Responsibility

This feature only applies to episodes with transcripts, which is a small number at this time.

Peter Koenig on source, money and consciousness
...cases, it explains why things have got a bit more complicated when we try to be co-founders and figure out that, if I'm a founder, I'm trying to give responsibility to somebody else that they can't really take on because they're not getting the proper information, because they aren't the founder. They aren't the ...more
...They aren't the source. So I've had too many experiences like that to easily get away and admit to co-founders, but everybody is on an equal level of responsibility, let me put it that way. I do invite people to demonstrate to me. I've always been from the start saying, "OK if you if you really think this and yo...more
...cases, it explains why things have got a bit more complicated when we try to be co-founders and figure out that, if I'm a founder, I'm trying to give responsibility to somebody else that they can't really take on because they're not getting the proper information, because they aren't the founder. They aren't the ...more
...They aren't the source. So I've had too many experiences like that to easily get away and admit to co-founders, but everybody is on an equal level of responsibility, let me put it that way. I do invite people to demonstrate to me. I've always been from the start saying, "OK if you if you really think this and yo...more
...ve had traditional roles of power, like managers, yes, there's some inner work for them to do in terms of being open to other perspectives and taking responsibility for their power. But there's also a huge piece of work for people who haven't traditionally had power to do in terms of learning and practicing to ma...more
...ve had traditional roles of power, like managers, yes, there's some inner work for them to do in terms of being open to other perspectives and taking responsibility for their power. But there's also a huge piece of work for people who haven't traditionally had power to do in terms of learning and practicing to ma...more
...it requires a certain level of development in a development of what you could call your connection to your inner source to actually step out and take responsibility and actually start something in life. And that's whether you're a manager in a big organisation with so-called, lots of responsibility, or whether yo...more
...p out and take responsibility and actually start something in life. And that's whether you're a manager in a big organisation with so-called, lots of responsibility, or whether you just have another job right down the hierarchy, it really doesn't make any difference as far as I'm concerned. We'd like to think tha...more
...ody holding this energy, holding this field now. And who is it? And then who, who are the people? What is the line in terms of power or authority and responsibility in this particular body? And who are the people there? And very often, these people are not necessarily in these management positions, it needn't be ...more
...ecognise that they are in this line, they will love you from the start just for the simple recognition, because they may not be recognised of all the responsibility they actually are taking, very often the case, and you will get instant very good advice usually....more
...it requires a certain level of development in a development of what you could call your connection to your inner source to actually step out and take responsibility and actually start something in life. And that's whether you're a manager in a big organisation with so-called, lots of responsibility, or whether yo...more
...p out and take responsibility and actually start something in life. And that's whether you're a manager in a big organisation with so-called, lots of responsibility, or whether you just have another job right down the hierarchy, it really doesn't make any difference as far as I'm concerned. We'd like to think tha...more
...ody holding this energy, holding this field now. And who is it? And then who, who are the people? What is the line in terms of power or authority and responsibility in this particular body? And who are the people there? And very often, these people are not necessarily in these management positions, it needn't be ...more
...ecognise that they are in this line, they will love you from the start just for the simple recognition, because they may not be recognised of all the responsibility they actually are taking, very often the case, and you will get instant very good advice usually....more
...plained so much of what happened within the group during the 10 years. It explains totally, I needn't go into details here. But this notion of shared responsibility, I think this is what it comes down to ultimately, and it gets translated into shared vision, and shared purpose, which I feel is extremely dangerous...more
...s for the people that are working in it because it tends to lead to a compromise where everybody is compromising on their own power and authority and responsibility for the sake of what we would like to believe could be shared, but I have lots of evidence to show now that you can't really share these aspects. But...more
...plained so much of what happened within the group during the 10 years. It explains totally, I needn't go into details here. But this notion of shared responsibility, I think this is what it comes down to ultimately, and it gets translated into shared vision, and shared purpose, which I feel is extremely dangerous...more
...s for the people that are working in it because it tends to lead to a compromise where everybody is compromising on their own power and authority and responsibility for the sake of what we would like to believe could be shared, but I have lots of evidence to show now that you can't really share these aspects. But...more
...along with a better story afterwards, I'm the first one to say, "Well, okay, I'll ditch my story, we'll go with a better one." So as I say, if shared responsibility in terms of power, authority and responsibility, if somebody comes with the evidence, this is working, and their story is working better than the so...more
...st one to say, "Well, okay, I'll ditch my story, we'll go with a better one." So as I say, if shared responsibility in terms of power, authority and responsibility, if somebody comes with the evidence, this is working, and their story is working better than the source work, I'll be the first to ditch the source ...more
...along with a better story afterwards, I'm the first one to say, "Well, okay, I'll ditch my story, we'll go with a better one." So as I say, if shared responsibility in terms of power, authority and responsibility, if somebody comes with the evidence, this is working, and their story is working better than the so...more
...st one to say, "Well, okay, I'll ditch my story, we'll go with a better one." So as I say, if shared responsibility in terms of power, authority and responsibility, if somebody comes with the evidence, this is working, and their story is working better than the source work, I'll be the first to ditch the source ...more
... Peter Koenig: Right. So if you understand that you've got a field with the founder as the source of the whole field, it's the source, who takes 100% responsibility, and takes the decision for the whole field. But you've got people within the field, and hopefully, they are sources too. I call them 'sub sources', ...more
...n if I don't like the color of the carpet you're choosing in the office, and I would never do what you're doing, this is your field, you've taken the responsibility to create it, you go ahead and do it." That's what a good source would do of a whole operation - wouldn't intervene because the intervention, (we're ...more
... in sociocracy so I do know a little bit about what you're talking about. So in my view, what's really happening there is that you have somebody with responsibility in the inner field as a whole or in a sub source position and you have a circle of people who are helping that person. So, what is called 'joint deci...more
... Peter Koenig: Right. So if you understand that you've got a field with the founder as the source of the whole field, it's the source, who takes 100% responsibility, and takes the decision for the whole field. But you've got people within the field, and hopefully, they are sources too. I call them 'sub sources', ...more
...n if I don't like the color of the carpet you're choosing in the office, and I would never do what you're doing, this is your field, you've taken the responsibility to create it, you go ahead and do it." That's what a good source would do of a whole operation - wouldn't intervene because the intervention, (we're ...more
... in sociocracy so I do know a little bit about what you're talking about. So in my view, what's really happening there is that you have somebody with responsibility in the inner field as a whole or in a sub source position and you have a circle of people who are helping that person. So, what is called 'joint deci...more

