Hi Weogo,
I don't have specific experience with the worker self-directed nonprofit or the dynamic governance that you mentioned. I have been part of two bike collectives, so I can share my experience with the general category of top-down and bottom-up board structures. I hope this insight gives you something to consider.
The first group was a fledgling organization in a transition period between mobile-only operations and leasing a workshop space. At that time, there was no paid staff and the board consisted mostly of the volunteers who were deeply involved with the daily operations. This was an effective group because everyone cared deeply about the mission of the organization and the value we provided in the community. Possible limitations of this model include the reduced exposure to other social and professional circles outside the bike community and a reduced ability for these in-the-weeds volunteers to step back and consider the broad, strategic vision of the organization. The more time you spend doing administrative work, the less time you get to fix bikes, so people can quickly get burned out on admin stuff if they really just want to be wrenching.
The second collective experience is with a group which is more established. We have a paid executive director, paid staff mechanics, a paid part-time fundraising coordinator, and paid staff to run the charitable programs. Many groups in larger cities and/or wealthier locales are able to sustain this kind of staffing thanks to higher volume of business and a larger pool of potential donations from the community. Our board includes former volunteers as well as other interested professional , who have not participated with our organization previously. The benefit of this model is that we can tap a broader range of professional skillsets, such as accountants / professional fundraisers / event planners / HR managers. These skills would be harder to find within our organization if we were limited to volunteers and staff. We can also reach a wider range of professional and social networks for fundraising. On the flip side, this group may be less informed about the difficulties and opportunities that present themselves during day-to-day operations, so this leaves the opportunity for friction to develop between the operations team (staff and volunteers) and the board.
I can't really recommend one version or another without hearing more about what you want to accomplish with your group. Either way, good luck and keep us updated on your success!