I’ve spent June until October writing a brief but comprehensive book called “Designing Conversational Interfaces” introducing the creation of messaging applications and chatbots to a non-technical audience.
“We are dealing with a people manifestly incapable of governing themselves. And do you know what happens with people who cannot govern themselves? That’s right. Others come in to govern for them.”
There is no such joy in the tavern as upon the road thereto, said the Mennonite.
Sproule sat without moving. The kid looked at him but he would look away. He was wounded in an enemy country far from home and although his eyes took in the alien stones about yet the greater void beyond seemed to swallow up his soul.
But the kid only spat into the darkness of the space between them. I know your kind, he said. What’s wrong with you is wrong all the way through you.
And so these parties divided upon that midnight plain, each passing back the way the other had come, pursuing as all travelers must inversions without end upon other men’s journeys.
They’d been skinned and I can tell ye it does very little for a man’s appearance.
The way of the world is to bloom and to flower and die but in the affairs of men there is no waning and the noon of his expression signals the onset of night. His spirit is exhausted at the peak of its achievement. His meridian is at once his darkening and the evening of his day.
Their arms aloft pulling at their clothes were luminous and each obscure soul was enveloped in audible shapes of light as if it had always been so.
The horse screamed and kicked but the bull had planted its feet and it lifted the animal rider and all clear of the ground before Miller could get his pistol free and when he put the muzzle to the bull’s forehead and fired and the whole grotesque assembly collapsed he stepped clear of the wreckage and walked off in disgust with the smoking gun dangling in his hand.
Each man scanned the terrain and the movements of the least of creatures were logged into their collective cognizance until they were federated with invisible wires of vigilance and advanced upon that landscape with a single resonance.
Moral law is an invention of mankind for the disenfranchisement of the powerful in favor of the weak.
Of such corporal histories even as these he bore no tidings and although it was the custom in that wilderness to stop with any traveler and exchange the news he seemed to travel with no news at all, as if the doings of the world were too slanderous for him to truck with, or perhaps too trivial.
“I was so happy renting in New York City for so long because renting—or at least the way I rented, which involved never lifting a finger to better my surroundings—allows you to let things literally fall apart all around you. Then, when it gets to be too much, you just move on.
But any fixed claim on realness, especially when it is tied to an identity, also has a finger in psychosis. If a man who thinks he is a king is mad, a king who thinks he is a king is no less so.
This slice of truth, offered in the final hour, ended up beginning a new chapter of my adulthood, the one in which I realized that age doesn’t necessarily bring anything with it, save itself. The rest is optional.
To devote yourself to someone else’s pussy can be a means of devoting yourself to your own. But whatever sameness I’ve noted in my relationships with women is not the sameness of Woman, and certainly not the sameness of parts. Rather, it is the shared, crushing understanding of what it means to live in a patriarchy.
In fact I have come to understand revolutionary language as a sort of fetish—in which case, one response to the above might be, Our diagnosis is similar, but our perversities are not compatible.
We haven’t yet stopped trying to explain to each other what these words mean to us; perhaps we never will.
Over time, I have come to suspect that my affection for Bubbles may have less to do with its endorsement of the rule of negative gynecology, and more to do with its ridiculous title, which it shares with Michael Jackson’s pet chimpanzee.
But the tacit undercurrent of her argument, as I felt it, was that Gallop’s maternity had rotted her mind—besotted it with the narcissism that makes one think that an utterly ordinary experience shared by countless others is somehow unique, or uniquely interesting.
It reminds us that any bodily experience can be made new and strange, that nothing we do in this life need have a lid crammed on it, that no one set of practices or relations has the monopoly on the so-called radical, or the so-called normative.
These are the voices that pass for radicality in our times. Let us leave them to their love, their event proper.
Leave it to the old patrician white guy to call the lady speaker back to her body, so that no one misses the spectacle of that wild oxymoron, the pregnant woman who thinks. Which is really just a pumped-up version of that more general oxymoron, a woman who thinks.
Who cares what SHE feels like doing? It’s her conjugal duty to get over a massive physical event that has literally rearranged her organs and stretched her parts beyond comprehension and brought her through a life-or-death portal as soon as humanly possible.
These are solid guidelines to which I have long aspired. But now I think we have a right to our kink and our fatigue, both.
If all goes well, the baby will make it out alive, and so will you. Nonetheless, you will have touched death along the way. You will have realized that death will do you too, without fail and without mercy. It will do you even if you don’t believe it will do you, and it will do you in its own way. There’s never been a human that it didn’t.
