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I knew how bike shops were run.We could run a store like this, ourselves, without the boss.But Josh didn’t want to become the guy who orders everyone else around.In his years working in bike shops, he had noticed some things.The boss is isolated.Even when he’s a nice guy, he’s pushed into this weird position, controlling other people, which makes it hard for him to connect in ordinary ways.The guys working on the shop floor had loads of good ideas about how to make the business better.They could see things the boss couldn’t see.But it made no difference.Their thoughts were irrelevant.And that actually harmed, Josh suspected, the business itself.He read up on the history of something called cooperatives.It was only in the late nineteenth century that it became standard for human beings to work this way.Lots of people pointed out that it would create a system of wage slavery in which people would be controlled all the time and would end up feeling miserable.So Josh talked with some of his close friends, people he had worked alongside for a long time, and with his wife, Meredith, about an idea.Let’s run our own bike store, and do it as a cooperative.That means we’ll share the work, and we’ll share the profits.We’ll make the decisions democratically.And it might just make us feel better.As I approached Baltimore Bicycle Works on its corner in the downtown of the city, it looked like any other bike store.On the ground floor, there are bright bikes and accessories all around, on a cement floor, and there’s a cash register, where Meredith was working when I arrived.When she took me upstairs, I saw there was a row of bikes lifted up as if on pulleys, and guys were standing next to them, looking as though they were performing some kind of primitive surgery.The bikes were partly dismantled, and they were being altered with screwdrivers and some tool I’d never seen before.Alex Ticu, a guy in his late twenties with a big bushy mustache, carried on working on the bike as he told me about his life before he became a partner there, when he worked for a catering firm.It was affecting everything.Here, he said, it works differently.At Baltimore Bicycle Works, they have a meeting every Thursday morning to discuss together the decisions they have to make as a business.If anyone has an idea for how to do something better, or to stop doing something that’s failing, they can propose it at that meeting.If somebody seconds it, they discuss it as a group, and then they vote on it.At the end of each year, everyone does an annual review on everyone else.The goal is for everyone to feel equally committed to the cooperative, and able to find a way to make the best contribution they possibly can to it.