Yes ok, you can't assign tasks but what about tasks needed to be done and that are not motivating anybody ? How do you to have this task done ? Example : RFEs triage and consolidation. This is a marketing task, aint'it ? may be transversal with QA but I think that new 3.0 features for OOo have also a marketing concern. Nobody wants to work on this, should we let the RFEs unanswered and going into a black hole ?
I don't have an easy answer for this, because there isn't one and I don't know why no one is working on it. Perhaps people aren't interested. Perhaps they think they don't know enough to be of real help. Perhaps the overlap on this particular issue between QA and Marketing confuses people. Perhaps they think that someone else is doing it and they would not be welcome to participate. Perhaps they think it's too controversial. Perhaps they think that if they work on it, their work will be ignored or endlessly debated or argued wih. I don't know.
Here's my suggestion on dealing with issues like that: use Daniel's INREACH approach to actively encourage people. Let people know there's a need (don't expect everyone to find something that interests them on the todo list; recruit people). Seek out new people, from (say) the Users or Discuss lists. We've had many enthusiastic and valuable people join Authors simply because Daniel spots them on a list and invites them to join.
Then -- and this is absolutely essential -- once people decide to work on something, encourage and help them. Make them feel that their contribution is welcomem, so that their work is rewarding and not a burden. Give them positive feedback often. (And do all of this sincerely and genuinely.) Don't micromanage them. Give them as much autonomy as possible. And get their work recognised and implemented as quickly as possible. If debate is needed, do it quickly and resolve it and move on.
I feel that being a good citizen in a project and really belonging to a project means that you take care also about this tasks that are always delayed but are however significant for the project. In that case, the leaders will be also more confident in newcomers and new ideas or ponctual, because he/she will know that even if there is new tasks, the old or boring one will be done and that will keep the project unified and effective.
It all works together. If people feel their work is valued, they will be more likely to take on these tasks. The leaders must create an atmosphere that helps people feel valued, not used or ignored. Note that I'm talking about perceptions, what people feel about the situation.
Regards, Jean
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