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by
Aaron Dignan
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July 14 - July 28, 2019
Does this mean you never interject? Never prevent catastrophe? Of course not. You, like everyone in a self-managing system, have a responsibility to speak up if you see something that is unsafe to try—something that will do irreparable harm to the organization or the people in it. The wisdom to know the difference—between the reversible and the irreversible—is what is asked of everyone in a self-managed system. But you can show them the way.
Avoiding a colleague because you subconsciously feel judged by them is not progress. Noticing that you feel that way, naming it, and working on it (ideally with them) is sensing and responding.
The vast majority of rules and process are created because we don’t trust people to do the right thing.
Refreshing large dysfunctional systems without total system failure is actually one of the great challenges of our time. Because while you can found another startup in a weekend, creating another school system or healthcare system or government is another matter entirely.
Clayton Christensen once told software entrepreneur Jason Fried, “Questions are places in your mind where answers fit.19 If you haven’t asked the question, the answer has nowhere to go. It hits your mind and bounces right off.
The future is already here—it’s just not evenly distributed. —William Gibson
Over the last five years he’s been quietly developing an alternative called the Long-Term Stock Exchange (LTSE). There are several key differences between the LTSE and a traditional stock exchange. First, shareholder voting power will be based on tenure. The longer you hold a stock, the more influence you’ll have. Second, the exchange will require that listed companies have specific ties between executive pay and long-term performance. And finally, additional disclosure requirements will increase transparency in both directions between shareholders and management.
Technology cannot invent the future, because that is the domain of people. It will augment us. It will change the shape of our teams. It will change the paths of our careers. But we will still have work to do. And that work will be more creative, more complex, and more challenging than anything we’ve ever faced.
Several schools, including Sugata Mitra’s School in the Cloud, the Evangelical School Berlin Centre (ESBC) in Germany, and Ricardo Semler’s Lumiar in Brazil are radically reinventing education for the twenty-first century. Gone are traditional grades, lectures, and subjects, replaced with an integrated approach that honors active participation and curiosity. Everyone—students, parents, and faculty—is expected to participate in the creation of the curriculum. These institutions are cracking the code on education.
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Progress over perfection. Courage over caution. This isn’t business as usual. This is brave new work.
Henrik Kniberg, “Spotify Engineering Culture (Part 1),” Spotify Labs (blog), March 27, 2014, https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1.
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Dave Snowden, “Rendering Knowledge, Dave Snowden (blog), Cognitive Edge, October 11, 2008, http://cognitive-edge.com/blog/rendering-knowledge.
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Michelle Traub, “About Us: Etsy School,” Etsy News (blog), August 23, 2013, https://blog.etsy.com/news/2013/about-us-etsy-school
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CognitiveEdge, “How to Organise a Children’s Party,” YouTube video, 2:58, October 27, 2009, https://youtu.be/Miwb92eZaJg?t=2m32s
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