Autonomy

...US, and I think even what we’ve seen with Haier in Europe as well, when you give people the prospects of really using what they know, and having more autonomy to do that, they become fascinated by it, it becomes energising, and then you begin to see very imaginative responses. So I’m very hopeful that when...more

..., you know, things like this and Oticon in Denmark. **When I think back about those things, you know, they changed the organisation, they gave people autonomy, but they didn’t necessarily change the way in which rewards were distributed. And I think Haier has done that. **What do you think Simone? S Cicero...more

...xperience have? I don’t know, not enough. And so, my hope is that if there’s a revolution within the workforce, it becomes one about seeking out more autonomy and more leadership. But earlier, Lisa, you mentioned…the Toyota experience in North America. And I think the Toyota experience in North America was...more

...orthy 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 other theory which is the determinist behaviourist, we're all rats ...more

... different groups, we realised that those were kind of spaces to play. So for example, if you talk to almost anyone in our field, they'll talk about autonomy or distributed authority or empowerment or agency or they'll have a word for it. They'll have an idea of like, how do you give teams at the edge more...more

...y make decisions all the time. And if they think that the decision is above the waterline, it's not a problem. There's a lot of empowerment, a lot of autonomy. If they suspect it might be below the waterline, then they engage in an advice process. And we see that actually, throughout a lot of the cases tha...more

... to help organisations resolve a core tension, which is the core tension between coordination and control on the one hand, and individual freedom and autonomy on the other. So organisations are fundamentally trying to balance these two factors, because they need to get their collective work done, but also, ...more

...ally trying to balance these two factors, because they need to get their collective work done, but also, individuals fundamentally need some level of autonomy and freedom in order to be satisfied, and in order to stay in the organisation. And so hierarchical structures tend to privilege and prioritise coord...more

...fied, and in order to stay in the organisation. And so hierarchical structures tend to privilege and prioritise coordination control over freedom and autonomy. Classic self-managing structures tend to do the opposite, and I think the question is, can you do both? Is there some way to resolve this so that yo...more

...rested in how can we tap into the collective creativity and intelligence of people because I was always frustrated when I was an employee: how little autonomy I had and how little I was involved in things that impacted me and I saw so much wasted potential - so I think that was the seed. And then reading bo...more

...ollaboration is just not workable, rather than on the basis of specific circumstances and criteria. And power with is essentially about honouring the autonomy and freedom of other people. It's not just caring about your needs, in general, it's about specifically honouring your freedom and capacity to partic...more

...n remember talking to some of the nurses from Buurtzorg and one of the challenges there is that people love their work so much, and they have so much autonomy, that the shadow side of that is that people are burning out. And it's really challenging to support each other and to support yourself as well. And ...more