Needs

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

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
...ke 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 where need exists....more
...s 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 where need exists. And that creates a fundamental sens...more
...those were introduced, there wasn't that kind of precariousness that people lived in. So fundamentally, our structures are not designed to attend to needs. And if I want a really resilient, robust self managing system, sooner or later, it will need to realign itself with needs. Because otherwise, there ...more
... not designed to attend to needs. And if I want a really resilient, robust self managing system, sooner or later, it will need to realign itself with needs. Because otherwise, there comes a moment where it's like, wait a minute, we're self managing, for what purpose? To increase the profit of one person ...more
...sely related to me. And it also comes from having agreement about how you function together, which are also best made on the basis of what would meet needs. Because any time you don't address needs, you need force. If you if you are going to tell people to do things that are not aligned with their needs,...more
... having agreement about how you function together, which are also best made on the basis of what would meet needs. Because any time you don't address needs, you need force. If you if you are going to tell people to do things that are not aligned with their needs, they're not going to want to do it. And i...more
... needs. Because any time you don't address needs, you need force. If you if you are going to tell people to do things that are not aligned with their needs, they're not going to want to do it. And if people are expected to do things that don't want to do, you will need force to keep them in place. This i...more
...t's that's the biggest potential that I see is it is a revised organising principle that if we declare that all our actions are designed to attend to needs as best as we know how, as many needs as best as we know how, everything changes....more
...I see is it is a revised organising principle that if we declare that all our actions are designed to attend to needs as best as we know how, as many needs as best as we know how, everything changes....more
...command and control paradigm, we're still thinking in that paradigm, instead of a totally different organising principle, as you say, which is around needs. It's a complete shift. Miki Kashtan: Yes. Most organisations in the world are designed to maximise accumulation for a few individuals. That is their...more
...c circumstances and criteria. And power with is essentially about honouring the autonomy and freedom of other people. It's not just caring about your needs, in general, it's about specifically honouring your freedom and capacity to participate. It results in much more powerful collaborations, because it ...more
...oom to say no. And if you can't say no, you also can't say yes. Your yes is then compromised. So essentially, it is the interplay between everybody's needs, that results in a path forward that has more needs within it, more wisdom within it, more perspectives within it. More things that have been worked ...more
...'t say yes. Your yes is then compromised. So essentially, it is the interplay between everybody's needs, that results in a path forward that has more needs within it, more wisdom within it, more perspectives within it. More things that have been worked out before implementation. Because in the command an...more
... the impulse to power over has been instilled in us, but the capacity is given to us by having structural power. So a person who has structural power needs to transform their habits in order to exercise power with, because otherwise, you will be caught in this very odd, painful contradiction of where you...more
...n, and you want things to go your way, both at the same time, which is not possible. So the main change internally is to be open to hearing different needs, different perspectives, different considerations, somebody's no, in one form or another, to be open to something that isn't what you want. Not that ...more
... is a myth that says that you can have perfect complete inclusion and that's the way that it's supposed to be. And in my mind, every entity of people needs to have exclusion criteria, so that not everything is for everyone. For example, I've seen many groups collapse, because you include someone that isn...more
...clude something without cost to the whole that is beyond capacity. And there is no formula for this. Every group, every community, every organisation needs to grapple with it. The key is, it needs to grapple with it rather than imagine or pretend that because we're nice people and we have shared values, ...more
... that is beyond capacity. And there is no formula for this. Every group, every community, every organisation needs to grapple with it. The key is, it needs to grapple with it rather than imagine or pretend that because we're nice people and we have shared values, and we have such a cool purpose, we don't...more
...ill call a restorative circle, or they will do whatever else is in the agreement, then I am not alone holding the conflict. And it's that system that needs to hold within it the piece about conflict escalation. When conflict is not contained, and it continues to escalate, under what conditions, in what w...more
...n what ways, for what purpose? How do you mitigate for consequences? How do you do it with as much love as possible? All of these things, every group needs to work out. That's not at all the only system, I said, there are five of them. There are more systems. Most of them are specific to this or that gro...more
...t all the only system, I said, there are five of them. There are more systems. Most of them are specific to this or that group and the things that it needs to do. The five core systems are... the first one is: decision making system, which addresses questions of who makes which decisions, who else is inc...more
...ns, developing more criteria for it, can be really helpful to people, because the shift into the advice process is very hard for people. It's like it needs to be jumpstarted, people don't just start doing it just because they hear it's there because of the internal and external obstacles. So that's the s...more
...Again, if you look at this mosque situation, it was either "they come in or they don't come in", but the solution was identified once the underlying needs were put on the table, and I don't have that list, but when you have the list of needs that go into different people's desires, you have the entire u...more
...come in", but the solution was identified once the underlying needs were put on the table, and I don't have that list, but when you have the list of needs that go into different people's desires, you have the entire universe of the problem. And you can do that when, if you are trying to work out somethi...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
...nk only when both of those shifts in those directions happen can you have a truly self-managing organisation or a truly teal organisation. That shift needs to happen in both of those different power dynamics, I think. Yes, again, totally agree with you....more
...e, is the purpose of the founder. The purpose of the source, the vision is the vision of the source. And if it isn't, the whole thing is weakened. It needs to be that actually. And I agree with you about story. So, ultimately what we're talking about, (the source work), I can acknowledge too, is a story....more
...think that that's got nothing to do with your spirituality and so forth, you're way off the wrong path, you're way off actually. So at some point, it needs to be integrated within your relationship to money and work and life needs to be integrated with everything else that you're doing because it's all o...more
...u're way off the wrong path, you're way off actually. So at some point, it needs to be integrated within your relationship to money and work and life needs to be integrated with everything else that you're doing because it's all one. And opening up this very taboo subject is not anodyne because in that i...more
...hat you say because I think I can get a bit excited about the money work and like, "oh, all teams should do this". But I think what you're saying, it needs to start with self and it's very personal inner work, and then we can invite people if they're willing to explore it on another level. I really do th...more