Once he came to, he called her collect; she didn’t accept the charge. She threw up her hands as she told us this story, saying, I didn’t have the money! But we also heard her saying, I can’t carry him anymore.
The mother of an adult child sees her work completed and undone at the same time.
Nothing will bias a session faster than you trying to sell him on your ideas. You’re not there to talk. You are there to listen.
Nobody in the world can possibly tell you whether some abstract concept you just explained will solve a problem that they have. Even if they could somehow understand the wild abstractions you’re presenting them with, they couldn’t honestly tell you whether they would pay money for your solution.
They hear “listen to your customer” and think that we want them to blindly accept every ridiculous feature request made by somebody with a credit card and an opinion.
The point was, whatever changes we made, we had an objective way of determining whether or not the design was a success.
You see, if you’re designing something interactive, you need to design it to be…well…interactive.
One of the most common problems, and possibly the toughest one to overcome, is the tendency to accept solutions from users without understanding the underlying problem.
If you trust your engineering team to make some interaction design decisions, then you can present them with lower fidelity mocks and work through things like corner cases with them as they build.
I’ll just mention that, if you’re working with an outside agency of any sort, it is almost certainly spending time making its deliverables attractive. I
It may not be immediately clear how that relates to UX, but in my experience, Agile, iterative, efficient teams create better user experiences every time.
Design is not art. If you think that there’s some ideal design that is completely divorced from the effect it’s having on your company’s bottom line, then you’re an artist, not a designer. Design has a purpose and a goal, and those things can be measured.
The best alternative is the cross-functional team.This can be a tough change for people who are used to working in their own little silos, but combining people into one product team lets you go much faster.
The reason this works is that everybody is working on the same thing at the same time, which means that there are no handoffs where information gets garbled or lost.
The idea is that by sharing orders, delivery status, and customer feedback each member company can improve efficiency and service quality, while remaining separately owned.
Alibaba encourages a sense of informality at work. Every employee is asked to adopt a nickname.
With its constant emphasis on culture and ideology, people at Alibaba refer to HR informally as the “Political Commissar” (zheng wei).
reducing “time to market,” launching products that they can perfect later, an approach some refer to as “running with short steps.”
“English helps me a lot. It makes me understand the world better, helps me to meet the best CEOs and leaders in the world, and makes me understand the distance between China and the world.”
Then trotting out one of his favorite sayings: “Today is brutal, tomorrow is more brutal, but the day after tomorrow is beautiful. However, the majority of people will die tomorrow night. They won’t be able to see the sunshine the day after tomorrow. Aliren must see the sunshine the day after tomorrow.”
Because schools teach knowledge, while starting businesses requires wisdom. Wisdom is acquired through experience. Knowledge can be acquired through hard work.”
Taobao.com’s tagline was “There is no treasure that cannot be hunted out, and there is no treasure that cannot be sold.”
But this contrarian stance is vintage Jack.
I saw a starter task fly by in the Swift Weekly Brief and jumped on it. Now it turns out that the Swift project has a util directory full of various Python scripts that perform various tasks including cloning and building the project.
One of those python scripts needed to print out a message if somebody calls it without the –clone parameter. If you don’t do that, it doesn’t clone all the repositories that you need to be able to build the project. I did some path fiddling and testing against a sample of directories that should be present and there is PR #12856 that got merged into the project (and got mentioned in the next Brief).
I had to run the thing by the people who have testing/merging privileges a couple of times mostly because of how stringent Python linting is these days. Writing code that adheres to PEP8 is no joke but I’m glad that people have set such a high standard for themselves and the community. I got commit access to another project and figured out how to run the linter there until it was happy with the code on my machine.
There is also lots to do even just in the python part of the Swift codebase without me even having to dive into C++. I also have 15+ years of python experience to draw from vs. two months or so of C++. I’ve been looking around for some other python starter tasks to contribute some more stuff but still have to find the time to do them. Whether I’ll get around to ever contribute to the core project is still open, but knowing how to build and run Swift is useful if I want to try out some of the interesting new proposals.
I’m very glad too that the Swift project itself has chosen for python as its scripting language. Too many iOS tools to my taste are written in ruby a language I have zero inclination to learn. I taught myself a bit to be able to get a plugin into fastlane, but that was more than enough. But it looks like we may be able to get rid of ruby in the future since more and more functionality of fastlane is being rolled into Xcode and cocoapods is being superseded by the Swift Package Manager. SPM especially is a project where there is still a lot of rather accessible work to be done which will yield huge improvements in the quality of life of lots of developers.
