Principles

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

Peter Koenig on source, money and consciousness
... from thinking of it as a light hypothesis, called it 'source hypothesis' beginning, then after about six times I had this experience, I called them 'principles', maybe, and then after about 12, times, I started suggesting might even be 'laws', but I thought that was too strong, so I backed down to 'principle...more
...rinciples', maybe, and then after about 12, times, I started suggesting might even be 'laws', but I thought that was too strong, so I backed down to 'principles'. And I've called them ever since, 'principles' ('source principles') and had now, this experience of this resonance towards them, repeated hundreds ...more
...es, I started suggesting might even be 'laws', but I thought that was too strong, so I backed down to 'principles'. And I've called them ever since, 'principles' ('source principles') and had now, this experience of this resonance towards them, repeated hundreds of times and in different kinds of iterations. ...more
...ing might even be 'laws', but I thought that was too strong, so I backed down to 'principles'. And I've called them ever since, 'principles' ('source principles') and had now, this experience of this resonance towards them, repeated hundreds of times and in different kinds of iterations. And where they are ch...more
... when I talk to people and when I've seen your work discussed out there. So perhaps a good place to go from here then is for 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...more
.... 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 have any principles, I was just sharing what seemed to me common sense until a good friend, Charlie Davies said "You need to put numbers on things. Come up with 10 princ...more
...iples, I was just sharing what seemed to me common sense until a good friend, Charlie Davies said "You need to put numbers on things. Come up with 10 principles", and he did the first draft of 10 principles, which was very helpful. And I started working with his draft and actually, over time, I was still refi...more
...mmon sense until a good friend, Charlie Davies said "You need to put numbers on things. Come up with 10 principles", and he did the first draft of 10 principles, which was very helpful. And I started working with his draft and actually, over time, I was still refining, developing this. It may sound complicate...more
... My standard version is now 26. But many of them, (it may sound long), but many of them are interrelated. So it's a body of work which has numbers of principles which interrelate with one another. So the first one, (and they're all pretty simple, actually), but the first one is that for every initiative, for ...more
... 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 on talking like this, or do you have another question?...more
... or something stronger, that you feel what your life is about. You can create a party or you can invite people for dinner and you're using these same principles. But when it comes to your life, it requires a certain level of development in a development of what you could call your connection to your inner sou...more
...out something. And can be as profane as looking after the flowers in the office or something like that and as important as employee salaries. And the principles work the same way, whether it's considered important or not....more
..., there's an atom and then there's a molecule, and then there's a cell, and then there's a body and then now extrapolating from that, of course, same principles, it's a self-organising organisation. But the other things we're looking at nature, and here we're looking at a human created enterprise, like a huma...more

Gary Hamel on busting bureaucracy for good
...ng to try to graph something on the indisputable root stock, and it'll be gone. Instead, I think you have to go back further and start with a set of principles and say, well, bureaucratic organisations are built on an internally consistent set of principles called specialisation, formalisation, unitary comma...more
...you have to go back further and start with a set of principles and say, well, bureaucratic organisations are built on an internally consistent set of principles called specialisation, formalisation, unitary command, routinisation. So those are things are deeply embedded in our processes. And so is there an al...more
...isation, formalisation, unitary command, routinisation. So those are things are deeply embedded in our processes. And so is there an alternate set of principles? I think there is. And those principles around openness, transparency, meritocracy, using markets instead of hierarchies to allocate resources. So yo...more
... routinisation. So those are things are deeply embedded in our processes. And so is there an alternate set of principles? I think there is. And those principles around openness, transparency, meritocracy, using markets instead of hierarchies to allocate resources. So you have to start by saying, alright, if w...more
...ansparency, meritocracy, using markets instead of hierarchies to allocate resources. So you have to start by saying, alright, if we took any of those principles seriously, what would be different? For me, the kind of problem-solving territory is a matrix. Not to make this sound too complicated, because it's r...more
...- how we hire, how we promote, how we compensate, how we plan, how we allocate resources, how we coordinate, and on the other axis, you have a set of principles, we need to be more open, we need to be more experimental. We need to be more meritocratic. And then the challenge is, ok, if we took any of those pr...more
...es, we need to be more open, we need to be more experimental. We need to be more meritocratic. And then the challenge is, ok, if we took any of those principles seriously, what would change? The way we've been trying to tackle this with some organisations - most recently, we did something with the North Amer...more
...t case, we went to 3000 employees who are all eager to have an organisation that is more adaptable, more innovative. And we said right, we know these principles are important. We put together a fairly simple little MOOC - an online massive open online course - and each week, we talk about one of these princip...more
...nciples are important. We put together a fairly simple little MOOC - an online massive open online course - and each week, we talk about one of these principles and we'd give examples from progressive organisations. And the question to 3000 people was, right, so what would you change? If we wanted to be more ...more
...e very little power, but when you put them together, they have enough. I love that idea of not starting or installing practices first, but looking at principles and exploring those and what would it look like if we really believed in openness or transparency. Do you also think that there's some unlearning tha...more
...s me that you really can't start with a highly prescriptive set of practices - not least because if those practices don't grow out of a deeper set of principles, by definition, practices will get out of date, the world changes, or you're going to discover some problem and you can't solve it. You can't change ...more
... read at weddings. I think it is in the second book of Corinthians, 13th chapter. It talks about what love is - but it talks about it at the level of principles. It's long suffering, it looks not after its own, its kind, it's gentle. And if you internalise those values, I think you will be a loving person. An...more
...hat you're going through a set of motions, there's not the creativity, there's not the authenticity. So I really do think you have to start with the principles. Now, can you look across a menu of practices and say, 'well, that might work - that's really clever what they've done'. Of course you can. And that'...more

Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers

...al effectiveness in terms of how to make the software development teams more effective, less siloed, etc. But it also sounds like there were some key principles as well, and kind of almost like philosophies or worldviews held by, you mentioned two of the directors there, around trusting people, involving peop...more
...like philosophies or worldviews held by, you mentioned two of the directors there, around trusting people, involving people. Would you say that those principles have been, you know, how explicit are they and have principles been valuable in navigating, you know, how far do we push this? Taryn Burden: I would ...more
...he directors there, around trusting people, involving people. Would you say that those principles have been, you know, how explicit are they and have principles been valuable in navigating, you know, how far do we push this? Taryn Burden: I would say definitely, I think we often talk about our values at Mayde...more
...m a lot. You kind of see them pop up all over the place. And like Taryn said, we use them to diagnose when things aren't feeling right, or as guiding principles when we're figuring stuff out. Is collaboration in there? What about transparency? How are we enabling contribution? And they came out of a place of,...more

Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising

...appy that this responsibility is a collective responsibility. Let's go with what we learn from day to day in this pandemic and let's see that there's principles of keeping people as safe as possible, supporting them when it's needed, being there when it's needed, and then, let's move forward and let's learn f...more
... if you can be responsible for what you're doing - all these things, all these elements, they're more or less, I think like sociologic or psychologic principles, that if they are there, then you feel well and you will grow and you will share your ideas with your colleagues. So then it's just happening. You se...more
...routines, for example. So what I did before I started with Buurtzorg, I wrote a lot about my expectations in how it can work in a team and what these principles and routines were, in my opinion, which could lead to results we have. So the design, more or less ,of the new world. So you have the old world, and ...more
...d. So you have the old world, and I think you will have to think about the design of the new thing: the routines, what kind of routines, what kind of principles, what kind of expectations, guidelines. Also in the back office, for example. So if you say we don't have a management structure, what will be the su...more

Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem

...d off establishing a new way of working. We wanted to establish a system and a way of working with systematic improvements based on the Lean Thinking Principles and I've worked with that in many previous companies, and I've seen the positive effects of it and it really creates involvement to a lot of the peop...more
...ore involving less controlling? Because I think, and I haven't had the experience from previous companies where we have worked with the Lean Thinking Principles and continuous improvements, that it really depends on how the managers adopt this and how the manager behave in relation to the stuff and to get rea...more
...Lisa Gill: That's really interesting - the evolution of Lean Principles and Enneagram and then meeting Tuff and seeing what that partnership could look like. When you started that next phase or chapter of the journey, I g...more
...Lisa Gill: Would you be willing to share something about what some of the principles of the salary process are? Anna Elgh: Yes, what I decided is that you will get a feedback from at least two of your colleagues and if you have a mana...more