Alanna Irving on leadership, decisions and money in bossless organisations

...s going to take a lot of unwinding and unpicking. There's something complex about our relationship with power dynamics, our relationship with taking responsibility for ourselves, our relationships with taking responsibility for each other in a conceptual, healthy way - which is just so hard. And it's never easy....more
...omething complex about our relationship with power dynamics, our relationship with taking responsibility for ourselves, our relationships with taking responsibility for each other in a conceptual, healthy way - which is just so hard. And it's never easy. It's hugely rewarding, but it's never easy. Walking those r...more
...easy. So I'm constantly tripping up on my own internal, 'oh, actually that was my ego coming out again', and like, 'oh, actually, I'm afraid to take responsibility for myself' or 'I actually did want to talk and tell person what to do', or 'I am actually really attached to a certain outcome'. All those things ar...more
...s going to take a lot of unwinding and unpicking. There's something complex about our relationship with power dynamics, our relationship with taking responsibility for ourselves, our relationships with taking responsibility for each other in a conceptual, healthy way - which is just so hard. And it's never easy....more
...omething complex about our relationship with power dynamics, our relationship with taking responsibility for ourselves, our relationships with taking responsibility for each other in a conceptual, healthy way - which is just so hard. And it's never easy. It's hugely rewarding, but it's never easy. Walking those r...more
...easy. So I'm constantly tripping up on my own internal, 'oh, actually that was my ego coming out again', and like, 'oh, actually, I'm afraid to take responsibility for myself' or 'I actually did want to talk and tell person what to do', or 'I am actually really attached to a certain outcome'. All those things ar...more
...ther umbrella organisations - for example there's a great one called Brussels Together in Belgium, which is for grassroots citizen initiatives. Civic responsibility work and environmental groups - and those kinds of groups. Those groups are not owned by anyone either. They don't want to be bogged down in the pap...more
...ther umbrella organisations - for example there's a great one called Brussels Together in Belgium, which is for grassroots citizen initiatives. Civic responsibility work and environmental groups - and those kinds of groups. Those groups are not owned by anyone either. They don't want to be bogged down in the pap...more
...erything from scratch, andholding the entire existential weight on my shoulders. It wasn't until I took that off and actually had roles where I have responsibility, and I really care, and I'm taking ownership for my stuff. Whereas an executive reporting to a board actually has some existential responsibility. Or...more
...ave responsibility, and I really care, and I'm taking ownership for my stuff. Whereas an executive reporting to a board actually has some existential responsibility. Or in my current role with Open Collective I'm looking after a certain part of it, and that's great. And the two co-founders are having conversation...more
...erything from scratch, andholding the entire existential weight on my shoulders. It wasn't until I took that off and actually had roles where I have responsibility, and I really care, and I'm taking ownership for my stuff. Whereas an executive reporting to a board actually has some existential responsibility. Or...more
...ave responsibility, and I really care, and I'm taking ownership for my stuff. Whereas an executive reporting to a board actually has some existential responsibility. Or in my current role with Open Collective I'm looking after a certain part of it, and that's great. And the two co-founders are having conversation...more

Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem

...got you through that? Anna Elgh: No, I think, as I said, my own conviction that we can't reach a state of working in the company where everyone takes responsibility if we don't wait for everyone to do that. So I think that mentally I knew that if I were to step in again, I would ruin months of work by setting us ...more
...got you through that? Anna Elgh: No, I think, as I said, my own conviction that we can't reach a state of working in the company where everyone takes responsibility if we don't wait for everyone to do that. So I think that mentally I knew that if I were to step in again, I would ruin months of work by setting us ...more
...Lisa Gill: Yeah, I really like what you say there about waiting for everyone to step into responsibility. And you mentioned before about patience. And I think a lot of times I talked to CEOs or senior leaders who are frustrated there are pockets of the o...more
...Lisa Gill: Yeah, I really like what you say there about waiting for everyone to step into responsibility. And you mentioned before about patience. And I think a lot of times I talked to CEOs or senior leaders who are frustrated there are pockets of the o...more
...if you need to come into the office, you can do that. But we followed the recommendations. And it has worked fantastically. Everyone has really taken responsibility and delivered in a period where we have doubled the growth that we had anticipated this year, which means that we have been in a very very tough situ...more
...ver this. This has never been an issue - that we are not in control or people are not doing it. It has just happened and everyone has taken very good responsibility....more
...if you need to come into the office, you can do that. But we followed the recommendations. And it has worked fantastically. Everyone has really taken responsibility and delivered in a period where we have doubled the growth that we had anticipated this year, which means that we have been in a very very tough situ...more
...ver this. This has never been an issue - that we are not in control or people are not doing it. It has just happened and everyone has taken very good responsibility....more
...d about where are we heading, what's decided - and nothing is decided. So somehow we have to continue this journey. And every key team has to take on responsibility of their journey and decide when it's time for them to take the next step, and what is the next step for the different teams. And what what is clear...more
...d about where are we heading, what's decided - and nothing is decided. So somehow we have to continue this journey. And every key team has to take on responsibility of their journey and decide when it's time for them to take the next step, and what is the next step for the different teams. And what what is clear...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...that you have to do is to solve it. So proactivity is one of the skills that is necessary. And accountability is because this only works if you take responsibility for your actions, right? If you fail, you have to be humble, otherwise you will not learn and people will not trust in you. So accountability is real...more
...that you have to do is to solve it. So proactivity is one of the skills that is necessary. And accountability is because this only works if you take responsibility for your actions, right? If you fail, you have to be humble, otherwise you will not learn and people will not trust in you. So accountability is real...more
...cruitment process, have you found that some people join and find it challenging to adapt to this way of working – you know, high accountability, high responsibility? Jorge Silva: Well, yeah, sometimes what happens in our company is that we work with a lot of people that are in one of their first jobs. And we work...more
...cruitment process, have you found that some people join and find it challenging to adapt to this way of working – you know, high accountability, high responsibility? Jorge Silva: Well, yeah, sometimes what happens in our company is that we work with a lot of people that are in one of their first jobs. And we work...more
...ple start to save money and to be really critical on what medical insurance to have. So when you invert control to the people around you and give the responsibility to them, I think it's the best scenario. So I think that this is one of the basic and powerful ideas....more
...ple start to save money and to be really critical on what medical insurance to have. So when you invert control to the people around you and give the responsibility to them, I think it's the best scenario. So I think that this is one of the basic and powerful ideas....more
...e do that by ourselves. And I think it's one of the great decisions that we made in the beginning. Because everyone understands, and everyone has the responsibility to take care of the human resources. And I think if you're going to work in a company, you have to take care of that - you can make decisions without...more
...e do that by ourselves. And I think it's one of the great decisions that we made in the beginning. Because everyone understands, and everyone has the responsibility to take care of the human resources. And I think if you're going to work in a company, you have to take care of that - you can make decisions without...more