Edwin Jansen on how people adopt self-management at Fitzii
...lising that they don't need to operate out of that fear. And someone we know is out of stage two, (the Heart stage) when they are now able to put the needs of the team ahead of themselves because they're no longer afraid that they need to take care of themselves, that the team will take care of them. And...more
.... What you were saying about how you know people are out of stage two is when they're able to start thinking about the team and kind of balancing the needs of the individual and the collective, and it makes me think about, (I don't know if you've read this book), 'Social: Why Our Brains Are Wired to Conn...more
...Lisa Gill: Yeah, it's really cool and he talks about Maslow's hierarchy of needs and that actually, it's wrong and that before any other needs, we have social needs as human beings. If you think about when we're babies, we would d...more
...Lisa Gill: Yeah, it's really cool and he talks about Maslow's hierarchy of needs and that actually, it's wrong and that before any other needs, we have social needs as human beings. If you think about when we're babies, we would die without some kind of parental figure that's going to feed u...more
...: Yeah, it's really cool and he talks about Maslow's hierarchy of needs and that actually, it's wrong and that before any other needs, we have social needs as human beings. If you think about when we're babies, we would die without some kind of parental figure that's going to feed us and shelter us and p...more
... self-worth, and all of this stuff. So it makes sense that I have to go through that work before I can feel safe enough - until my basic hierarchy of needs are met, for me to then we start thinking about my teammates and the bigger picture. Edwin Jansen: Yeah, it really is inner work and we like to say a...more
...and to put it out there. But it's been a lot of personal development for me, and some of it very difficult. But it's definitely a transformation that needs to happen or you could have all of the practices, but if your former managers haven't gone through that emotional, Heart stage and seen what triggers...more
...e, less people are getting into self-management thinking about it; they're quite focused on how everyone else will handle this and what everyone else needs to do. But ultimately, it took me a couple of years to realise - no, you've got to start with yourself, you have to take 100% responsibility for your...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
...n which it does not fit. It's caterwauling as far as I can tell. But like the 'we must be integrated', which is all control that you know, everything needs to be integrated and aligned. The alignment imperative here - we need to be the word ‘One’ and then whatever the company name is? You know, that's al...more
...rk cave kind of thing. That's the first thing. The second thing that is likely to happen is that along the way, you will quite quickly discover what needs to be done - and the people in charge don't know what to do or how to do it. Because if they knew, they would have been doing it. And so one of the r...more
...is really powerful and surprising - to some extent - the reason why this is not really the focus is because people don't know how to do it. And so it needs to be figured out. So there is innovation that is required. It isn't a question of just, you know, doing more of what we have done and just a slightl...more
... the soy sauce. You really have to innovate. And so then the question gets to, well where's that going to come from? Where's it going to emerge? Who needs to be involved? Who are the people who actually are in a better position, who actually may know something? And usually they're not at the top. And th...more
...'t we cool?” But no, I want them to recognise that they're never going to have it figured out. They always need everyone. And the idea that this work needs to be continuous. And one really cool thing. A bunch of the Liberating Structures both help you see what's possible - they see where you are, and th...more

