4III. Working Open in ActionSo what do we actually mean when we say ‘working open’, and why is it something we should care about? In this section, we move to concretize the notion of working open by addressing a number of core questions: (1) What are the core practicesassociated with working open? (2) What gets sharedand (3) with whom in this process?(4) What are the purported purposes and benefitsof these practices?1. The Core Practices of Working OpenWorking Open has a range of practices associated with it, here we briefly outline the ones that emerged as central within our conversations. We also draw off of some writing by Matt Thompson of the Mozilla Foundation who haswritten extensively about the subject. Generally, our driving orientation around what to include here were practices that helped address the challenge of creating a network that can effectively learn on a collective level.I.Rapid Prototyping ‘in the wild’–part of ‘openness’is a commitment to quickly prototyping, testing out and iterating small ideas in real contexts before they go big, and then as they develop continually engaging in public testing as a means of getting feedback on and strengthening work. This might be something as simple as gathering some co-workers around a table to engage in an activity or play with a prototype, or, on a larger scale, holding a one day workshop that pilots an idea before running a full-on program. It’s a commitment to both flexibility and learning in the face of how things actually play out in the real world. And the results of tests and pilotsare not simply things that one organization can benefit from,linking themto the next practice related to documentation and public sharing means that others learn from your pilots.II.
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