Aaron Dignan on being complexity conscious and people positive

...d, you know, open organisation, and all these different kinds of grand theories about how we work. And they each have their own lexicon and their own principles, and mindsets. And I felt like it's too much to bear, when I made a list of them. I mean, you can easily write down 48 or 50 principles that suddenly...more
...and their own principles, and mindsets. And I felt like it's too much to bear, when I made a list of them. I mean, you can easily write down 48 or 50 principles that suddenly become overwhelming, and how can anyone be sure that they're in alignment with that on a day-to-day basis? So the thought was how do we...more
...ried alternative approaches - and just ask them, what's different about them and how they work. And when they tell us the answers, the practices, the principles, the policies, etc - we just pinned them to the wall, both virtually and physically. And as they begin to coalesce around different groups, we realis...more
... relate to each other and mindsets. How do all of these things need to shift and what do we need to learn and unlearn in order for these new kinds of principles and practices to really take hold? What are your thoughts on that? Aaron Dignan: I mean, it's an age old debate in our world, and it certainly comes ...more

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

...rther bring speed and scale, we needed to bring simplicity and focus in our business. For this, I started researching and came across self-management principles and then I found: this is my way....more
...ow that there's proof, right? So what advice would you give to people who are listening? Who, like you, are interested in introducing self-management principles to fulfil the purpose of their organisation even more strongly? What advice would you give them in terms of what you're learning so far? NK Chaudhary...more
...hink this is something that I'm learning more and more that if we really want everyone to flourish and create an environment based on self-management principles, it's not going to happen by chance. And it's not going to happen only by introducing new structures. But it's so much about intention and habits. An...more

Michael Y. Lee on lessons from researching self-managing organisations

..., the things you need in a self-managing organisation, or what these structures and processes can also facilitate is to help reinforce the underlying principles of self-management, and reinforce the shift in authority. Because I think what we do know from research in organiaations and management is that, powe...more
...top-down approaches to management, even in hierarchies aren't working and have probably never worked. And so I think these are in many ways, the same principles of leadership and of management that are applicable in any organisation, but I think particularly so in self-managing structures....more
... radical approaches and it's not that every organisation needs to adopt a self-managing structure. But it's really about: how can we take some of the principles and insights from these experiments in new ways of organising and realise that actually, we can bring those into any organisation? So when I talk to...more

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

...ked them to say. And within five minutes, we worked out a decision that everyone said, "Yeah, that works. I can I can deal with that." So some of the principles there. The main one is the mindset shift from "what do I believe is the best thing to do" to "what is most likely to work for everyone". And it is li...more
...ikely to be worked out. So that's one principle. Another principle is that when I'm trying to make a decision, I focus on the underlying criteria and principles, and what's important, not on the specifics. Again, if you look at this mosque situation, it was either "they come in or they don't come in", but th...more
...e are those are some of the mindset changes. And the shift in terms of skill. It's about learning dialogue skills. And in particular, I can give two principles. The first one is: how to speak the deepest truth, which means owning it more within myself than it being about you. This is what's important to me, ...more

Amy Edmondson on psychological safety and the future of work

...y’re on some stage of that journey. It would be great if you could share some advice or wisdom in terms of some pitfalls people can avoid or some key principles that might help them on their way… AE: I think the biggest pitfall is thinking you’re supposed to be perfect. Now no one thinks that consciously, bu...more
...use I think one thing we know is that it won’t be the same. Two organisations’ journeys will never be exactly the same and yet I think there are some principles that 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 custome...more

Pasteur Byabeza on transitioning to self-management at Davis College

...trong controlling mechanism to get people to do something. It's important to add one more thing that is very positive. African cultures promotes the principles of reciprocity and solidarity. That's very positive - Africans tend to be united and work together. They say that promotes group solidarity and cohes...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...ewing her and interviewing some of the companies and then I also brought in my lens of how this fits with the wider world that's emerging in terms of principles for self-managing organisations. So the book is with a publisher currently and it's almost there, so it should be coming out this year in 2020. So ye...more

Alanna Irving on leadership, decisions and money in bossless organisations

...re one of the many authors. And I really loved your chapter about growing distributed leadership. I was wondering if you could share some some of the principles that you outlined in that chapter for listeners. That seems a great way into bossless leadership and distributed leadership, and how we can start to ...more

Edwin Jansen on how people adopt self-management at Fitzii
...can be very tough to take. So it's actually not a thing that people want to do and I think in the future, we need to figure out what our compensation principles are and guidelines so that we can make it a little bit easier on people. What it ends up being is you get all of these different, what I would call,...more