Stigmergy enables innovation
In the Stigmergy chart below, all workers have full autonomy to create as they wish; the power of the user group is in the ability to accept or reject the work. Since there is no officially designated person to perform a task the users are free to create alternatives if they do not like what they are offered. Workers are free to create regardless of acceptance or rejection; in the chart below some work may be accepted by the largest group, some alternatives for a different user group, some only by a small group, and sometimes the worker will be alone with their vision. In all cases the worker is still free to create as they wish. History has shown no drastically innovative ideas that received instant mainstream acceptance and history also shows that radically new ideas are most often the result of solitary vision; to leave control of work to group consensus only is to cripple innovation.
In a competitive environment, a new idea is jealously guarded, legally protected and shrouded in secrecy. Great effort is expended in finding supporters for the idea while also ensuring that the idea remains covered by legal protections such as non-disclosure agreements. The idea remains inextricably bound to the creator until it is legally transferred to another owner and all contributors work for the owner, not the idea. Contributors must then be rewarded by the owner which further limits the potential for development and wastes more resources in legal agreements, lawsuits, etc. Contributors have no interest in whether the project succeeds or fails and no motivation to contribute more than they are rewarded for.
If the idea is instead developed cooperatively, it must first be pitched by the originator, who will attempt to persuade a group to adopt the idea. The group must be in agreement with the idea itself and with every stage of its development. The majority of energy and resources are spent on communication, persuasion, and personality management, and the working environment is fraught with arguments and power struggles. Because the project is driven by a group, albeit a cooperative one, the group is still competitive with other similar outside projects, and still wastes resources and energy on secrecy, competitive evangelizing, etc. Both competitive and cooperative projects will die if the group that runs the project leaves and both will attract or repel contributors based on the personalities of the existing group. Both are hierarchical systems where individuals need to seek permission to contribute. Both focus on the authority of personalities to approve a decision instead of focusing on the idea or action itself.