Alanna Irving on leadership, decisions and money in bossless organisations
...it up, making it visible and talking about it. So that it's explicit. And I guess connected too, because I know you've also written a lot a lot about decision-making. And that comes up a lot in self-organising or self managing teams and organisations. Where are you currently in your thinking around decision-making...more
...decision-making. And that comes up a lot in self-organising or self managing teams and organisations. Where are you currently in your thinking around decision-making? Have you come across or developed any models for that which you think are useful? Alanna Irving: Decision-making is another one of those things that...more
...u currently in your thinking around decision-making? Have you come across or developed any models for that which you think are useful? Alanna Irving: Decision-making is another one of those things that you never fully figure out. It's a constant ongoing learning journey. I think one thing I've realised more and mo...more
Peter Koenig on source, money and consciousness
...s trying to be more equal, unconsciously, or unconscious processes, but doesn't like somebody else being in control of something else and it's making decision-making very long and costly, energetically as well as with money and everything else, time. And bumping up against that limitation all the time, until someb...more
...Lisa Gill: What would your advice be, or what would you share with listeners in terms of how the how the source work relates to decision making? Because I think there's a misconception sometimes that "Oh, right, okay. So if we acknowledge the source, then they need to be involved in every sin...more
...eresting to me to hear that you spent some time with some folks in the sociocracy world, and you applied the source work to the lens of consent-based decision making. So what would you say about decision making and how source work relates to that? Peter Koenig: Right. So if you understand that you've got a field w...more
Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers
...I found, and I wonder as well, Ruth and I have often had conversations - so Ruth and I worked quite closely - we do still work closely on things like decision making, and helping the organisation to figure those side of things out - people often seek, like a framework or a structure or a process, what they think i...more
...d to evolve, as we grow and continue to grow? Philippa Kindon: I think an area we're really homing in on at the moment is - and I'll come back to the decision making piece of work - is to this point, we are a very collaborative organisation. We really hold that value very dear. And consulting and involving people ...more
...ece of work - is to this point, we are a very collaborative organisation. We really hold that value very dear. And consulting and involving people in decision making has always been a very important part of what we do and how we do it. We think that is what gets the best in terms of the best for employees, the bes...more
Edwin Jansen on how people adopt self-management at Fitzii
...ngs, group meetings?" Then as we started to help our parent company move towards self-management, we saw a need and opportunity to more formalise our decision-making process. We had also found a tool from my friend Samantha Slade, who just recently wrote a great book, (and she's been on your podcast, Lisa, so I'm ...more
... just recently wrote a great book, (and she's been on your podcast, Lisa, so I'm a big fan of Sam's), and she had written an article about generative decision-making, which I think she lifted from holacracy or someone did, but, wherever it came from, it's really great: it's a way for a group to make a consent-base...more
...all a 'Sensing Process', which would end up with getting a whole bunch of advice and stakeholder alignment and then it would end up with a generative decision-making session with those people who really care about it. If it doesn't impact a ton of people, then you go through a typical advice process. And so that f...more
Beetroot’s founders on purpose, self-management, and shocking people with trust
...g, strategy workshops with the whole team to make sure that comes from within, that's a good starting point. Then also we've been talking a lot about decision-making and get everyone into the world of decision-making in terms of the different ways of making decisions; what are the different kinds of decisions, lik...more
...ure that comes from within, that's a good starting point. Then also we've been talking a lot about decision-making and get everyone into the world of decision-making in terms of the different ways of making decisions; what are the different kinds of decisions, like big, small? Who do you need to involve? When is i...more
...ting everyone in to think about being aware of these things, and all that's under development I would say, like the whole constant evolution there in decision-making. We've been defining a group of coordinators like a little parliament; one coordinator from each functional team, where we bring up global questions ...more
Michael Y. Lee on lessons from researching self-managing organisations
... team level, but not really throughout the entire organisation. And then you also had research like studies of empowerment, studies of participatory decision-making, that were at an organisational level, but they weren't quite as radical in their efforts to decentralise authority as these 'self-managing organisat...more
... authority to go about and do their work. So just as some examples: organisations could give employees a vote in various types of organisational-wide decision-making, they could give employees the flexibility and discretion to choose where do you work - maybe you don't have to work from the office, or what hours y...more
...an organisational level. And so, the models of self-management that I had experienced with were more your traditional, consensus-based team models of decision making, which I think have a place and can be incredibly powerful, but don't really work at scale. And so I think when I learned about holacracy, what reall...more
Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...ess them and look about look at them in a more mindful way? Miki Kashtan: Yeah. So one of them I already addressed, which is the idea that unilateral decision making or or using power in this kind of way is fundamentally bad, which blocks things from being able to happen in the circumstances that we already talked...more
... are more systems. Most of them are specific to this or that group and the things that it needs to do. The five core systems are... the first one is: decision making system, which addresses questions of who makes which decisions, who else is included, who finds out about it, and what processes are used, etc. And s...more
...those are the five systems. And those systems can be set up, to be collaborative, to be supportive of 'power with', to be supportive of collaborative decision making, to be supportive of empowerment, to be supportive of support for everyone, to be supportive of attending to issues of power and privilege that come ...more
Pasteur Byabeza on transitioning to self-management at Davis College
...n, consistency and centralisation with our academics and curriculum. That means only a small handful of people at the top of the organisation had any decision making rights. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. This was reflected in regular feedback in s...more
...ifference is that before we transitioned into self management, standardisation and centralisation with our academics and curriculum were the norm. So decision making and access to information were a privilege of only a handful of individuals at the top. So there was too much bureaucracy which resulted in disempowe...more
Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...anager, or someone who has hasn't had power before then stepping up. And that's scary and risky and I'm not used to doing that I'm not used to having decision-making authority. So that heart stage I think, is the real test. And then Edwin describes, if you can get through that stage, then you get to this third sta...more
...ounder or a leader around: what's your personal purpose? Why is this interesting and important to you? And I also think if you aren't someone who has decision-making power, if you're in the middle of an organisation, I still think that you have some power and agency to do some trojan mice experiments, and that's w...more
Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
...e mix them together, it makes things more complicated. And when we are driven by losing our identity, we are driven by fear. So it really impacts our decision-making and then we are not able to take the right decisions....more
Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...o putting all of yourself into making something happen. And I know that for those that are, for example, into collective management and collaborative decision-making, all the stories they have been telling us for decades, and some of them are true for sure, but some of them can be designed, for example. But I thin...more