As someone who worked in quite some no-budget films I think this article has some truth in it. No matter what your project is, whether it is a fun thing with f

As someone who worked in quite some no-budget films I think this article has some truth in it. No matter what your project is, whether it is a fun thing with friends or a big corp, the people organizing it always have to keep in mind that everybody is in it for a reason. Abondon these reasons for long enough and people will not give you their full potential. Abandon those reasons longer and they will be gone. And you will be left with those who think they can still extract value from you or those who have problems saying "No" — a organization only consisting of these two types is dysfunctional. As a manager/director/producer you should be aware what the reasons are for your team members and keep track of whether you believe you can honor those reasons. That principle is diluted in most corps because money is involved. As someone who had to keep teams functional where members worked for free I believe it would be wise for more managers to understand how to do this. It is better to say: "Bob, I know you are in it for $reason, but I am afraid we will have to do $Y for the next to months. I promise you I will try to make it better for the time after!" than knowing it will be shit for them and saying nothing in the hope that Bob won't notice. He will. And he will remember.