Difficulties

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

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
...Lisa Gill: What other sort of challenges or difficulties have you had in the team and how have you overcome them? Chila: Production is a challenge. Lisa Gill: In what way? What do you mean by production? Ch...more
...o that. Sometimes it's difficult, but most of time we manage. And it's been ten years, so... Jolanda: But there are a lot of teams that have a lot of problems. Chila: Yes, of course, it is difficult. Marian: It's not possible that you have any one leader, everyone is the same. And when there is in a team a ...more
...ne leader, everyone is the same. And when there is in a team a leader, then you have a problem. And when you have only busy people, then you have big problems. It's good to have a balance between people who are busy or quiet, and no leader. Chila: For some people, that's very difficult. They want to control...more
...Sorry! Lisa Gill: No, I love it! [Laughing] It's great. Chila: You can go edit it. Jolanda: You get progression of learning how you have to deal with problems. And you find out things that you didn't think you could do. Marian: And you stimulate each other. "You can do it! Go for it!" Chila: And if one pers...more
...We got a voucher to buy flowers, because we lost our colleague. And we had a hard time. So she came by and she brought us that. But she also has many difficulties in teams to solve. And sometimes they are not to be solved because there are people who don't see that they don't belong there. They want to be a lea...more
...'t see that they don't belong there. They want to be a leader and it doesn't work. Lisa Gill: And then what happens? Jolanda: Uh, they still have the problems. And it would be nice if that person who has the problem would leave. And sometimes they go away. It has to, to make a team work. But they have to se...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
...ermission. You have to see it to believe it, almost. Margaret Heffernan: Yes, I think that's right. But I also don't think self management solves all problems. I think there's a great tendency in business thinking, to pursue the hunt for the silver bullet, that one thing that changes everything. I don't thi...more
... Anyway, I was in a conference in Italy this weekend, and there was a report on the current G7 negotiations about what the current approach to global problems is. The old Washington framework was to let the markets decide - and that really what matters most is being competitive and competitive successes. An...more
...I don't see what other work there is to do in the world at the moment. I'm going to sound a little heavy handed here. I can see we have lots of other problems. But if we don't solve this problem, everything else is kind of moot. Lisa Gill: Yes - it's the meta problem. Margaret Heffernan: Exactly. So I just ...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