Roles

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

Peter Koenig on source, money and consciousness

...ers back in the 1980s, and he called himself a 'source' rather than a 'founder' and I liked that word, because it seemed to be more expressive of the role somehow. So I always said it's always a person who is a source and sources something and at a meeting in Belgium in 2009, somebody asked, "What do yo...more
... you to share some of the principles that you've developed over the course of testing this out, some of the things that seem to be common around this role of source. Peter Koenig: Gladly. So the work started in 2009, what I call 'sourcework', (I like to put it in one word), and at the beginning I didn't...more
...ple to look and see; who could it be, (if we're not sure yet), who could it be who could be the source, identifying that person and understanding the role there. So that's the first and quite important principle. And then the other principles look at the role then of the source. Is it okay just to carry...more
...dentifying that person and understanding the role there. So that's the first and quite important principle. And then the other principles look at the role then of the source. Is it okay just to carry on talking like this, or do you have another question?...more
...Lisa Gill: Yeah. Well I always have a lot of questions but I think the opportunity will come up and I think the role is a very important part of source. So yeah, please. Peter Koenig: So I started to research then what is the role? How can we define what this founde...more
...tunity will come up and I think the role is a very important part of source. So yeah, please. Peter Koenig: So I started to research then what is the role? How can we define what this founder does and distinguish it from other roles in an initiative? And it started to become clear quite quickly what the...more
...So yeah, please. Peter Koenig: So I started to research then what is the role? How can we define what this founder does and distinguish it from other roles in an initiative? And it started to become clear quite quickly what the role the source has. I now define it in three roles, actually. One is to actu...more
... How can we define what this founder does and distinguish it from other roles in an initiative? And it started to become clear quite quickly what the role the source has. I now define it in three roles, actually. One is to actually receive the vision for the initiative or the project or the enterprise. ...more
...distinguish it from other roles in an initiative? And it started to become clear quite quickly what the role the source has. I now define it in three roles, actually. One is to actually receive the vision for the initiative or the project or the enterprise. It's like a receptive role which comes in the f...more
... define it in three roles, actually. One is to actually receive the vision for the initiative or the project or the enterprise. It's like a receptive role which comes in the form of an idea, but many people have ideas. And the distinction to make between somebody who has an idea, somebody who is source ...more
...ep to the realisation. And that involves an investment of oneself and taking a certain risk, and the risk can take various forms. So that's the first role. The second role is then that when the source is clear on something that they communicate it. Now, clarity is the organising principle for a source....more
...ion. And that involves an investment of oneself and taking a certain risk, and the risk can take various forms. So that's the first role. The second role is then that when the source is clear on something that they communicate it. Now, clarity is the organising principle for a source. So most of the ti...more
...to have it manifest, is to communicate it to the people who are working with you. So communication of that clarity is the second step, and the second role. And the third role is one which would not be understood or seen yet by people who are running organisations in conventional ways, because it involve...more
... is to communicate it to the people who are working with you. So communication of that clarity is the second step, and the second role. And the third role is one which would not be understood or seen yet by people who are running organisations in conventional ways, because it involves describing an orga...more
...fluencing things. I much prefer to look at an organization as something more organic in terms of a field of energy or influence. And then the third role comes into view, which is different to like a conventional control of people, control of structures, control of this strategic planning, the third ro...more
...le comes into view, which is different to like a conventional control of people, control of 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,...more
...ly would weaken this integrity, and things would start to happen which you feel uncomfortable with. So that's what I would describe as the three main roles of source. ...more
... what I'm learning more and more, and having spent sort of five days with you in New Zealand just recently as well, is the paradoxical nature of this role of source. And so I remember when I first came across your work, as you described, being challenged, and thinking, hang on a minute, this goes agains...more
...alized ways of organising. And I remember that our mutual friend, Tom Nixon, he had a nice way of putting it that what you're describing, these three roles that the source plays, I think it can conjure up images again of the kind of charismatic leader or the sort of heroic leader, which is a sort of old ...more
...adigm now, a bit out of date I think. And actually, what Tom said is that it's more of a vulnerable visionary, that there is a lot of humility in the role of source. It's this paradox between being very clear, as you said, and having some kind of creative authority about what's in the field. And yet, at...more
... was able to recognise that they're all founders. If you read through the book, the information is all coming from sources. And I said, "How come the role of these people were not included in your theory actually?" And he was very quick and honest to reply. He said, "Actually, I could have done but I wa...more
...lf, but I think he's seen that's why he started following my source work, because he got to understand the limitation in terms of not recognising the role of the Sources. And, bringing it into his whole theory as well. And that's what he's started to try to do, I think in his way; he's trying to do it....more
...t, and it can be really freeing in terms of suddenly energy channels get unblocked and it's like, "Oh! now we know what we can do when I know what my role is." Yeah. It's very nice to hear you describing this, you're describing this for me very accurately, beautifully accurately. At least at the start w...more
...also a 'bottom-up' transformation, (if I can say that way, which is also a little bit outdated). But in a sense, the people who have had traditional roles of power, like managers, yes, there's some inner work for them to do in terms of being open to other perspectives and taking responsibility for their...more
...particularly in my circles of people working with new ways of working), is the question, can a small group of people or can multiple people hold that role of source? Because a lot of people feel like, "I don't like that there's just one person with this sort of centralised role." I'm convinced that in o...more
...multiple people hold that role of source? Because a lot of people feel like, "I don't like that there's just one person with this sort of centralised role." I'm convinced that in our initiative, there are multiple people holding that role. So what's your response to that? Peter Koenig: Well, as I said a...more
...t like that there's just one person with this sort of centralised role." I'm convinced that in our initiative, there are multiple people holding that role. So what's your response to that? Peter Koenig: Well, as I said at the start, as far as I'm concerned, for any role, there's only one person and a so...more
... are multiple people holding that role. So what's your response to that? Peter Koenig: Well, as I said at the start, as far as I'm concerned, for any role, there's only one person and a source as the person who's taken the initiative. Now, it's not always easy to convince people about that I agree with ...more
...hing. Yuval Noah Harare says, a good test is, can it feel things? And an organisation can't feel things. But a source can, a person who's holding the role of source can, so you know, okay, that's real, that's not a story that's a person. So I think yeah, sometimes for me, the danger of talking about org...more
...isations is if it's this living thing and talking about listening for its purpose, and so on. My suspicion is that there is someone there playing the role of source, but it's maybe not transparent and so what we're really listening to is them and not the organisation, and that can become a bit tricky. A...more
...s it fit the larger field? Not the details of the operation but does what they're doing fit within the larger field? If it fits, that's part of their role to say, "Yes, this is in, go ahead. Even if I don't like the color of the carpet you're choosing in the office, and I would never do what you're doin...more
...f this money work actually - to do precisely that, to have money be the facilitator that it was originally invented to be. Because if you look at the role it's playing in so many people's lives, now, it's more like the obstacle. It's become like the obstacle rather than the facilitator. So that's the wo...more