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

...sed as a self-managing organisation is that absolutely anybody could be leading and have leadership behaviours, across the business, depending on the needs of the work, the needs of the business, the aspirations, and where that individual is in terms of what they want to bring. Some of the insight that D...more
...organisation is that absolutely anybody could be leading and have leadership behaviours, across the business, depending on the needs of the work, the needs of the business, the aspirations, and where that individual is in terms of what they want to bring. Some of the insight that Dave and his colleague i...more
...ent to help them figure out how they want to grow and develop in the organisation. It's not without its challenges, there is a lot of ownership that needs to be taken by the individual to really take hold of those opportunities. And so there's a lot of tools and scaffolding and things that people can ac...more
... "Well, I can tell you my my opinion, but it's not up to me, you need to ask the team. I'm part of the team. But I can't tell you yes or no, the team needs to make that decision." So it's just a small way that often, when people have worked in a different way or in a different structure, it takes a bit o...more
...lls, so that difficult - or potentially difficult conversations can be held in a really constructive way. We recognise that everybody in the business needs those skills, and we work hard to try and help people to access the information that they need to do that for themselves. Taryn Burden: I just would ...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
...ity. It's true for all of us. How do we deal with these levels of grief, rage, now, frustration. Like why don't people, why don't our leaders do what needs to be done? Well, they're not going to - and so, why are so many people suffering at the hands of the greedy? And why is the planet pushing back and ...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

Alanna Irving on leadership, decisions and money in bossless organisations

... of, for example, a legal entity that one person owns. It's actually something which is unknown or owned in common among a whole group of people, and needs to be managed that way. So if you look at the website, Open Collective looks like a crowdfunding platform, except it's all transparent - where the m...more
...ing my time and attention. And I'm finding, work relationships and opportunities that really work for me, and I'm allowing it to be ok for me to have needs and set that bar and really look for that. I think what that has opened up for me is space to be even more intentional about my work and inquiring i...more

Gary Hamel on busting bureaucracy for good
...ost CEOs wouldn't have sailed with Columbus, right? They would have wanted the TripAdvisor review before they got on the ship. And so when you say it needs to change, they say, well, show me somebody who's done it. And so I think now we have more models. But that's been a hurdle for many. Second, even i...more
...point where you can buy some kind of off-the-shelf playbook from your consultant of choice. Secondly, even when you have a CEO who understands this needs to happen - and I think there quite a few progressive ones out there - they are often stymied by the next layer or two of leaders who have a lot of e...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

Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem

...ent managing team. And our CIO left the company in 2017 and at that time, I sat down with the IT team and we discussed where they were and what their needs were. And they actually felt that they had a job to do to make it more clear about responsibilities and roles within the team before they felt that t...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

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

...things that are important for every organisation. So we can draw lessons from these types of radical approaches and it's not that every organisation needs to adopt a self-managing structure. But it's really about: how can we take some of the principles and insights from these experiments in new ways of ...more

Beetroot’s founders on purpose, self-management, and shocking people with trust

...s happy), so if it's not that, then you need better ability to give and take feedback on an individual, like peer to peer level because that feedback needs to happen everywhere between different people in the organisation, rather than top-down. Yeah, that's something we work on. It's something that is m...more