First of all: if this is not the right place for this question, please move it to the appropriated one. This one was the closest I found to the subject.
Some context: Junior enterprises are completely voluntary work. I'm a member of a junior enterprise of a Computer Science course at our federal university. We are going through some bad time in terms of external products, negotiations and growing in general.
Thing is: the members of the enterprise are kind of settled down, accommodated to the situation, without motivation to learn, to develop systems of their own, to bring value to themselves and the corporation.
We know that the fact that not having progress at negotiations is a big turn down to any enterprise, and it seems that is too hard to create an internal project that would motivate by deadlines, like an external project would do with a real paying client.
Forcing the members to deliver value by punishment rarely is a solution, and in our case specifically, doesn't seem to be a good idea since, from the beginning, we are voluntaries. We are starting to apply a - kind off - simple benefits policy, but personally I think it will not, by far, be enough...
I know it's a situation with a lot of variables envolved, lot of details and background history, and should take a longer text to give it all. I've tried to make as simple as possible.
After all, what we really want to ask, and receive some advices maybe, is:
How do we treat an internal crisis of a junior enterprise, composed of voluntaries, not experienced members, that won't bring value for the enterprise of for themselves.