There were walls around all his thoughts.
You know how it is, what women call thinking is done with the uterus! Of course, there’s always a few exceptions, God-awful brainy women with vaginal atrophy.
“Entirely on your own initiative,” said Oiie. “It is the only initiative I acknowledge,” Shevek said, smiling, in dead earnest.
All such luxuries which if freely allowed to the public would tend to drain irreplaceable natural resources or to foul the environment with waste products were strictly controlled by regulation and taxation.
The meetings of such groups, the vehicles of both social action and sociability, were the framework of life in any small community, but here in the city they seemed much less important.
Even from the brother there is no comfort in the bad hour, in the dark at the foot of the wall.
In a human sacrifice to deity there might be at least a mistaken and terrible beauty; in the rites of the moneychangers, where greed, laziness, and envy were assumed to move all men’s acts, even the terrible became banal.
figurines and souvenirs and kickshaws and mementos and gewgaws and bric-a-brac, everything either useless to begin with or ornamented so as to disguise its use
After all, work is done for the work’s sake. It is the lasting pleasure of life. The private conscience knows that. And also the social conscience, the opinion of one’s neighbors.
“It’s always easier not to think for oneself. Find a nice safe hierarchy and settle in. Don’t make changes, don’t risk disapproval, don’t upset your syndics. It’s always easiest to let yourself be governed.”
Oiie was an ethical man, but his private insecurities, his anxieties as a property owner, made him cling to rigid notions of law and order.
You’re thirty, aren’t you? By that age a man should know not only his cellular function but his organic function—what his optimum role is the social organism is.
The individual cannot bargain with the State. The State recognizes no coinage but power: and it issues the coins itself.
The thing about working with time, instead of against it, he thought, is that it is not wasted. Even pain counts.
We left with empty hands, a hundred and seventy years ago, and we were right. We took nothing. Because there is nothing here but States and their weapons, the rich and their lies, and the poor and their misery. There is no way to act rightly, with a clear heart, on Urras. There is nothing you can do that profit does not enter into, and fear of loss, and the wish for power. You cannot say good morning without knowing which of you is ‘superior’ to
Somebody had told Bedap that Rulag was an engineer, and he had found in her the engineer’s clarity and pragmatism of mind, plus the mechanist’s hatred of complexity and irregularity.
The only security we have is our neighbors’ approval. An archist can break a law and hope to get away unpunished, but you can’t ‘break’ a custom; it’s the framework of your life with other people.
What’s the good of an anarchist society that’s afraid of anarchists?
Ik ben een trouwe luisteraar van GBI en het was leuk dat Vasilis toen hij in Berlijn was de tijd nam om ook eens met mij te praten. Volgens mij is het een leuk gesprek geworden.
Successful people consistently compare themselves favorably to their peers.
People who believe they can succeed see opportunities where others see threats. They’re not afraid of uncertainty or ambiguity. They embrace it. They want to take greater risks and achieve greater returns. Given the choice, they will always bet on themselves.
Successful people have a unique distaste for feeling controlled or manipulated.
If you press people to identify the motives behind their self-interest it usually boils down to four items: money, power, status, and popularity.
That’s the fallacy of added value. Whatever we gain in the form of a better idea is lost many times over in our employees’ diminished commitment to the concept.
It’s obvious that the best course of action for dealing with people like this is to not let them make us angry. Getting angry doesn’t improve the situation and life’s too short to waste on feeling bad.
But once you appreciate the payoff of saying nothing—that if you’re silent, you cannot make an ass out of yourself or make an enemy out of someone else—then you might have a chance of getting better.
I also suspect that’s a big reason why so many of us withhold information. It’s not that we want to keep people in the dark. It’s simply that we’re too busy. We mean well. We have good intentions. But we fail to get around to it.
If the answer was “yes” he gave them some very quick recognition, either by phone, e-mail, voice mail, or a note.
Stop blaming others for the choices you made—and that goes with double emphasis for the choices that turned out well.
No one expects us to be right all the time. But when we’re wrong, they certainly expect us to own up to it.
It’s not about you. It’s about what other people think of you.
Basically, we accept feedback that is consistent with our self-image and reject feedback that is inconsistent.
1. Let go of the past. 2. Tell the truth. 3. Be supportive and helpful—not cynical or negative. 4. Pick something to improve yourself—so everyone is focused more on “improving” than “judging.”
It’s my contention—and it’s the bedrock thesis of this book—that interpersonal behavior is the difference-maker between being great and near-great, between getting the gold and settling for the bronze.
