#co-op-governance

#co-op-governance

Most nonprofits begin with passion, and for good reason. A founder identifies a critical need and brings together a team that cares deeply enough to act. That kind of energy is what makes the early days possible. It drives long hours, resourceful problem-solving and a deep commitment to impact.

The labor of this kind of organizing was invisible and deeply exhausting. In a precarious workplace, where a so-called 'performance review' could amount to job loss, organizing meant building a bridge while standing on it.

Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.

Defense Secretary Pete Hegseth took the unprecedented step of designating a U.S. firm-Anthropic-as a supply chain risk. Anthropic's crime? It refused to violate industry-wide protocols against using AI for mass surveillance or autonomous weapons. Hegseth's designation, which has until now been reserved for foreign firms, bars U.S. military contractors from doing business with the company.

Architecture is often evaluated through finished forms, yet some practices operate in a different register, one where design unfolds through relationships, time, and use rather than through a single outcome. For CatalyticAction, participation is not a parallel social activity, but the means through which spaces are conceived, constructed, and sustained over time. Based between Beirut and London, the practice has worked across the Middle East and Europe, developing public spaces, schools, playgrounds, and everyday urban infrastructures through long-term collaboration with local communities.

Companies are under attack publicly and privately for policies viewed as "too progressive" or "woke." The reality, however, is that most companies have strongly reaffirmed their sustainability commitments but less so their DEI commitments. Corporate social responsibility (CSR) works in the grey area between the two. Many affirming companies have opted for "greenhushing," staying quiet about their strategies and leadership.

In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,

Losing staff could be detrimental to the projects we worked on, and there was a growing dissatisfaction with how meetings were run. These mostly one-sided discussions left the quieter half of us feeling pushed aside, like our thoughts didn't matter much. If things stayed this way, I worried the good people on our team would start quitting one by one.

The pandemic changed Defector's course. New York shut down, the economy ground to a halt, and the offers of capital dried up. So the group decided to launch a new website on their own dime, this time structured as a worker-owned cooperative in which the journalists, rather than media executives, made all the decisions. The site became the kind of success that's rare in digital media nowadays, bringing in $3.2 million in revenue from over 40,000 paying subscribers in its first year alone.

Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.

He is not worthy of the presidency. He takes bribes blatantly. And now he's being a racist, blatantly. They were supposed to deport the dangerous criminals. They were not supposed to go after small children, storm schools, bring terror upon, you know, the little kids and the women and children, not just the immigrants in the school. All the children are scared.

"Are you okay?" These were Alex Pretti's last words, said to a woman after ICE agents had tackled and pepper-sprayed her. Videos from bystanders show Pretti holding up a phone, attempting to document what was happening before he himself was pepper-sprayed, wrestled to the ground, and killed by those officers. He lost his life not for committing violence, but for documenting it, and stepping in to protect someone facing it.

The change in the administration's tactics in Minneapolis is not a retreat. Instead, they are regrouping and planning another mode of attack, with the hopes that their repression might be met with resistance that is easier to control and contain. People who garner their relevancy and power through the dehumanization and oppression of others will do whatever it takes to cling to their soulless sense of self.