I think a practical intervention here would be outlining how much governance should be in place at a variety of different scales. “We employ 200 people directly and direct hundreds of millions of dollars annually” should obviously have much more governance-structure than two people self-funding a project. A claim like “by the time your group has ten members and expects to grow, one of them, who is not in a leadership role themselves, should be a designated contact person for concerns, and a second replacement person as socially and professionally distant from the first as practical should be designated by the time your group hits 30 people.” I expect explicit growth models of governance to be much more useful than broad prescriptions for decision-makers, and to make explicit the actual disagreements that people have.
I think a practical intervention here would be outlining how much governance should be in place at a variety of different scales. “We employ 200 people directly and direct hundreds of millions of dollars annually” should obviously have much more governance-structure than two people self-funding a project. A claim like “by the time your group has ten members and expects to grow, one of them, who is not in a leadership role themselves, should be a designated contact person for concerns, and a second replacement person as socially and professionally distant from the first as practical should be designated by the time your group hits 30 people.” I expect explicit growth models of governance to be much more useful than broad prescriptions for decision-makers, and to make explicit the actual disagreements that people have.