, functional groups are introduced. Members become more willing to take on leadership and responsibility (See “Leadership” and “Functional Groups” sections below). By the time the group stabilises at Level 3, most of the members share a vision and want to work together. Participation in group discussions is high, and there is an evident group-wide spirit and dynamism.
Through experiences with the different collectives, the MAYA ORGANIC staff has learned that the selection of members is crucial for forming and developing strong, cohesive groups. Prospective members should support the principles of MAYA ORGANIC at a basic level, and have a true desire to learn to work towards their own independence. Over time, MAYA ORGANIC staff has learned to assess groups in terms of their cohesion and potential for development. MAYA ORGANIC staff hopes to improve the initial selection of the members to ensure group cohesion and the existence of naturally supportive leaders.
Another imperative for effective group formation is the assurance of regular work and wages. In several collectives, membership dropped out when there was no work to be done, despite members being enrolled in ongoing training programmes.
Over the last two years, a significant number of people in MO collectives have come to see that MAYA ORGANIC is not just a workplace, as many originally believed, but also a place for exchange, learning, and personal growth. The combination of maturity, personalities, and experiences of these members in working with MAYA has enabled them to grasp the effectiveness of this work. The facilitators have also spent time speaking with them about their problems and helping them find solutions, in addition to assisting with basic family problems.
The MAYA ORGANIC Work Culture
The establishment of a safe, predictable work environment is central to the members of MAYA ORGANIC collectives. This kind of environment systemically counteracts the chaos and unpredictability of the members' daily lives and previous work experience (see the value of “a safe and predictable work environment” in section 2.33).
In order to facilitate order and predictability within collectives, at the initial level of collective formation, facilitators actively involve members in work and speak in terms of production. Emphasis is placed on regular, punctual attendance so that members obtain a basic understanding of the importance of reliability and regularity. Work starts promptly at 9:30 a.m. and the members, as a matter of professionalism, need to be there, having already cleaned the premises. While over time most members come to understand the importance of punctuality and attendance, the staff has realised that the rules are more effective when there are consequences for breaking them, and most effective when these consequences are enforced. Absenteeism has become an infrequent problem, caused mostly by illness or family-related reasons.
