
Pasteur Byabeza on transitioning to self-management at Davis College
...Lisa Gill: Pastor, thank you for being here. I know that at Davis College you decided to use holacracy as a self management system. And I think many listeners of the podcast will be familiar with holacracy. But I think it would be really interesting if you could share with...more
...veys that were conducted, to gauge faculty levels of stress. So this is what sparked the need or the desire to make some kind of radical shift in our management paradigm. From there, we did many training sessions with expert practitioners, and we researched a lot on many other companies and organisations that...more
... many training sessions with expert practitioners, and we researched a lot on many other companies and organisations that are already practicing self management. Based on that, we came to a conclusion that self management is worth trying. So the next step was then to test that hypothesis. And based on the fee...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation
...ve it was, a young fellow by the name of Zhang Ruimin had moved from the light industry bureau within the Qingdao government to take over the general management position at what was called Qingdao Refrigerators. And the reason he moved is because they couldn’t find anybody who wanted to run the organisation.
...more
...s to work and life and everything that makes this crazy, unique culture.
For example, it’s a great mix of some of the most interesting and important management thinkers from the West. Zhang Ruimin is such a big fan of Peter Drucker’s work, but really Zhang Ruimin is speaking not only from Western thinking, f...more
...the West. Zhang Ruimin is such a big fan of Peter Drucker’s work, but really Zhang Ruimin is speaking not only from Western thinking, from the modern management theory, but also from the ancient Greeks. It’s not uncommon that you are there and he quotes** **Thales or Apollo’s oracle at Delphi... And on the ot...more

Frederic Laloux with an invitation to reclaim integrity and aliveness
...”
He was using very simple but very real harsh words, but that was okay. Because now that I know, we’re going to change, and he started engaging his management team. And at first, the management team was pretty uncomfortable, and they were making jokes and saying , “What are we gonna do? You’re gonna raise s...more
...y real harsh words, but that was okay. Because now that I know, we’re going to change, and he started engaging his management team. And at first, the management team was pretty uncomfortable, and they were making jokes and saying , “What are we gonna do? You’re gonna raise sheep now, are you?” And what I love...more
... this question to you?
F Laloux: I mean, I think this question of the plan B is relevant at every level of the organisation, right? So in the middle management or somewhere, if I’m afraid that if I get fired, you know, it’s the end of my world, then by definition, I won’t take many risks. And some people are...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive
...n that's more human, more adult-adult. So what for you is most inspiring about the potential of Nonviolent Communication in organisations 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...more
...are expected to do things that don't want to do, you will need force to keep them in place. This is this starts with socialisation and continues with management. So that'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 at...more
...ing we're really struggling with is, you know, how do we get people to take a shared ownership of the company? To really step in? We've declared self management, why are these jobs that are maybe less desirable or something, why aren't people really owning them?" And and when you shared what you shared just t...more

Amy Edmondson on psychological safety and the future of work
...LG:
And that’s a good lead into talking about leadership because managers and leaders of course are really influential in creating that environment, that climate of psychosocial safety, or not. And my sense is that, especia...more
...eople. Nowadays it’s not radical. But in practice, my feeling is it’s more challenging. Perhaps because we’re not practiced in doing it. So for those managers or leaders who are thinking: “Psychological safety sounds good, but how do I do that?”, what are you finding is most helpful in terms of supporting t...more
...gical safety sounds good, but how do I do that?”, what are you finding is most helpful in terms of supporting them in that shift?
AE:
You know, many managers don’t have enough emotional intelligence to be aware that other people may be holding back, or feeling afraid, or not asking for help when they need ...more

Margaret Heffernan on how to act our way out of the status quo trap
...r negative, you've always learned something. So, I think [there is] this reluctance to experiment - and in particular, on the part of a lot of senior managers - the tendency to require proof before the experiment. So what guarantee can you give me this experiment will work? Well, if you could give a guarant...more
... started recruiting nurses in those small self managed teams. What about organisations that are really wanting to move in this direction towards self management who are traditionally structured - and I know you have worked with and written about large global organisations who have done some innovative experim...more
... that? Because that's a different challenge, I imagine. Margaret Heffernan: Well it's quite interesting. I think people make a great deal about self management. And it's important. But when I think about my own career - so 13 years working at the BBC, which is a pretty traditional hierarchical organisation -...more

