Transcripts

Needs

Ep. 37 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

Ep. 45 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

Ep. 57 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