Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...uimin has put together… really it’s like a puzzle of great ideas, and strong approaches to work and life and everything that makes this crazy, unique culture.
For example, it’s a great mix of some of the most interesting and important management thinkers from the West. Zhang Ruimin is such a big fan of Pe...more
...dual and his capability, with this kind of postmodern perspective that the Taoist thinking brings, you end up with this kind of crazy entrepreneurial culture. And this is really unique, I think — from my understanding this is not present in any other organisation that I that I’ve been able to engage with. ...more
... about you, it’s about all the other people that engage in the management and in the execution of the business vision. And so you tend to create this culture of having everybody at the same level, especially when everybody can engage with the knowledge.
And when the knowledge and the ideas and the compens...more
Jorge Silva on horizontal structures and participatory culture at 10Pines
...r to be here. And thank you for introducing me. So I like to start talking with a game when I talk about 10Pines and how we see our business and the culture and company. And the game is about a fight with your thumbs. Lisa Gill: Yeah, thumb wars! Jorge Silva: And here it’s a really popular game when you...more
...notice? What would feel different? Jorge Silva: Well, in order to have an idea of how we work, I feel proud of three practices that summarise all the culture and how we see the management of the company. The first one is that we make decisions in a collaborative way. And we use concerns - like in Sociocrac...more
...Lisa Gill: On that note, you mentioned three key practices that make up your culture and the way that you're organised. I'm wondering what you're learning in terms of - not so much in terms of structures and processes - but in terms o...more
Beetroot’s founders on purpose, self-management, and shocking people with trust
... create for people. And I think one of the most tangible things when you visit Beetroot or when you meet any of the Beetroot team, is how strong your culture is - there's really a strong feel. So, I wondered if you could say something about how important culture has been for you, and maybe describe a bit o...more
...any of the Beetroot team, is how strong your culture is - there's really a strong feel. So, I wondered if you could say something about how important culture has been for you, and maybe describe a bit of the essence of the Beetroot culture for people listening, because you have this great analogy, for exam...more
...feel. So, I wondered if you could say something about how important culture has been for you, and maybe describe a bit of the essence of the Beetroot culture for people listening, because you have this great analogy, for example, between an onion and a beetroot and so many wonderful ways of describing your...more
Pasteur Byabeza on transitioning to self-management at Davis College
...n we've had on the podcast. And I know when you and I spoke before you shared with me some reflections as a Rwandan on how certain aspects of African culture have either helped or made this transition more challenging. Could you share with listeners, what your take is on, you know, African culture and how ...more
... African culture have either helped or made this transition more challenging. Could you share with listeners, what your take is on, you know, African culture and how that has played a part in this shift? Pasteur Byabeza: That's a great question. I would say that our thought is that the role of culture in m...more
...ican culture and how that has played a part in this shift? Pasteur Byabeza: That's a great question. I would say that our thought is that the role of culture in management is poorly understood. People should know that values, norms and beliefs derived from certain group of people will definitely affect the...more
Amy Edmondson on psychological safety and the future of work
...e can exercise leadership that makes your life at work better.
So what managers can do is exercise more leadership, and exercise leadership over the culture or the climate. To me, the most important thing they can do is just start out by just being more open themselves, being more open about the challenge...more
... because you mentioned a couple of times this term ‘climate’ and I know that it’s not that widely used. And I think sometimes people conflate it with culture. What would you say are the distinctions between culture and climate and why is that important?
AE:
It’s not like one is a table and the other is a ...more
...te’ and I know that it’s not that widely used. And I think sometimes people conflate it with culture. What would you say are the distinctions between culture and climate and why is that important?
