Hierarchy

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

Peter Koenig on source, money and consciousness

...at we're helping this form of collaboration to emerge. And, as you say, it's a paradox because in a sense we are still enabling what one might call a hierarchy, but it's a different kind of hierarchy. It's not the old hierarchy, and at the same time, we are actually creating the flattening of the organisatio...more
...ion to emerge. And, as you say, it's a paradox because in a sense we are still enabling what one might call a hierarchy, but it's a different kind of hierarchy. It's not the old hierarchy, and at the same time, we are actually creating the flattening of the organisation which is the ideal of those who died i...more
...ay, it's a paradox because in a sense we are still enabling what one might call a hierarchy, but it's a different kind of hierarchy. It's not the old hierarchy, and at the same time, we are actually creating the flattening of the organisation which is the ideal of those who died ideologically, wanting that, ...more
...And that's whether you're a manager in a big organisation with so-called, lots of responsibility, or whether you just have another job right down the hierarchy, it really doesn't make any difference as far as I'm concerned. We'd like to think that people in top management positions are more heavily, more hig...more
...try to suppress them, inevitably, they leak out in some way. And that's why tyranny of structurelessness in organisations, when we try and get rid of hierarchy, and I learned this early on in my journey. I was very anti-hierarchy and now, I understand that if we try and reject hierarchy, we try and eliminate...more
...we try and get rid of hierarchy, and I learned this early on in my journey. I was very anti-hierarchy and now, I understand that if we try and reject hierarchy, we try and eliminate it, it shows up anyway, in sort of shadow hierarchies. It's there. And so actually, it's much more productive, much more health...more
.... I was very anti-hierarchy and now, I understand that if we try and reject hierarchy, we try and eliminate it, it shows up anyway, in sort of shadow hierarchies. It's there. And so actually, it's much more productive, much more healthy, much more conscious to be transparent, to make it visible, to talk about ...more

Margaret Heffernan on how to act our way out of the status quo trap

...change that's going to come with decentralisation. For me your work was so helpful, because it represents the business case for why traditional power hierarchies can be so problematic - because we're sort of invisible. And yet these hierarchies shape our brains and our ability to think creatively or differentl...more
... because it represents the business case for why traditional power hierarchies can be so problematic - because we're sort of invisible. And yet these hierarchies shape our brains and our ability to think creatively or differently. Margaret Heffernan: Well, I don't think they are that invisible. Because the pow...more
...ape our brains and our ability to think creatively or differently. Margaret Heffernan: Well, I don't think they are that invisible. Because the power hierarchies are typically illustrated in org charts. And they are pretty visible. I think the difficulty is people think that because they have always been part ...more
...cally illustrated in org charts. And they are pretty visible. I think the difficulty is people think that because they have always been part of those hierarchies, there must be something intrinsically natural about them. And that perhaps true hierarchies exist in nature. But that doesn't mean it's the right wa...more
...e think that because they have always been part of those hierarchies, there must be something intrinsically natural about them. And that perhaps true hierarchies exist in nature. But that doesn't mean it's the right way to do things now. So I think there is a real reluctance to question. I think people freque...more