Even though we may be able to deny our problems to ourselves, they may be very obvious to the people who are observing us.
Some of the best feedback comes from what you observe. If you accept it and act on it, it’s no less valid than people telling you the same thing at point-blank range.
In each phase you must target a different constituency. In phase 4, you woo up—to get your superiors to approve. In phase 5, you woo laterally—to get your peers to agree. In phase 6, you woo down—to get your direct reports to accept.
All I’m saying is that you cannot rely on other people to read your mind or take note of the changed behavior you’re displaying. It may be patently obvious to you, but it takes a lot more than a few weeks of behavioral modification for people to notice the new you.
There’s the part where we actually listen. And there’s the part where we speak. Speaking establishes how we are perceived as a listener. What we say is proof of how well we listen. They are two sides of the same coin.
Asking, “Is it worth it?” engages you in thinking beyond the discussion to consider (a) how the other person regards you, (b) what that person will do afterwards, and (c) how that person will behave the next time you talk.
The ability to make a person feel that, when you’re with that person, he or she is the most important (and the only) person in the room is the skill that separates the great from the near-great.
Eventually, you’ll come to see that expressing gratitude is a talent—a talent that goes hand in hand with wisdom and self-knowledge and maturity.
But injecting Jim into the mix—a friendly sympathetic human being whom, on the one hand, I do not want to disappoint (that’s human nature) and who, on the other hand, provides constant encouragement and input—brings it more in line with the follow-up process I’ve been describing here
Successful people have a high need for self-determination and will tend to accept ideas about concerns that they “own” while rejecting ideas that feel “forced” upon them.
What’s interesting (and reassuring) about this story is that it’s an example of a boss accurately assessing his shortcomings and his employee agreeing with him. That isn’t always the case. Sometimes the gap between what a boss says about himself and what the staff believes is wide, very wide.
Your memo has to be brutally honest. Your employees have to believe it is accurate. And most important, they must believe it matters.
Let them figure out what they should be doing on their own. Let them tell you where you’re not needed.
If you manage your people the way you’d want to be managed, you’re forgetting one thing: You’re not managing you.
Most leadership development revolves around one huge false assumption—that if people understand then they will do. That’s not true. Most of us understand, we just don’t do.
I tell people that change is a simple equation: Stop the annoying behavior and you’ll stop being perceived as an annoyance.
The smart ones believed that their corporation would “drop them in a flash” when they no longer met the company’s needs, so they in turn were willing to “drop the company” when it no longer met their needs.
As a general rule, people in their 20s want to learn on the job. In their 30s they want to advance. And in their 40s they want to rule.
Let that be your model for dealing with needy, demanding, allegedly “selfish” employees. To ignore them and resent them is to misunderstand them—and eventually lose them. You’re committing the corporate equivalent of a hate crime.
Managers at smart companies are catching on. They’re beginning to see that their relationship with top talent resembles a strategic alliance rather than a traditional employment contract.
Stop trying to change people who don’t think they have a problem.
But if globalization is capable of holding out any fundamental promise to us, any temptation to go along with its havoc, then surely that promise ought to be this: we will be more free to invent ourselves.
What distinguishes the “war on terror” is that it is a war against a concept, not a nation. And the enemy concept, it seems to me, is pluralism.
Civilizations are illusions, but these illusions are pervasive, dangerous, and powerful.
On our globalizing planet, where the pace of change keeps accelerating, many of us are coming to feel at least a bit foreign, because all of us, whether we travel far afield or not, are migrants through time.
It’s a funny thing to lose your first language.
Yes, babies could look cute. But I’d been in enough relationships to know looks only go so far, particularly when they’re packaged with a high-maintenance need for constant attention.
Ours is a large extended family: my mother is one of nine, my father one of four.
And there will be people like me, with our powered exoskeletons left often in the closet, able to leap over buildings when the mood strikes us, but also prone to wandering naked and feeling the sand of a beach between our puny toes.
But a crisis can be an opportunity. It incites change. And the novel needs to keep changing if it is to remain novel.
Civilizations are illusory. But they are useful illusions. They allow us to deny our common humanity, to allocate power, resources, and rights in ways repugnantly discriminatory.
I believe it has to do with the belief system of our times: in a hierarchical worldview, there can be only one brain in command, just as there must be a single boss at the head of every organization.
Then suddenly, almost out of nowhere, modernity has brought us unprecedented wealth and life expectancy in the last two centuries.