Michael Y. Lee on lessons from researching self-managing organisations

...an lead without necessarily using and leveraging controlling, top-down authority. You need junior employees or less senior employees who can run with responsibility, exercise authority, but do so in a responsible way. And then I think at a collective level, you need structures and processes and practices at a co...more
...an lead without necessarily using and leveraging controlling, top-down authority. You need junior employees or less senior employees who can run with responsibility, exercise authority, but do so in a responsible way. And then I think at a collective level, you need structures and processes and practices at a co...more
...ame': the ability to lead without control, the maturity to have lower ego and have a certain level of humility, the ability to exercise authority and responsibility - these are all, I think, characteristics of a certain level of psychological development that Bob Kegan, who you mentioned, has written brilliantly ...more
...ame': the ability to lead without control, the maturity to have lower ego and have a certain level of humility, the ability to exercise authority and responsibility - these are all, I think, characteristics of a certain level of psychological development that Bob Kegan, who you mentioned, has written brilliantly ...more
... the work or really passionate about what the organisation does, I think self-management is trickier, because you're asking people to take a lot more responsibility and to think about bigger things. It's not that everyone has to be involved in governance, but you're asking people to a much greater extent to be in...more
... the work or really passionate about what the organisation does, I think self-management is trickier, because you're asking people to take a lot more responsibility and to think about bigger things. It's not that everyone has to be involved in governance, but you're asking people to a much greater extent to be in...more
...ons, you still have tensions, it's just we don't really talk about them and we don't really know what to do with them and we think it's the manager's responsibility to do something with them. Michael Y. Lee: Yeah, or we're so used to working in these structures that we no longer become aware of them. We've been t...more
...ons, you still have tensions, it's just we don't really talk about them and we don't really know what to do with them and we think it's the manager's responsibility to do something with them. Michael Y. Lee: Yeah, or we're so used to working in these structures that we no longer become aware of them. We've been t...more

Bernadette Wesley on bridging inner and outer transformation

... In other words, that's what exponential kind of offers us - this nonlinear curve. Because I think there's this fear that 'now you're putting all the responsibility on us, we have to grow to develop to save the planet'. And it's like, actually, no - we have to shift our consciousness. We don't know how this works...more
... In other words, that's what exponential kind of offers us - this nonlinear curve. Because I think there's this fear that 'now you're putting all the responsibility on us, we have to grow to develop to save the planet'. And it's like, actually, no - we have to shift our consciousness. We don't know how this works...more
... your agreements by just trying it out together, and then giving feedback on that. And we just continue to hold questions around it. Well, what's our responsibility here if something comes up that's between two people in the room together? And often we say if your learning edge is asking for that space, for that ...more
...fractals. So we often see what patterns are we seeing that have similar challenges between us, and in the system that we're a part of. And what's our responsibility there? And we don't answer that if we don't know. It's an in the moment ongoing question that we live into. It depends. So those are just some of the...more
... your agreements by just trying it out together, and then giving feedback on that. And we just continue to hold questions around it. Well, what's our responsibility here if something comes up that's between two people in the room together? And often we say if your learning edge is asking for that space, for that ...more
...fractals. So we often see what patterns are we seeing that have similar challenges between us, and in the system that we're a part of. And what's our responsibility there? And we don't answer that if we don't know. It's an in the moment ongoing question that we live into. It depends. So those are just some of the...more

