Buurtzorg and the power of self-managed teams of nurses
...em sometimes in the self-leadership thing. Because if you cannot do that in a team, if it's not safe enough to talk with each other about mistakes or problems or whatever, then you can end up with very big problems....more
...u cannot do that in a team, if it's not safe enough to talk with each other about mistakes or problems or whatever, then you can end up with very big problems....more
...pressive and so it was quite complicated. But we have our team coach. If it's too complicated for us and you don't know what to do, or you have legal problems, or with the police or something, or whatever, you can call the coach, and she helps....more
Margaret Heffernan on how to act our way out of the status quo trap
... and that's a really unusual combination. But he also spent a lot of time talking to other nurses. And talking to people in government about what the problems were and what their capacity for experimentation was. So it's virtually impossible to do the kind of change that we need all by yourself....more
...rent and see how the system responds. From that you've learned something that you can build on. But absolutely, none of us can solve these real world problems in our heads. It's not physics, it's not math. It's human beings working together. And the way people learn to work together, is by working together....more
...ntant - and we dealt with it. Because they don't actually like - once they have fixed the problem - to remember that they had the problem. But these problems do get fixed. They don't get fixed in two hours with a lot of drama though. They get fixed with a lot of really good listening, and quite a lot of su...more
Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...hing more decentralised — it can be very difficult for former managers to make that shift, to unlearn that conditioning of being responsible, solving problems for other people, making decisions, not being transparent, and so on.
I’m curious what that journey has been like for managers because if the if the...more
...companies — not necessarily Haier, but large companies in general — and we talk about the Haier experience, they often think about their own internal problems: why they can’t do this, or you know, whether it’s…work council restrictions, or whatever the reason is. But in fact, I think what happens at Haier i...more
Jorge Silva on horizontal structures and participatory culture at 10Pines
...interesting because we ask them afterwards: are you willing to work with that person in the future? And if you agree with that, if you don't have any problems, at least from what you see in this interview, we hire. And what happens sometimes is that it is not only one person who sees something that they ar...more
...inue to grow. What are some things where you're thinking, okay, that's something we need to develop or explore? Jorge Silva: Well, one of the typical problems that this flatter organisation has is how people grow in a flat organisation, right? Because you can grow in terms of hierarchy. Sometimes most peopl...more
Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...everything. I mean, the range of subjects from personal soft things, to business things - you know, whether it was marketing, organisation management problems, you name it. You know, anything. And there has never been one single occasion where the conversation didn't lead to something useful that they could...more
...ir impact, you know? Like Keith was talking about with What I Need From You. Well, until you do that a bunch of times you don't really appreciate the difficulties involved for the participant. And what to do to do it well, etc. and the potential. You don't, you can't imagine the contribution that those structur...more
Amy Edmondson on psychological safety and the future of work
...d we live in. The world we live in is one that’s gonna require of us to keep striving, keep being ambitious about what we think we can get done, what problems we think we can solve and in order to do that, recognise our profound interdependence with other people. There’s very little of any real importance t...more
Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...tend to polarise. If I want something and you want something else, it's like, "Oh, my God. And it's like an either/or". And in fact, we often present problems, not as a problem to be solved, but as a choice between two opposites. Even something as simple as, you know, scheduling a meeting. It's not, "When i...more
Aaron Dignan on being complexity conscious and people positive
...ert knows what's going on with them. If there's a problem in a system like that, you can fix it. But the reality is that organisations and different problems that we solve within organisations are across the spectrum of different types of systems. And one of the most common now that we see in a world of ra...more