It is probably no exaggeration, but sad reality, that the very survival of many species, ecosystems, and perhaps the human race itself hinges on our ability to move to higher forms of consciousness and from there collaborate in new ways to heal our relationship with the world and the damage we’ve caused.
It turns out that, throughout history, the types of organizations we have invented were tied to the prevailing worldview and consciousness.
Every transition to a new stage of consciousness has ushered in a whole new era in human history.
While Red Organizations can be extremely powerful (especially in hostile environments where later stages of organizations tend to break down), they are inherently fragile, due to the impulsive nature of people’s way of operating (I want it so I take it).
Size and stability become possible because people in Conformist-Amber are content to stay in their box and not vie for a higher prize. People operating from this stage identify with their roles, with their particular place in the organization.
Where Red’s perspective was egocentric and Amber’s ethnocentric, Orange brought about the possibility of a worldcentric perspective.
The fears of the ego often undermine good intentions.
Bringing about consensus among large groups of people is inherently difficult. It almost invariably ends up in grueling talk sessions and eventual stalemate. In response, power games break out behind the scenes to try to get things moving again.
Consciously or unconsciously, leaders put in place organizational structures, practices, and cultures that make sense to them, that correspond to their way of dealing with the world.
The shift to Evolutionary-Teal happens when we learn to disidentify from our own ego. By looking at our ego from a distance, we can suddenly see how its fears, ambitions, and desires often run our life. We can learn to minimize our need to control, to look good, to fit in.
We are ready to let go of anger, shame, and blame, which are useful shields for the ego but poor teachers for the soul. We embrace the possibility that we played a part in creating the problem, and inquire what we can learn so as to grow from it.
As a result, there are very, very few people working in staff functions in Teal Organizations. And those that do typically have no decision-making authority. They can provide guidelines but cannot impose a rule or a decision.
The higher you go, the more lines converge. It is only at the very top that the different departments such as sales, marketing, R&D, production, HR, and finance meet. Decisions are naturally pushed up to the top, as it’s the only place where decisions and trade-offs can be informed from the various angles involved. It’s almost deterministic: with a pyramidal shape, people at the top of organizations will complain about meeting overload, while people below feel disempowered.
The general philosophy is one of reverse delegation. The expectation is that the frontline teams do everything, except for the things they choose to push upward.
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.
A huge amount of time is freed by dropping all the formalities of project planning—writing the plan, getting approval, reporting on progress, explaining variations, rescheduling, and re-estimating, not to mention the politics that go into securing resources for one’s project or to find someone to blame when projects are over time or over budget.
using voluntary task forces instead of fixed staff functions has multiple benefits. Employees find avenues to express talents and gifts that their primary role might not call for. They develop a true sense of ownership and responsibility when they see they have real power to shape their company.
Teal Organizations reverse the premise: people are not made to fit pre-defined jobs; their job emerges from a multitude of roles and responsibilities they pick up based on their interests, talents, and the needs of the organization.
Without boxes to put people into, the organization chart disappears and it’s not always easy to know who is responsible for what.
Every role people take on is a commitment they make to their peers. They are not accountable to one boss; every one of their peers is a boss in respect to the commitments they made.
Through these weekly one-on-one discussions, teachers and students know each other on a much deeper level than in traditional schools.
The advice process transcends this opposition beautifully: the agony of putting all decisions to consensus is avoided, and yet everybody with a stake has been given a voice; people have the freedom to seize opportunities and make decisions and yet must take into account other people’s voices.
I have noticed that for some reason, many people naturally assume that in the absence of bosses, decisions in self-management organizations will be made by consensus. And because they have been scarred by the paralysis and endless discussions that often come when people seek consensus, they are quick to dismiss self-management as a viable way to run organizations.
Consensus comes with another flaw. It dilutes responsibility. In many cases, nobody feels responsible for the final decision. The original proposer is often frustrated that the group watered down her idea beyond recognition; she might well be the last one to champion the decision made by the group. For that reason, many decisions never get implemented, or are done so only half-heartedly.
If traditional companies rarely hold all-hands meetings, it is precisely because they can be unpredictable and risky. But in that very risk lies their power to reaffirm an organization’s basic assumptions and to strengthen the community of trust.
Things would change under you: one day we are doing it this way, the next day we’d completely change something core, and the next day it’s yet different and we’re always running to catch up.
Self-management, just like the traditional pyramidal model it replaces, works with an interlocking set of structures, processes, and practices; these inform how teams are set up, how decisions get made, how roles are defined and distributed, how salaries are set, how people are recruited or dismissed, and so on.