Margaret Wheatley on leadership and Warriors for the Human Spirit

...ributed. And the moment - well, after some time, when we shift into a, when there's more of us, we're more static. So we're not nomadic, any longer - hierarchy develops, and the hierarchy always takes the same form. So one of the things I quoted in my book from a wonderful Canadian writer, is that every civi...more
...ll, after some time, when we shift into a, when there's more of us, we're more static. So we're not nomadic, any longer - hierarchy develops, and the hierarchy always takes the same form. So one of the things I quoted in my book from a wonderful Canadian writer, is that every civilization takes the same form...more
...ow, religious organisations. And they saw kings or, yeah, kings. So I have been really fascinated by how, when we talk about whatever is in our DNA, hierarchy is in our DNA. Not necessarily the people's DNA, but the the progress of a civilization always leads to increased hierarchy, increased bureaucracy, a...more
...t whatever is in our DNA, hierarchy is in our DNA. Not necessarily the people's DNA, but the the progress of a civilization always leads to increased hierarchy, increased bureaucracy, and then power going more and more into fewer and fewer hands. And then periods of destruction follow that. And fundamentalis...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...he Holocaust, and how because of the way our brains are wired, certain things help to keep us in that cognitive dissonance. And power structures and hierarchies is one of the things that keeps that in place. So there’s an example of nurses in an experiment who are given instructions over the phone from a seni...more
...d she was so shocked by that, like: how can we throw away perfectly good products?! And she in her own store, without asking for permission from the hierarchy, got people to agree “let’s have returned items and sell them at a 20% discount.” And other people from other stores looked at this and she just had ...more
... moments where they felt powerless and that they’ve hated it, or they’ve seen their father or their mother being deeply unhappy at work or crushed by hierarchy and just never want this to happen again, or, you know, just some of these very personal motivations. And then I go, “Okay, now we’re talking, now w...more

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

...ike this. And this was, I remember going to some of those early workshops, where we had several layers of management, you know, six, seven layers, of hierarchy. And people who normally never almost hardly talk to each other, you know, and how the people at the lower level within a matter of a couple of hours...more
...g this work I, like many people, stumbled into this trap of thinking that to find new ways of working, we have to reject anything that has a whiff of hierarchy, for example. So anything that looks like a structure or process is like “no, that's more of the old stuff that we don't want anymore”. And I think L...more
...ow can we need both of these things, because they're opposites. How can we be more integrated and more autonomous? To your point about you know, all hierarchy is bad? Well, no… a small number of very integrated things and a whole bunch of autonomous things. Then where are we really? Are we getting what we n...more

Aaron Dignan on being complexity conscious and people positive

...ings that require an integrated decision where multiple perspectives consent to the decision. So you focus on the decisions themselves, rather than a hierarchy of people. In a traditional system, the hierarchy of people says all decisions are made at the top, and progressively fewer and fewer decisions at th...more
...tiple perspectives consent to the decision. So you focus on the decisions themselves, rather than a hierarchy of people. In a traditional system, the hierarchy of people says all decisions are made at the top, and progressively fewer and fewer decisions at the bottom. And in a model like this, it's more like...more
...cisions are made at the top, and progressively fewer and fewer decisions at the bottom. And in a model like this, it's more like, actually, there's a hierarchy of the types of decisions. So most of them, you can make yourself and then some of them you need advice and a very few, you need a more integrated ta...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...ll, 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 people understand growing in terms of scaling positions in a hierarchy. So one of the challenges is to work around that, and know how...more
...n a flat organisation, right? Because you can grow in terms of hierarchy. Sometimes most people understand growing in terms of scaling positions in a hierarchy. So one of the challenges is to work around that, and know how to deal with that. And I'm starting to move to a purpose-driven company, where you try...more

Pasteur Byabeza on transitioning to self-management at Davis College

... came in and, brought in some new thinking, new structure, some things we didn't actually know from outside. Traditional African culture is rooted in hierarchies and is about yielding to authority and seeing all subordinates yielding to authority. You look at the African chiefs - traditional leaders who have ...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...ple that have been hired lately, I see that there is such a now such a strong culture, that it is impossible that you end up working for Haier with a hierarchy or control perspective. It’s mathematically impossible. You won’t be at Haier. You won’t be actually attractive because the employer branding that th...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...w to create that paradox of how to create environments where everyone is powerful, and and yet, at the same time, allowing for natural leadership and hierarchies to emerge -that's really tricky and there's no magic pill for that. So I think that's also been something that's been confirmed time and time again....more

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

...een worked out before implementation. Because in the command and control world, so many times I talk with people, you know, at the lower level of the hierarchy who say they are such idiots, the managers because they decide things they think they know, but they make this decision and they don't ask us and we ...more