Edwin Jansen on how people adopt self-management at Fitzii
...o - the Heart stage: are they ready for this kind of emotional turmoil that Teal inevitably brings up our driving value or principle we call 'Radical Responsibility', which is every person is 100% responsible for their own engagement in their work and they're responsible for their own impact on the business and o...more
...o - the Heart stage: are they ready for this kind of emotional turmoil that Teal inevitably brings up our driving value or principle we call 'Radical Responsibility', which is every person is 100% responsible for their own engagement in their work and they're responsible for their own impact on the business and o...more
... of the realm of habits and processes and practices because I know at Fitzii you have your role advice process. So you mentioned there about 'Radical Responsibility' and if someone sees something rather than complaining or pointing a finger or whatever, they're encouraged to do something about that. So what is th...more
... of the realm of habits and processes and practices because I know at Fitzii you have your role advice process. So you mentioned there about 'Radical Responsibility' and if someone sees something rather than complaining or pointing a finger or whatever, they're encouraged to do something about that. So what is th...more
...hat everyone else needs to do. But ultimately, it took me a couple of years to realise - no, you've got to start with yourself, you have to take 100% responsibility for your own personal development and impact and only in doing that can you actually create the kind of change that that you're looking for....more
...hat everyone else needs to do. But ultimately, it took me a couple of years to realise - no, you've got to start with yourself, you have to take 100% responsibility for your own personal development and impact and only in doing that can you actually create the kind of change that that you're looking for....more

Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers

...we thought it would look like. And I think that is so powerful in this space, is when you give people that permission to shine and to take ownership, responsibility. It's really, really exciting to see what is possible in an organisation. Philippa nodded to the the ethos within Mayden, we've tried so many times t...more
...we thought it would look like. And I think that is so powerful in this space, is when you give people that permission to shine and to take ownership, responsibility. It's really, really exciting to see what is possible in an organisation. Philippa nodded to the the ethos within Mayden, we've tried so many times t...more
...n ways that we've wanted to. Taryn Burden: Yeah, I think I'll just tag onto - while you were speaking, Philippa, I was just thinking of ownership and responsibility. And so much of it is on the individual, which is that nod to we believe in you, we believe you can carve the path that you want to do, but I do also...more
...n ways that we've wanted to. Taryn Burden: Yeah, I think I'll just tag onto - while you were speaking, Philippa, I was just thinking of ownership and responsibility. And so much of it is on the individual, which is that nod to we believe in you, we believe you can carve the path that you want to do, but I do also...more

Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising

...tion it's exploding almost - it's 12, 13, 14%. In Buurtzorg now it's 8%, which is also higher than the normal. But I think we're very happy that this responsibility is a collective responsibility. Let's go with what we learn from day to day in this pandemic and let's see that there's principles of keeping people ...more
...'s 12, 13, 14%. In Buurtzorg now it's 8%, which is also higher than the normal. But I think we're very happy that this responsibility is a collective responsibility. Let's go with what we learn from day to day in this pandemic and let's see that there's principles of keeping people as safe as possible, supporting...more
...tion it's exploding almost - it's 12, 13, 14%. In Buurtzorg now it's 8%, which is also higher than the normal. But I think we're very happy that this responsibility is a collective responsibility. Let's go with what we learn from day to day in this pandemic and let's see that there's principles of keeping people ...more
...'s 12, 13, 14%. In Buurtzorg now it's 8%, which is also higher than the normal. But I think we're very happy that this responsibility is a collective responsibility. Let's go with what we learn from day to day in this pandemic and let's see that there's principles of keeping people as safe as possible, supporting...more

Margaret Heffernan on how to act our way out of the status quo trap

...t is that it makes much clearer who's responsible for what. And the things that people decide to do for themselves, they are much more likely to take responsibility for than the things where they're told to do it. If you didn't decide it was worth doing, you're very much less invested in it working out well. So i...more
...for his success. So ownership of the decision, hugely determines the sense of personal accountability, as opposed to just kind of legal or corporate responsibility that people bring to their work. And you can see this when you look at the lives and work of artists and writers and so on. They are personally so in...more
...t is that it makes much clearer who's responsible for what. And the things that people decide to do for themselves, they are much more likely to take responsibility for than the things where they're told to do it. If you didn't decide it was worth doing, you're very much less invested in it working out well. So i...more
...for his success. So ownership of the decision, hugely determines the sense of personal accountability, as opposed to just kind of legal or corporate responsibility that people bring to their work. And you can see this when you look at the lives and work of artists and writers and so on. They are personally so in...more

