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April 7 - December 1, 2019
Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system?
How many beliefs lead to how many systems?
In Evolutionary-Teal, we shift from external to internal yardsticks in our decision-making.
how does the interaction of many internal right feelings change an org?
Will we need all the rules and policies, detailed budgets, targets, and roadmaps that give leaders today a sense of control?
Amazing question
consensus.
How must trust be refreshed to allow non-consensjus?
What if power weren’t a zero-sum game? What if we could create organizational structures and practices that didn’t need empowerment because, by design, everybody was powerful and no one powerless?
How to make no one powerless? We are al owerless
Productive self-management rarely happens spontaneously. Buurtzorg has become very effective at giving teams the specific support (training, coaching, and tools) required for self-management to work in practice.
Training, coaching, and tools -- is that ll it takes?
learning different types of listening and different styles of communication, how to run meetings, how to coach one another, and other practical skills.
The agenda of topics to be discussed is put together on the spot, based on what is present for team members at that moment in time.
Shouold we do this?
All proposals are listed on a flipchart. In a second round, proposals are reviewed, improved, and refined. In a third round, proposals are put to a group decision.
I want to try this!
As long as there is no principled objection, a solution will be adopted, with the understanding that it can be revisited at any time when new information is available.
regional coach
How many non-nurse roles re there?
internal social network platform,
What digital tools do they have?
Coaches shouldn’t have too much time on their hands, or they risk getting too involved with teams,
Brilliant thinking
volunteer task forces
donthey have problem of too much if this?
HR,
Bow is this possoble? Hiw are benefits decided?
discussed in terms of employment, not in monetary terms;
What is beter about thus?
meeting frequently would most likely spur them to get busy in all sorts of ways.
How do they decide frequency?
The heart of the matter is that workers and employees are seen as reasonable people that can be trusted to do the right thing. With that premise, very few rules and control mechanisms are needed.
What an extraordinary important premise before working with other humans. The opposite is crazy and pervasive....
whenever a team stumbles upon a problem or an opportunity, as happens every day, the issue is logged in a logbook.
What other key processes and tools make this work?
many organizations elect to keep a log on their intranet where colleagues can indicate the roles
Is this like holocracy roles?
decision
Could ceo veto? Did analyst get bonus?
(the appropriate voice, not an equal voice),
I love this
Luraschi wasn’t regarded as one of the most senior leaders nor as someone who would seek a leading role in the future.
Wow, what a brilliant move to invest so much power on someone, just like how the advice process allows people to have power on their own
give full transparency about the scope and timeframe of top-down decision-making, and appoint someone to make those decisions who will not be suspected of continuing to exert such powers when the crisis is over.
When there is value in coordination, people simply start to coordinate.
What stops this in teal orgs?
salaries
Is this public?
private,
Qht would change if it werr public
specifically,
Are they each unique or standardized
how can everyone be powerful?
Waht else do we need?
“flat,”
What if each role had a money value and the topogfraphy of tbe co was based here -- and anyone csn grow to take any set of roles
Teal Organizations spend significant time and energy training everybody in a number of ground rules that support healthy and productive collaboration.
Hat rules?
common language
How to maintain
But even that might not be enough. Morning Star says that conflict avoidance remains their major organizational issue.
How do we welcome conflict more?
FAVI believes we should think like farmers: look 20 years ahead, and plan only for the next day. One must look far out to decide which fruit trees to plant or which crops to grow.
Predictions are valuable in a complicated world, but they lose all relevance in a complex world.
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Teal Organizations don’t set any top-down targets.
Budgets are used to make decisions, not to control performance.
Companies like FAVI or Morning Star that put together budgets have found that there is no value in tracking differences between forecast and reality; they don’t waste energy doing it.
What about learning to make better budgets?
