Community Power Part 2: The Process

In part 1 of this series we looked at some common misconceptions about how power works inside the GNOME project and went over the roles and responsibilites of various sub-groups.

With that in place, let’s look at how of a feature (or app, redesign, or other product initiative) goes from idea to reality.

The Why

At the base of everything are the motivations for why we embark on new product initiatives. These are our shared values, beliefs, and goals, rooted in GNOME’s history and culture. They include goals like making the system more approachable or empowering third party developers, as well as non-goals, such as distracting people or introducing unnecessary complexity.

Since people across the project generally already agree on these it’s not something we talk about much day-to-day, but it informs everything we do.

This topic is important for understanding our development process, but big enough to warrant its own separate post in this series. I’ll go into a lot more detail there.

The What

At any given moment there are potentially hundreds of equally important things people working on GNOME could do to further the project’s goals. How do we choose what to work on when nobody is in charge?

This often depends on relatively hard to predict internal and external factors, such as

  • A volunteer taking a personal interest in solving a problem and getting others excited about it (e.g. Alexander Mikhaylenko’s multi-year quest for better 1-1 touchpad gestures)
  • A company giving their developers work time to focus on getting a specific feature done upstream (e.g. Endless with the customizable app grid)
  • The design team coming up with something and convincing developers to make it happen (e.g. the Shell dialog redesign in 3.36)
  • A technological shift presenting a rare opportunity to get a long-desired feature in (e.g. the Libadwaita stylesheet refresh enabling recoloring)

For larger efforts, momentum is key: If people see exciting developments in an area they’ll want to get involved and help make it even better, resulting in a virtuous cycle. A recent example of this was GNOME 40, where lots of contributors who don’t usually do much GNOME Shell UI work pitched in during the last few weeks of the cycle to get it over the line.

If something touches more than a handful of modules (e.g. the app menu migration), the typical approach is to start a formal “Initiative”: This is basically a Gitlab issue with a checklist of all affected modules and information on how people can help. Any contributor can start an initiative, but it’s of course not guaranteed that others will be interested in helping with it and there are plenty of stalled or slow-moving ones alongside the success stories.

The How

If a new app or feature is user-facing, the first step towards making it happen is to figure out the user experience we’re aiming for. This means that at some point before starting implementation the designers need to work through the problem, formulate goals, look at relevant art, and propose a way forward (often in the form of mockups). This usually involves a bunch of iterations, conversations with various stakeholders, and depending on the scale of the initiative, user research.

If the feature is not user-facing but has non-trivial technical implications (e.g. new dependencies) it’s good to check with some experienced developers or the release team whether it fits into the GNOME stack from a technical point of view.

Once there is a more or less agreed-upon design direction, the implementation can start. Depending on the size and scope of the feature there are likely additional design or implementation questions that require input from different people throughout the process.

When the feature starts getting to the point where it can be tested by others it gets more thorough design reviews (if it’s user facing), before finally being submitted for code review by the module’s maintainers. Once the maintainers are happy with the code, they merge it into the project’s main branch.

In the next installment we’ll look at what this power structure and development process mean for individual contributors wanting to work towards a specific goal, such as getting their pet bug fixed or feature implemented.

Until then, happy hacking!

Community Power Part 1: Misconceptions

People new to the GNOME community often have a hard time understanding how we set goals, make decisions, assume responsibility, prioritize tasks, and so on. In short: They wonder where the power is.

When you don’t know how something works it’s natural to come up with a plausible story based on the available information. For example, some people intuitively assume that since our product is similar in function and appearance to those made by the Apples and Microsofts of the world, we must also be organized in a similar way.

This leads them to think that GNOME is developed by a centralized company with a hierarchical structure, where developers are assigned tasks by their manager, based on a roadmap set by higher management, with a marketing department coordinating public-facing messaging, and so on. Basically, they think we’re a tech company.

This in turn leads to things like

  • People making customer service style complaints, like they would to a company whose product they bought
  • General confusion around how resources are allocated (“Why are they working on X when they don’t even have Y?”)
  • Blaming/praising the GNOME Foundation for specific things to do with the product

If you’ve been around the community for a while you know that this view of the project bears no resemblance to how things actually work. However, given how complex the reality is it’s not surprising that some people have these misconceptions.

To understand how things are really done we need to examine the various groups involved in making GNOME, and how they interact.

GNOME Foundation

The GNOME Foundation is a US-based non-profit that owns the GNOME trademark, hosts our Gitlab and other infrastructure, organizes conferences, and employs one full-time GTK developer. This means that beyond setting priorities for said GTK developer, it has little to no influence on development.

Update: As of June 14, the GNOME Foundation no longer employs any GTK developers.

Individual Developers

The people actually making the product are either volunteers (and thus answer to nobody), or work for one of about a dozen companies employing people to work on various parts of GNOME. All of these companies have different interests and areas of focus depending on how they use GNOME, and tend to contribute accordingly.

In practice the line between “employed” contributor and volunteer can be quite blurry, as many contributors are paid to work on some specific things but also additionally contribute to other parts of GNOME in their free time.


Each module (e.g. app, library, or system component) has one or more maintainers. They are responsible for reviewing proposed changes, making releases, and generally managing the project.

In theory the individual maintainers of each module have more or less absolute power over those modules. They can merge any changes to the code, add and remove features, change the user interface, etc.

However, in practice maintainers rarely make non-trivial changes without consulting/communicating with other stakeholders across the project, for example the design team on things related to the user experience, the maintainers of other modules affected by a change, or the release team if dependencies change.

Release Team

The release team is responsible for coordinating the release of the entire suite of GNOME software as a single coherent product.

In addition to getting out two major releases every year (plus various point releases) they also curate what is and isn’t part of the core set of GNOME software, take care of the GNOME Flatpak runtimes, manage dependencies, fix build failures, and other related tasks.

The Release Team has a lot of power in the sense that they literally decide what is and isn’t part of GNOME. They can add and remove apps from the core set, and set system-wide default settings. However, they do not actually develop or maintain most of the modules, so the degree to which they can concretely impact the product is limited.

Design Team

Perhaps somewhat unusually for a free software project GNOME has a very active and well-respected design team (If I do say so myself :P). Anything related to the user experience is their purview, and in theory they have final say.

This includes most major product initiatives, such as introducing new apps or features, redesigning existing ones, the visual design of apps and system, design patterns and guidelines, and more.

However: There is nothing forcing developers to follow design team guidance. The design team’s power lies primarily in people trusting them to make the right decisions, and working with them to implement their designs.

How do things get done then?

No one person or group ultimately has much power over the direction of the project by themselves. Any major initiative requires people from multiple groups to work together.

This collaboration requires, above all, mutual trust on a number of levels:

  • Trust in the abilities of people from other teams, especially when it’s not your area of expertise
  • Trust that other people also embody the project’s values
  • Trust that people care about GNOME first and foremost (as opposed to, say, their employer’s interests)
  • Trust that people are in it for the long run (rather than just trying to quickly land something and then disappear)

This atmosphere of trust across the project allows for surprisingly smooth and efficient collaboration across dozens of modules and hundreds of contributors, despite there being little direct communication between most participants.

This concludes the first part of the series. In part 2 we’ll look at the various stages of how a feature is developed from conception to shipping.

Until then, happy hacking!