Beetroot’s founders on purpose, self-management, and shocking people with trust

...Henman: We also took some active decisions not to introduce control functions and not double-checking, but sort of encouraging that all this sense of responsibility came from within; like some intrinsic force and you shut that down if you start to do controlling and if you start to behave in a way where it's obvi...more
...Henman: We also took some active decisions not to introduce control functions and not double-checking, but sort of encouraging that all this sense of responsibility came from within; like some intrinsic force and you shut that down if you start to do controlling and if you start to behave in a way where it's obvi...more
...o listen a bit under the surface, in terms of motivators and the ability to listen and the real curiosity and interest is there and also the level of responsibility-taking. And lately I've been coming into some later stages or interview processes and I'm usually trying to test out self-awareness to see: "What do ...more
...o listen a bit under the surface, in terms of motivators and the ability to listen and the real curiosity and interest is there and also the level of responsibility-taking. And lately I've been coming into some later stages or interview processes and I'm usually trying to test out self-awareness to see: "What do ...more

Buurtzorg and the power of self-managed teams of nurses
...n the beginning, we worked and worked and worked and it was always on our mind. Because you have to do it very well. You feel that. Marian: Yeah. The responsibility. Chila: It feels like your own business. Marian: But there were times when your colleagues said to you, "It's alright, we can do it." Jolanda: We can...more
...n the beginning, we worked and worked and worked and it was always on our mind. Because you have to do it very well. You feel that. Marian: Yeah. The responsibility. Chila: It feels like your own business. Marian: But there were times when your colleagues said to you, "It's alright, we can do it." Jolanda: We can...more
... self-managed way. What advice would you give them about how to make it work? Chila: Communicate. Marian: Yeah. And no leadership. Everyone has same responsibility, Chila: And honesty. Trust. Transparency. Safety. If you have that together, you can do it. Marian: Everyone has their qualities and uses them. Nobod...more
... self-managed way. What advice would you give them about how to make it work? Chila: Communicate. Marian: Yeah. And no leadership. Everyone has same responsibility, Chila: And honesty. Trust. Transparency. Safety. If you have that together, you can do it. Marian: Everyone has their qualities and uses them. Nobod...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...r, Lisa, you mentioned…the Toyota experience in North America. And I think the Toyota experience in North America was sincerely interested in pushing responsibility throughout the organisation. But the workforce was not prepared to accept that. And what I worry about is when the Haier model gets transferred, will...more
...r, Lisa, you mentioned…the Toyota experience in North America. And I think the Toyota experience in North America was sincerely interested in pushing responsibility throughout the organisation. But the workforce was not prepared to accept that. And what I worry about is when the Haier model gets transferred, will...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...aries in order to save, in order to avoid layoffs, or getting really creative because they can see the figures and they feel this collective sense of responsibility to do something together. So I think my hope is that we'll see more of that. And I think also I'm really interested to see how things develop in ter...more
...aries in order to save, in order to avoid layoffs, or getting really creative because they can see the figures and they feel this collective sense of responsibility to do something together. So I think my hope is that we'll see more of that. And I think also I'm really interested to see how things develop in ter...more

Amy Edmondson on psychological safety and the future of work

... for instructions, or relying on someone else to solve things for me, what things could I do to start to become more leaderful, to start to take more responsibility for the climate in my team, for example? AE: It’s a great question and I think the answer has to start with deciding that you want to do that. Becau...more
... for instructions, or relying on someone else to solve things for me, what things could I do to start to become more leaderful, to start to take more responsibility for the climate in my team, for example? AE: It’s a great question and I think the answer has to start with deciding that you want to do that. Becau...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures

...eir 20s or early 20s. They did them immediately. As far as you want to see, people have freedom and use it responsibly. There's more freedom and more responsibility. They were able to ask for what they need from each other. Get what they need. When they didn't get it, they'd say all the kinds of things you want i...more
...eir 20s or early 20s. They did them immediately. As far as you want to see, people have freedom and use it responsibly. There's more freedom and more responsibility. They were able to ask for what they need from each other. Get what they need. When they didn't get it, they'd say all the kinds of things you want i...more

Aaron Dignan on being complexity conscious and people positive

...f other psychology. It tells us the story of people being generally trustworthy and good and motivated and wanting to learn and grow, wanting to take responsibility, seeking out opportunities to learn, feeling like mastery, autonomy and purpose are really at the centre of what moves us - as opposed to the kind of...more
...f other psychology. It tells us the story of people being generally trustworthy and good and motivated and wanting to learn and grow, wanting to take responsibility, seeking out opportunities to learn, feeling like mastery, autonomy and purpose are really at the centre of what moves us - as opposed to the kind of...more