PyCon JP 2025 Chair's Daily Report Back to Home

Proposing Activity Methods Tailored to Organizing Members' Diversity

2025-07-05

This is a daily report published personally by PyCon JP 2025 Chair @nishimotz.

PyCon JP 2025 will be held September 26-28 at Hiroshima International Conference Center. The final day features development sprints.

Official website 2025.pycon.jp is now live!

日本語版はこちら

Introduction

In my previous article “The Chair’s Job is to Visualize Work and Have Members Take It Away,” I wrote about ideal delegation practices. I described an idealistic model where members proactively “take away” work.

However, in real organizational management, not all organizing members can be that proactive. The “2-6-2 rule” mentioned in “Planning Study Sessions for Organizing Members” represents the reality of team activities:

This article explains a more realistic delegation system for each type of reader. Please read the section that corresponds to your position.

For Proactive Members (20%)

You are the driving force of the organization. You proactively “take away” work that the chair has made visible.

Your Role and Responsibilities

Primary Role:

Position in Multi-layered Delegation System: You are a crucial part of Stage 1 delegation. Since it’s unrealistic for the chair to delegate work directly to all members, you first “pull away” work from the chair and then appropriately distribute it within your team.

Important Considerations

Specific Actions

Task Breakdown and Distribution:

Communication Practices:

Decision-Making Under Time Constraints:

Growth and Learning Opportunities

For Situation-Responsive Members (60%)

You are the stable foundation of the organization. You have the ability to reliably complete assigned tasks.

Your Strengths and Value

Core Strengths:

Position in Multi-layered Delegation System: You are the central focus of Stage 2 delegation. Leaders and sub-leaders appropriately assign work to you, and you produce reliable results under clear instructions.

Effective Participation Methods

Receiving Instructions:

Utilizing Support Systems:

Contributing at Your Own Pace:

Growth Tips

Demonstrating Initiative:

Communication Improvement:

How to Receive Support

Utilizing Early Detection Systems: The chair team regularly checks each member’s participation and contribution levels. If there are signs of motivation decline or isolation, we provide the following support:

For Cautious Members (20%)

Your cautiousness is a valuable quality for the organization. You can demonstrate great abilities with proper support.

Your Value and Contributions

Unique Value:

Position in Multi-layered Delegation System: You are the target of Stage 3 individual support and growth assistance. Through more careful support, you can participate gradually and start with small success experiences.

Accessible Participation Methods

Gradual Participation:

Utilizing Individual Support:

How to Receive Support

Importance of Early Consultation:

Support Measures by Cause: When you have motivation but struggle to contribute effectively, there are the following causes and support measures:

Skill Issues:

Environmental Issues:

Communication Issues:

Role Issues:

Organizational Monitoring

The chair team currently monitors whether each organizing member is able to contribute effectively, watching over the entire organization with interest:

Early Detection System:

Intervention and Support:

For Leaders and Sub-leaders

You are the key to the multi-layered delegation system. You play an important role in connecting people to people, teams to teams, and supporting people’s activities.

Your Role and Expectations

Basic Role: As mentioned in previous articles, leaders and sub-leaders serve as “contact persons” and can be rotated. However, what’s important here is that while you don’t need to be hands-on workers yourselves, you should connect people to people, teams to teams, and support people’s activities.

What We Hope to Expect:

Responsibilities in Multi-layered Delegation System

Stage 1: Receiving Delegation from Chair:

Stage 2: Delegating to Team Members: For situation-responsive members (60%):

Stage 3: Providing Individual Support: For cautious members (20%):

Member Support Points

Supporting Proactive Members (20%):

Supporting Situation-Responsive Members (60%):

Supporting Cautious Members (20%):

Required Skills and Support Systems

Required Skills:

Support Systems:

Decision-Making Differentiation

For efficient decision-making under time constraints, please use the following differentiation:

Quick Decision Type:

Full Consensus Type:

Case Study: Logo Decision Process: In the recent logo decision, time was taken for discussions that went beyond the responsible team:

Organizational Stagnation Prevention Responsibilities

Addressing “Don’t Know, So Don’t Do Anything” Situations: When everyone says “I don’t know what to do, so I won’t do anything,” volunteer organizations cannot create good events.

Your Responsibilities: When temporarily unable to function adequately:

Escalation Judgment

Importance of Early Consultation:

Escalation Process:

  1. Team level: Situation assessment by leaders and sub-leaders
  2. Chair team level: Regular confirmation of team situations
  3. Emergency response: Immediate construction of support systems when needed

Direct Support from Chair Team: When there are no proactive members available:

Conclusion

While the idealistic model of “having work taken away” is important, real organizational management requires a staged approach that recognizes member diversity.

Based on the 2-6-2 rule, I believe creating an environment where each member can demonstrate their maximum potential is an important responsibility as chair. While there’s no perfect system, we aim to build an organization where everyone can thrive through continuous improvement.

To all organizing members, each of your contributions supports PyCon JP 2025. Regardless of your position, if you have any troubles, please don’t hesitate to consult with us. We will fully support your activities.

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