Pasteur Byabeza on transitioning to self-management at Davis College

...Akilah, was invited to transition into holacracy. That's how we disbanded the global cancer. We did away also with any formal or informal leadership roles or titles. So there are no more departments. All my colleagues were invited to work within one or more circles. So that's the process. ...more
...Lisa Gill: That's super interesting. And I guess, it'd be interesting to hear your experience personally. I know that in your current role, you have evolved into a role called in a holacracy system, a lead link, and you're the lead link of the Student Care Circle. So how has the experien...more
...t's super interesting. And I guess, it'd be interesting to hear your experience personally. I know that in your current role, you have evolved into a role called in a holacracy system, a lead link, and you're the lead link of the Student Care Circle. So how has the experience been for you? What have you...more
...y system, a lead link, and you're the lead link of the Student Care Circle. So how has the experience been for you? What have you learned in that new role? Pasteur Byabeza: So I've been assigned the role of lead link for several months. And I've learned so many lessons. I think the first one is I've lea...more
...f the Student Care Circle. So how has the experience been for you? What have you learned in that new role? Pasteur Byabeza: So I've been assigned the role of lead link for several months. And I've learned so many lessons. I think the first one is I've learned to have an optimistic, positive view of my c...more
...positive view of my colleagues. A lead link is a little different from a traditional manager - but it is somehow the closest to it, compared to other roles. So when I say I've learned to have an optimistic positive view of my colleagues, what I mean is that there's this belief that people dislike their w...more
... having almost two jobs - my actual job, and my job of looking good or pleasing my manager - towards my job being about fulfilling the purpose of my role in the organisation and being much more connected to that. Pasteur Byabeza: Yes, that's true. You feel like all that matters to you is the way your m...more
...now, African culture and how that has played a part in this shift? Pasteur Byabeza: That's a great question. I would say that our thought is that the role of culture in management is poorly understood. People should know that values, norms and beliefs derived from certain group of people will definitely...more

Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management

...rts when we create our own identity, as a manager, as a CEO, as the owner of a company. Then we mix two things together, we mix our identity with our role. Our role is separate and our identity is separate. So when we develop our identity, we don't want to lose that. And we are driven by fear. And so it...more
...e create our own identity, as a manager, as a CEO, as the owner of a company. Then we mix two things together, we mix our identity with our role. Our role is separate and our identity is separate. So when we develop our identity, we don't want to lose that. And we are driven by fear. And so it impacts o...more
... separate and our identity is separate. So when we develop our identity, we don't want to lose that. And we are driven by fear. And so it impacts our role. So my suggestion, and my advice is not to create that identity, only focus on the role. When we mix them together, it makes things more complicated....more
...o lose that. And we are driven by fear. And so it impacts our role. So my suggestion, and my advice is not to create that identity, only focus on the role. When we mix them together, it makes things more complicated. And when we are driven by losing our identity, we are driven by fear. So it really impa...more
...Lisa Gill: Yeah, I really agree with you there actually, that's a very clear way of putting it: to separate identity and role. Because I think that's what many people are afraid of, as you say, to sort of let go of having ultimate power, to let go of being the hero, if you'r...more
...of having ultimate power, to let go of being the hero, if you're the CEO is scary and feels like a loss for people sometimes I think. But if you keep role and identity separate, it doesn't have to be a loss. NK Chaudhary: And I think it comes from the inferiority -complex, because when we are driven by ...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...anagement that can unleash bottom-up suggestions and not take them as threats. **And so, you know, I think in a sense, Zhang Ruimin really plays that role very well, because he is self-confident. And he certainly has a lot of power within the organisation. I think he’s used that power to, as Simone say...more
...way that they’re using technology to, again, get rid of anything that is not purposeful, is not useful for what we want to achieve. And so that’s the role of technology, I think, in this organisation. B Fischer: So the opposite of centralisation is not necessarily decentralisation, right? Which is what...more
...ing. But I sort of see the technology part as an enabler, that the technology makes it easier to do these things, but people are not abdicating their role in imagining the future and driving the organisation forward and in enthusing others to join with them. ...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...e care of that - you can make decisions without taking in several aspects of the decision. So I think it's healthy to not have these kinds of support roles. I know it's a controversial statement. But in this kind of company, where we're like at 80, 85, 100 people, I think it's possible to do it this way....more
...e idea of distributing those responsibilities. I remember that in 10Pines, it's also possible for people - in addition to their day job, their normal role - that people can also choose to be coaches and coach other colleagues. How does that work? Jorge Silva: Well, since we are like plants because of pi...more
...yone, because everyone potentially can be a gardener. And it's a challenge for us to train and to give the tools to the gardeners to understand their role, and what they can do. So one of the big challenges right now is to find tools and to give them tools to do a better job in terms of gardening....more

Aaron Dignan on being complexity conscious and people positive

...hem, you can make yourself and then some of them you need advice and a very few, you need a more integrated take on it, or you need a very particular role to weigh in. And I think that's quite profound. And then there are other little things. I'm a big fan of Jason Fried and DHH, and the people at Base...more
...? There's a little bit of a phenomenon that happens in self managing cultures of waiting for someone else to get to it, right? Because if it isn't a role that we've defined, if it isn't an agreement we've made, but it's needed, you know - if not me, then who? And instead, people are kind of like - oh, ...more
...me newfangled policy, or some new people or whatever, what can you take away? Most of bureaucracy is actually things that are in the way, structures, roles, rules that are in the way. There are things that are holding you back that you could get rid of and not replace. What a powerful experiment that is...more

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

...ind of parent-child paradigm kind of traditional management paradigm. And there is a sort of safety and security and comfort in being both the parent role or the child role, to a certain extent. And what you have just spoken about there is the power that comes from realising that we have choice. We can ...more
...d paradigm kind of traditional management paradigm. And there is a sort of safety and security and comfort in being both the parent role or the child role, to a certain extent. And what you have just spoken about there is the power that comes from realising that we have choice. We can speak up and say s...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...agement. This is not working.” And we just looked at it like, yeah, but you are still trying to solve that problem. For them, you are still having a role in this. But let’s actually look: the tension wasn’t with you, the CEO, the tension was between the teams that are overstaffed and understaffed. So a...more
...ers… but this question is going to come up. So I think this is going to be a big accelerator where people are just going to wonder, like, what is the role of a manager in this distributed, socially distanced world? I think the piece on wholeness is quite fascinating where people see each other’s interi...more

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

...nd obviously, nobody could think about anything else - what's going to happen. I mean, there were people that were working for that product, so their role, their whole jobs were gone, basically, although they had no idea what's going to happen. This was announced on the Friday, you know, and everything ...more
... group is discovering for themselves, a direction? They're shaping their own. They're simultaneously and mutually shaping their own destiny. And what role do I have in that? Once they learn the structures, I'm no longer useful. But it does take a while to learn the structures. I'm just saying what fears...more

Amy Edmondson on psychological safety and the future of work

...LG: That’s helpful. You mentioned before about this distinction between management and leadership and that anyone, regardless of their role, can step into leadership of some kind. And I’m thinking about in a self-managing team or organisation, it’s kind of essential that people step into ...more

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

...em is this: who makes which decisions? Anyone can make any decision. That's the purest advice process, it gets modified in Holacracy systems based on roles, but essentially, who makes which decisions? Anyone can make any decision. Who gives input? The people who are affected, and the people who have expe...more

Margaret Wheatley on leadership and Warriors for the Human Spirit

...acity to serve well. And the third thing is when I talk about being a warrior for the human spirit, or a champion for the human spirit, this is not a role I invented. It always is there. And I'm quite sure you have been that already. So I would say when you have stepped forward with courage, with no tho...more

Buurtzorg and the power of self-managed teams of nurses

...eah, but there are several people who have different tasks. So planning the clients or planning the people who have to work. So we all have different roles. So you can make office hours, but not so much as we have three hours in the afternoon....more