Buurtzorg and the power of self-managed teams of nurses
...favourite bit is when I asked them at the end, what advice they would give to people who are interested in working in a self-managing way, especially managers or CEOs. And the advice they give is just priceless. It's brilliant. So it's an absolute pleasure to share this conversation with you. Here's me talk...more
...u can do it better. They are from the working floor. Chila: Yeah. They know best, actually. Marian: Listen very well. Jolanda: Yeah, you don't need a manager. [Laughter] Chila: No, we really don't need a manager. Marian: We have had in the other organisation so many managers. Chila: They were only a pain i...more
...hila: Yeah. They know best, actually. Marian: Listen very well. Jolanda: Yeah, you don't need a manager. [Laughter] Chila: No, we really don't need a manager. Marian: We have had in the other organisation so many managers. Chila: They were only a pain in the ass. Sorry! Lisa Gill: No, I love it! [Laughing]...more

Aaron Dignan on being complexity conscious and people positive
...with a blank sheet of paper and created or modified some really incredible ways to work. And we are sort of called to do that - as leaders, founders, managers, team members. We're called to change the way we work. So that's the core concept of it. It obviously, gets into the nitty gritty and the 'how to' q...more
...re just pushing through to the next thing. Another part of this, of course, is that there's a big ego component to this and leaders and founders and managers have a lot of their identity wrapped up in being the hero or being the micromanager being the detail-oriented one or being the one that kind of sees ...more
...d. And so, you know, I worry about individual change moving in the direction of, 'let me change you in the way I think I need to change you', or let management hire me to do that, which is even worse. So there's a challenge there. What I do think is true is that if you change the environment, if you change t...more

Peter Koenig on source, money and consciousness
...ansformation, (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 power. But there's also...more
...here. Peter Koenig: You express this very nicely, Lisa, very very beautifully. And, in fact, it doesn't matter really where you are, whether you're a manager or not a manager, you could bring it back to the levels to Frederick's, or spiral dynamics', levels. So the way I see it, up to a certain level of, (...more
...g: You express this very nicely, Lisa, very very beautifully. And, in fact, it doesn't matter really where you are, whether you're a manager or not a manager, you could bring it back to the levels to Frederick's, or spiral dynamics', levels. So the way I see it, up to a certain level of, (for want of a bet...more

Margaret Wheatley on leadership and Warriors for the Human Spirit
... was published in 1992, I was as optimistic as anyone could be that all you have to do to create positive change in the world, especially around self management was to present a solid theory backed up by lots and lots of evidence, organisational evidence. And my belief, which is quite naive, was that, people...more
...id this in the late 80s, to which he then put the question - and if this is true, that you'll get 35, minimum 35% increased productivity through self management, then the question he asked was, why isn't every organisation working on a self managed basis? Because everyone says, well, we want productivity, we ...more
...re. They're little moments, which, for some people now we think, Oh, that's a sign of hope. You know, we're going to convert all corporations to self management, because this works. So well. Yes, it works. So well. We've been doing that since the 70s. And I don't want to sound like an old person, but I am, an...more

Jorge Silva on horizontal structures and participatory culture at 10Pines
...ferent? Jorge Silva: Well, in order to have an idea of how we work, I feel proud of three practices that summarise all the culture and how we see the management of the company. The first one is that we make decisions in a collaborative way. And we use concerns - like in Sociocracy. The idea is that when you p...more
...r us. The second one is: in order for you to make good decisions or to take good decisions, you need information. So we have an aggressive open book management, where everyone knows all the numbers of the company, all the other financial numbers of the company - in terms of income, and how much money we pay ...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...m a perspective of: how do we need to change relationally? How do we need to change the way we relate to each other? Particularly those of us who are managers or who have been in leadership positions, but also those of us who haven't - that there are these like shifts that need to happen in two directions. ...more
...ts, ways of being, I'm going to get lots more feedback from my colleagues in terms of how I'm showing up and the impact that I'm having. And if I'm a manager, having to let go of that power or influence or stepping in, and if I'm non-manager, or someone who has hasn't had power before then stepping up. And...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures
...ion of - we had never experienced anything like this. And this was, I remember going to some of those early workshops, where we had several layers of management, you know, six, seven layers, of hierarchy. And people who normally never almost hardly talk to each other, you know, and how the people at the lower...more
...ything and everything. I mean, the range of subjects from personal soft things, to business things - you know, whether it was marketing, organisation management problems, you name it. You know, anything. And there has never been one single occasion where the conversation didn't lead to something useful that t...more

Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
...having these results for themselves, what for you is really important? NK Chaudhary: I think the problem starts 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 se...more