AE:
It’s not like one is a table and the other is a chair — there is some overlap in the concepts. Culture is...more
Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers
...sh this? Taryn Burden: I would say definitely, I think we often talk about our values at Mayden and our values were quite instrumental in shaping the culture and the ways of working that we have today. I'm going to hand it over to Philippa because she was massively involved. She kind of came together when ...more
... stuff out. Is collaboration in there? What about transparency? How are we enabling contribution? And they came out of a place of, well, what kind of culture do we want? How do we want our teams to feel like and I think as we've already mentioned, a lot of it has come out of, well, something's not working ...more
...ents, lots of information coming on board. And one of the things I've realised and really value is us being a bit more back in person, so much of our culture is experienced and our ways of working is learned through osmosis. And the teams are really great. Each team has their way of expressing it as well. ...more
Aaron Dignan on being complexity conscious and people positive
... it. And I think that we need to get to a tipping point. I mean, we need to see 10% or 20% of organisations thinking and acting this way in order for culture to really change. And so to me, this was like - can I accelerate that? Can I put some, some oomph behind that?...more
...ow, in systems theory, there are lots of different kinds of systems - simple systems, complicated, complex, chaotic, disordered, etc. We really, as a culture, think about everything as complicated. So, you know, a watch is complicated, an engine is complicated. They can be fixed, they can be predicted, the...more
...ney. So I think that's a hard one to sort of break the habit on. Beyond that, it's really just about getting what you give. I mean, we have a remote culture. And we've learned a lot that if you don't care for the garden - if everybody just goes back and cooks dishes with vegetables - then you lose somethi...more
Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising
...that some of the listeners asked about actually was how Buurtzorg dealt with the pandemic, and in what ways you think that how you're set up and your culture helped you navigate that, especially given, as you said, the kind of battle almost with the system and different things going on in the government. S...more
...ich ones they take on. I know a lot of organisations who really struggle with that, and now you're like 950 teams. So how do you create that learning culture? Jos de Blok: I think it starts with not wanting to create a culture. So I think that my idea was when you're creating an environment where it can gr...more
...gle with that, and now you're like 950 teams. So how do you create that learning culture? Jos de Blok: I think it starts with not wanting to create a culture. So I think that my idea was when you're creating an environment where it can grow, if you have a safety, if you have a nice relationship with the pe...more
Edwin Jansen on how people adopt self-management at Fitzii
... give feedback in all directions. So that's really interesting that you touch on that. I'm curious then how else have you transitioned the leadership culture in Fitzii for you and for others who were formerly managers? How has that process been? Edwin Jansen: Well, I like to say that going Teal is like lea...more
...R practices, whether it's having a compensation system performance management, that the biggest difference or the biggest driver of a high-performing culture, was how effectively that culture did what they called 'Role Design'. And I remember reading this and thinking: "What's 'Role Design'? I don't rememb...more
... compensation system performance management, that the biggest difference or the biggest driver of a high-performing culture, was how effectively that culture did what they called 'Role Design'. And I remember reading this and thinking: "What's 'Role Design'? I don't remember taking any courses in business ...more
Bernadette Wesley on bridging inner and outer transformation
...t developing and how those things interplay. Bernadette Wesley: The DDO - deliberately developmental organisation movement - and the book An Everyone Culture by Robert Keegan and Lisa Lahey, really caught my attention. Because, for me, it felt like a bridge to the tension I had been holding - between the i...more
... get out of this business as usual mindset of preserving and enhancing our standing. And covering up our weaknesses. That's the theme. In An Everyone Culture they say that everyone's doing a second job for which no one gets paid, right? So we're using a lot of energy and creative resources to keep ourselve...more
... peer learning spaces is an easier way to take it in. It's where we learn together. So it's a place within the organization where - from the everyone culture book - there's like these places home, groove and edge - and you're working on your learning edges, but you need a home base place to work on those....more
Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
... perhaps the mindset change isn't possible or that they're too ingrained. So as you grow as an organisation, how do you think you can keep alive this culture? As new people come in, how can you keep the culture sustained? And keep this respect for, as you say, this idea that the frontline is king? NK Chaud...more
...ey're too ingrained. So as you grow as an organisation, how do you think you can keep alive this culture? As new people come in, how can you keep the culture sustained? And keep this respect for, as you say, this idea that the frontline is king? NK Chaudhary: To begin with in 2017, I had an intuition and c...more
...ed Krishna there and a lot of people have said to me that self-management isn't possible in countries like India, where there's a strong hierarchical culture. I'm curious, what do you think about that? What is your take? Is that true? Is that a myth? NK Chaudhary: Hypocrisy is the biggest problem in our co...more
Margaret Wheatley on leadership and Warriors for the Human Spirit
...ow we're going to protect people, and try and lead as best we can in an environment in which you have to be revolutionary, you have to be counter the culture of greed and efficiency and numbers, and artificial intelligence and standardised processes - you have to take a stand. So it's a different level - i...more
...hat we can be in these places that provoke and trigger us and be of service. So the whole meaning of being a warrior, which is historically, in every culture, there are warriors, a few people who train who are incredibly disciplined, and who are there to protect. Now, in some cases, they're protecting the ...more
...s is connecting to other, now I would say other islands. At the time, we thought, if we connected well enough, we could create the emergence of a new culture, a new society, at another level, I no longer believe that's possible - we have to get through this period of destruction. And then perhaps, but who ...more
Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem
...conflicts were actually reappearing again and it was like this is just reproducing itself; the way of behaving and the silo thinking and hierarchical culture. And it was hard because I didn't really know what to do, because doing what we had done had worked quite good in other companies that I have worked ...more
... go, the less feedback you tend to get from people. It can feel really risky and dangerous to give feedback upwards. Have you noticed a shift in that culture? Do you find that people are more willing to give you feedback now? They could still give me much more feedback. If you go to the Enneagram, I have n...more
...Lisa Gill: I'm interested as well to explore whether you have noticed this new organisational culture and this new way of working, whether that's had an impact on how you as an organisation have responded to the Coronavirus pandemic. Anna Elgh: Yes th...more
Frederic Laloux with an invitation to reclaim integrity and aliveness
...did it, and so on.
