A Blurry Line Profit: What and How Do We Measure?
Skolny Organization

Rejoinder: Profit, Passion, and a Paradigm

Following up through the idea that a wage-based system is inherently unjust and that personal income should be differentiated by value created, not job title — that is, that every member of an organization should receive an identical living salary (not hourly wage) and owns the profit she or he creates:

Profit: When a base living wage is met, the “profit motive” is not the primary driving factor for every person (and I put it to you, not for most individuals). Because no person is externally motivated, profit is the motivation only for those driven by it. Obviously, I have no problem with those individuals, but am firmly convinced that most are not.

Passion: A majority of individuals have other purposes, what we call passions, the things that actually motivate them. Profit (income) is merely the way to meet or satisfy those purposes. Once sufficient income is created to do that, there is no individual utility to creating more. At that point, the purpose itself becomes the driving force.

Paradigm: That creates an issue for The Skolny Organization: If our profit (and every company’s does) depends on the work and creation of our members but is capped at their individual levels of satisfaction, how do we continue growing profit indefinitely?

The working paradigm is this: In addition to defining the parameters of profit creation and income for each individual based on her or his work in the organization (as demanded by the 5th Radical Idea), I intend to further tie income to those individual purposes, based on the question: How will you use the Organization to create impact through your own purposes and passions?

From that we will create metrics and parameters that base income on the Organization’s broader purposes (which, per the 4th Radical Idea is defined as the collective purposes of its individual members).

As always both/and (Profit and Passion, in this case) not either/or is our objective.

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