
Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...s and in self management? Miki Kashtan: Thank you. I think in the moment, as you're asking this, what comes to me most strongly, is that the focus on needs is a very powerful organising principle that really kind of cuts to the chase. You know, like, for example, you look at the entire world of economics...more
...ally kind of cuts to the chase. You know, like, for example, you look at the entire world of economics [which] is organised around profit, not around needs. So there are profound implications to it that people don't like to think about. When you do things based on exchange, based on profit, based on so-c...more
...people don't like to think about. When you do things based on exchange, based on profit, based on so-called merit, you end up suddenly defining which needs or whose needs are more important than whose needs and it ends up being that resources go to where resources exist, instead of resources going to whe...more

Peter Koenig on source, money and consciousness
...structures, control of this strategic planning, the third role is actually managing the boundary of this field. Because the source person, the source needs to decide what's in the field; what's in and what's out, what belongs to the field, what things do I want to see happen within the field of influence...more
...ps that need to happen when you're clear, but a lot of the time, you're not clear, so you're spending a lot of time trying to get the clarity of what needs to happen next in your operation, and then thirdly, to maintain the boundaries, so that there's a sort of integrity there with your original vision, ...more
...lly do need to be told precisely what to do it and when to do it, and so forth. So I love what you're saying. Exactly. It is a paradigm shift and it needs to be, in a sense, this is what we're doing with the source work, we're in training, that we're helping this form of collaboration to emerge. And, as...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...ners are continuing to simplify. And like, Lisa, you suggested, there's at least six, maybe eight really good new Liberating Structures, that address needs. They aren't just about anything, they address needs that were not addressed in the first 33. Henri Lipmanowicz: So I want to add a couple of things...more
...suggested, there's at least six, maybe eight really good new Liberating Structures, that address needs. They aren't just about anything, they address needs that were not addressed in the first 33. Henri Lipmanowicz: So I want to add a couple of things that are important. And that is that, I think, for m...more
...Lisa Gill: And soul destroying meetings? Keith McCandless: It's just easy to do that, it's over. No one needs to do that any longer. So in a strategy session, you get clear on purpose then you ask - what's critical and uncertain about the environment in which...more

Margaret Wheatley on leadership and Warriors for the Human Spirit
...But it's always a few dedicated people. It's always a minority that stands up takes action, releases themselves from expectations, and just does what needs to be done. And those are the people that I'm supporting now. And they're growing in numbers, I must say, I speak to many people, about restoring lea...more
... my influence my power, to do meaningful work again, it's just different work. It's not about changing our systems. It's about being present for what needs to be done having higher levels of consciousness, higher levels of awareness, and not doing it for self-aggrandisement not doing it for applause. Not...more
... not doing it for self-aggrandisement not doing it for applause. Not doing it even for positive results - just doing it because this is the work that needs doing. And I'm really heartened by the numbers of people who respond to this, this call now - a summons to 'how are you going to use your leadership?...more

Pasteur Byabeza on transitioning to self-management at Davis College
...learning certain things. So I can confidently say that some of my colleagues never fully embraced this shift, because different people have different needs and desires. So, I've seen some people - especially my former managers - behaving from a place of insecurity when we started rolling out self manag...more
... mean here is that there is no single management system that will be loved by everybody in the organisation - because people have diverse interest in needs. Some people will prefer the traditional management style, because their needs are met this way. Or maybe for them, it's just okay. So as an institut...more
...verybody in the organisation - because people have diverse interest in needs. Some people will prefer the traditional management style, because their needs are met this way. Or maybe for them, it's just okay. So as an institution, I believe you have to make a decision based on reason. It's very important...more

Amy Edmondson on psychological safety and the future of work
...gnise there are things I can do. And if I look to my right and look to my left and see colleagues, it does not take long for me to recognise that the needs that others might have. Like somebody’s a little quiet and I see it, so I recognise suddenly it’s possible for me to ask: “Hey, what’s on your mind?”...more
...t will be the same. So, for example, a principle might be: it has got to be focused on the work. Another way to say that is focused on the customers’ needs and what we are trying to produce to meet those needs. It can’t be focused on change for change’s sake, or culture change for culture change’s sake. ...more
... be: it has got to be focused on the work. Another way to say that is focused on the customers’ needs and what we are trying to produce to meet those needs. It can’t be focused on change for change’s sake, or culture change for culture change’s sake. Or even, as important as this is, it can’t just be foc...more

Aaron Dignan on being complexity conscious and people positive
...Lisa Gill: And what are your thoughts about how organisational change needs to change. Those top down, 'plan everything out' strategies of change just don't work anymore. So what is the alternative? Organizational change is h...more
...'t like it. It sort of plays into that narrative of like, of course, people are resisting, of course, the laggards don't get it. Of course, everybody needs to be told what to do and how to change. But the reality is, my experience has been that people resist change done badly. People don't actually resi...more
...ning everywhere, right - it's distributed. And we want to create participatory change. So people are actually driving their own adaptation, their own needs are being met, their own sensing of what's going on at the edge of their work and with their customers. And so what we look at is - how do we just as...more

Margaret Heffernan on how to act our way out of the status quo trap
... of all, I think technology has made us quite obedient. Right, you can only use software in certain ways. And it absolutely drives us to behave as it needs. And I've noticed this a lot recently. Partly because of lockdowns and COVID, people have become more timid and more obedient. And my observation is ...more

Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
...xurious brand. People love to buy the Jaipur Rug carpets due to this philosophy. So I think love makes perfect business sense to satisfy the customer needs....more

Jorge Silva on horizontal structures and participatory culture at 10Pines
...on is: we try to get candidates from people that we already know. So we have the first filter, then we have a first meeting where we understand their needs, we understand the expectations, we tell them how we work, our culture, all the all important things. And after that, if we are okay with that, we s...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...trial era, all the way up to, what he calls 'the participation era': where we are now, and all of the limitations of that paradigm of work and why it needs to be reinvented. And it's quite a fun episode - he's quite provocative. And I think also the one with Gary Hamel for similar reasons - that he gives...more