There’s part of it that is just go out and do it. Have you always wanted to try something? I think there’s something weird in our culture around the level of permission seeking that has to do with the fact that from the youngest age, you know, we’ve had to ask permission to leave the di...more
...nd everything has an individual external component — my actions, my behaviours — that you can actually see and measure. An inner collective component culture, right, this thing that we all share in our heads and an external collective component, which is all structures and systems.
And so when you tell me...more
...’re shielded from that reality, then yeah, most likely they won’t make any make any decisions.
So it’s interesting. You can talk about the corporate culture and train people for skills, but often I do look at some of the structures where people tend to default to “Oh, yeah, but you know, we should retrain...more
Alanna Irving on leadership, decisions and money in bossless organisations
...hink there's something in there about the work that we all need to do to work through and let go of the very strong baggage that we are handed in our culture about hierarchical leadership. A lot of people grow up and their families are dictatorships. And they go to school and that's a dictatorship. And the...more
...claim. Nothing more, nothing less. Which is, obviously a hugely damaging and narrow way to look at a human being, but is massively influential in our culture and in our mindsets. So I'd say first of all, don't blame yourself if talking about money gives you the heebie jeebies, that's normal and expected. ...more
...t wasn't because people didn't care or anything like that. It was just that the structures that I needed weren't there - or the understanding, or the culture, or the larger thing that I needed to be holding me to do what I felt like I needed to do for my next stage of development. It was a very hard time,...more
Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...arning and development, like a professional training company in London. And that was my portal really, into leadership development and organisational culture. And because it was new to me, I started just learning about it kind of furiously: consuming books and going to conferences. And through that, I disc...more
...e try this?", and then just try it. And the thing with Liberating Structures I like is that it's changing by habits rather than trying to do some big culture change. So I think Liberating Structures are a really good active thing you can do. And meetups of course, like Reinventing Work - find a Reinventin...more
Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...at system, if you don't have clear agreements about how you handle conflict, you're going to inherit the way that conflict is handled in the dominant culture. You know, some of the ways that we tend to handle conflict in at least the global north societies is avoid, erupt, suppress, erupt again, quit or fi...more
...hey come into the mosque? Or do they not come into the mosque? It wasn't presented as a problem of how do we honour them, invite them to partake in a culture in a way that also honours everybody's sensitivities? That is a problem statement that lends itself to a solution. And they found a solution. They we...more
Peter Koenig on source, money and consciousness
...and things don't get done and there's this sort of shadow stuff going on, but we can't quite put a name on it and we don't quite know how to create a culture of accountability that doesn't look like the things that we're trying to reject, we don't know what power or authority or leadership looks like, if n...more
Michael Y. Lee on lessons from researching self-managing organisations
...now go and ask other people to do work because they had a role that was responsible for that), versus cultural values. So the organisation I studied, culture was a very prominent source of power before such that, that guided many people's day to day work. So, doing what's right for the customer, it led peo...more
Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...g a PowerPoint presentation, while I'm telling you my answer. I'm actually flipping my answer into a question that we're all going to explore. In our culture, businesses, primarily Western, well, just let's just say the way we currently organise - that makes you look a little disorganised, a little bit lik...more
Gary Hamel on busting bureaucracy for good
...hundred pounds to a few thousand pounds, and most of them refused. Because you're just going to come and whack me if I make a mistake. So building a culture that's fault tolerant, equipping people with the information, the skills, they need to be able to use their freedom wisely, all of this is important....more