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Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers

...e that change? And reflecting back to what you were just saying, Lisa, around Chris and Ali and how they approached the space. They had such a people empowerment focus that they saw people could be brilliant in this space. And I just want to honour them in this space. Because I think if it wasn't for their lea...more
...you're gonna have to deal with that team conflict or that misunderstanding. And we want to make sure we give staff those skills and help them to feel empowered to have those conversations, to give feedback and to move forward together. So again, it's just that growing outwards, how do I grow outward, and th...more
...processes and tools. It's kind of what Philippa was talking about. And I often say that the best part of my job is people, and seeing people grow and empowered, and I love that. People are the best, but people also fall out, and conflict happens, and people are also the worst. It's always people, it's always...more

Aaron Dignan on being complexity conscious and people positive

...hose 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 power? How do you share power? And so t...more
...the system that kind of resist. And often, it's just because we don't understand the connections between these spaces. So, you know, we give a lot of empowerment out without sharing information, people make bad decisions, and we turn around and say - oh, they can't be trusted to make decisions. When the truth ...more
...that name before - they 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 l...more

Bernadette Wesley on bridging inner and outer transformation

...g. That would be a first step - how much is that even part of your worldview. And if not, why not? So those kinds of questions arise. The question of empowerment is a really deep one, I find, and complex....more
...o unpack in what you've just said. But I'm going to go with what's current, which is this nature of power. Many people don't like the word empower or empowerment, because it seems to imply that someone can choose to give it and they can choose to take it back. So the language is a whole other topic that we cou...more

Pasteur Byabeza on transitioning to self-management at Davis College

...are an employee somewhere. But now, it's completely the opposite of how things were. So self management - in a short period of time - has resulted in empowerment of every employee. There's more transparency, more accountability, more freedom to think differently. Things are rapidly processed because there is n...more
...to get used to taking the lead and getting things done without waiting on anyone to tell them what to do. You would see a situation where people are empowered by their structure, but they did not really seem to exercise their power to the fullest. And there is that tendency to want to seek consent, or appro...more

Michael Y. Lee on lessons from researching self-managing organisations

...orts to self-manage, particularly at a 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 a...more
... of 'the Architect' - and so we think of one role of the leader as building the right structures and processes to support self-management, to support empowerment. And I think that this is based on or challenges the often misguided notion that structures are inherently restrictive and coercive, when in reality,...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...t] we’re part of the problem. And let’s just everybody, do whatever you can and experiment and play and change. And **suddenly there’s a vibrancy and empowerment **of like, “Wow, these people are doing that, and we’re copying this and this story is doing this. And you know, I’ve had this amazing eco-design tra...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...e work of Peter Drucker. And this shows me that you have these curious leaders —they’re really humble. And when you become an humble leader, you are empowered, there’s no other way because you understand that it’s not about you, it’s about all the other people that engage in the management and in the execut...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive

... 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 into the organisation from the ou...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures

...ng Structures can contain all manner of kinds of heavy and difficult, messy things and somehow help people navigate them and come out the other side, empowered to do something about it. Keith McCandless: They are a beauty. There's nothing more beautiful than that. Henri Lipmanowicz: There is something which ...more

Gary Hamel on busting bureaucracy for good

...your mediocrity if you don't call me and so on. So yes, I think it's very easy - particularly the front lines to talk glibly about wanting to be more empowered - but I'm not sure that's true. The reality is that under the right conditions, I think it is true for most people. Because most of us in our privat...more