To Collectivize refers to a form of organization in which a group of people decides to make operational decisions not through a single leader, fixed ideas, or strict guidelines, but through the shared expertise of its members. Unlike hierarchical structures, collectivity does not rely on one person’s authority or specific expertise but emerges from the interaction of diverse individuals. The verb “to collectivize” is also used when resources, responsibilities, or knowledge are transferred into a collective process.

There are many myths and misconceptions surrounding collectivity, often based on the difficulty of understanding its internal structures from the outside. Collective work does not follow a single, predefined model; instead, it consists of flexible arrangements that adapt to cultural and social contexts. This flexibility makes it harder to categorize, but also more resilient and sustainable in the long run.

Contrary to common belief, collectivity is not necessarily free of hierarchies. However, these hierarchies are often more fluid, broadly distributed, and open to negotiation rather than rigidly imposed. Decision-making processes vary, often prioritizing dialogue, consensus, and shared responsibility over unilateral authority.

People choose collective work for many reasons, but one central motivation is empowerment. Collectivization allows individuals to access opportunities and resources that would be difficult or impossible to obtain alone. It fosters environments based on mutual support, shared learning, and a sense of community. While many collectives welcome newcomers, not all are designed for public engagement—some operate internally or focus on specific networks.

At its core, collectivization is about building structures that support collaboration, adaptability, and inclusion. It challenges traditional models of organization by emphasizing shared agency and the power of working together in a self defined manner, rather than sticking to existing frameworks.

It’s a learning space, and, for example, none of us is a carpenter, has built a boat, or has created a floating circus. […] Each year it’s a new adventure, a new fantasy. […] We are all learning from each other. Over time, we developed a sense of who to ask for specific things. So within the collective, someone became—not an expert—but a guide, let’s say, for the group in that technique.

Who belongs to a collective and who doesn’t is often not defined by clear roles. Often it is rather a matter of concrete engagement and can change over time.

In collective work, goals and visions develop out of a habit of doing, often no individual leader decides where to go. This leads to outcomes that often appear somewhat improvised.