There could not be a bigger difference in organizational style than there is between the hyper structured nature of the New York Department of Sanitation and the decentralized form of Pedal People. The DSNY was described as “pseudo-military”, featuring an extensive hierarchical network of different supervisors and authority figures. On the other hand, Pedal People employs a more egalitarian and concensus driven approach. Pedal People offer an effective, lower carbon, and situationally cheaper alternative to the traditional methods of waste collection. The few authoritative positions within the Pedal People organization are rotated on a weekly basis, both to divide responsibilities equally as well as to provide equal opportunity for all members of the organization to serve in these roles. All decisions are made on a consensus basis, with members using thumb gestures to indicate their position on given topics. This decision making approach is really appealing to me, especially keeping in mind the core values of the Pedal People organization as a whole. I would love to see Pedal People expanded beyond Northampton, however, adhering to the organization’s key principles while growing in scope poses a significant challenge. As we discussed in class, this voting method is rather difficult to employ on a larger scale. With more voices at the table, there are inevitably going to be more obstacles to settling on a single path to take. The same holds true for expanding Pedal People across multiple cities or regions. This would likely have to take the form of individual organizations for each location, rather than an overarching body creating new branches. Despite these obstacles, I think the Pedal People formula is extremely adaptable to different areas and has potential to provide a more sustainable waste disposal service across a broad scale.