The tasks of management—setting direction and objectives, planning, directing, controlling, and evaluating—haven’t disappeared. They are simply no longer concentrated in dedicated management roles. Because they are spread widely, not narrowly, it can be argued that there is more management and leadership happening at any time in Teal Organizations despite, or rather precisely because of, the absence of fulltime managers.
Power is not viewed as a zero-sum game, where the power I have is necessarily power taken away from you. Instead, if we acknowledge that we are all interconnected, the more powerful you are, the more powerful I can become. The more powerfully you advance the organization’s purpose, the more opportunities will open up for me to make contributions of my own.
With freedom comes responsibility: you can no longer throw problems, harsh decisions, or difficult calls up the hierarchy and let your bosses take care of it. You can’t take refuge in blame, apathy, or resentfulness. Everybody needs to grow up and take full responsibility for their thoughts and actions—a steep learning curve for some people.
At check-in, participants are invited to share how they feel in the moment, as they enter the meeting. The practice brings participants to listen within, to reconnect with their body and sensations, and to grow the capacity for awareness in the moment. Naming an emotion is often all it takes to leave it behind and not carry it over into the meeting.
all colleagues have the opportunity to learn a simple three-step process for difficult conversation: Step 1: Here is how I feel. Step 2: Here is what I need. Step 3: What do you need?
Many blue-collar workers join FAVI scarred from past experience of mistrust and command and control. Joining an environment where they are considered trustworthy and where their voice counts is often a groundbreaking experience.
You have full liberty to find a solution, but until you have found one, you are bound to your previous commitments.
four simple statements for the yearly appraisal discussions: State an admirable feature about the employee. Ask what contributions they have made to Sun. Ask what contributions they would like to make at Sun. Ask how Sun can help them.
But such feedback should be given on the spot, all year round, and not left unsaid, waiting for the appraisal discussion at the end of the year.
Instead, people in these companies have a very clear, keen sense of the organization’s purpose and a broad sense of the direction the organization might be called to go. A more detailed map is not needed. It would limit possibilities to a narrow, pre-charted course.
Predictions are valuable in a complicated world, but they lose all relevance in a complex world.
The decision can be reviewed at any time if new data comes up or someone stumbles on a better idea.
In both cases, if there is a workable solution on the table—”workable” meaning a solution that nobody believes will make things worse—it will be adopted.
Is my heart at work? Do I sense that I am at the right place?
We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles.
Put supportive structures, practices, and processes in place (lower-right quadrant) Ensure that people with moral authority in the company role-model the behavior associated with the culture (upper-right quadrant) Invite people to explore how their personal belief system supports or undermines the new culture (upper-left quadrant)
There are three ways to help put new cultural elements in place: through practices that support corresponding behavior, through role-modeling by colleagues with moral authority, and by creating a space where people can explore how their belief system supports or undermines the new culture.
Over and over again, the CEO must ensure that trust prevails and that traditional management practices don’t creep in through the back door.
That is the magic of organizations: their processes can lift up employees to adopt behaviors from later stages of consciousness that they might not yet have integrated at an individual level.
Fighting the inner urge to control is probably the hardest challenge for founders and CEOs in self-managing organizations. Over and over again, they must remember to trust.
CEOs that role-model virtues such as humility, trust, courage, candor, vulnerability, and authenticity invite colleagues to take the same risks.
Every time a team presents, a new picture of a desirable future is woven into the collective consciousness.
Through purpose: Individual energies are boosted when people identify with a purpose greater than themselves.
Through distribution of power: Self-management creates enormous motivation and energy. We stop working for a boss and start working to meet our inner standards, which tend to be much higher and more demanding.
Through learning: Self-management provides a strong incentive for continuous learning. And the definition of learning is broadened to include not only skills but the whole realm of inner development and personal growth.
Through better use of talent: People are no longer forced to take management roles that might not fit their talents in order to make progress in their careers. The fluid arrangement of roles (instead of predefined job descriptions) also allows for a better matching of talent with roles.
Less energy wasted in propping up the ego: Less time and energy goes into trying to please a boss, elbowing rivals for a promotion, defending silos, fighting turf battles, trying to be right and look good, blaming problems on others, and so on.
Less energy wasted in compliance: Bosses’ and staff’s uncanny ability to create policies generates wasteful control mechanisms and reporting requirements that disappear almost completely with the self-management.
Less energy wasted in meetings: In a pyramid structure, meetings are needed at every level to gather, package, filter, and transmit information as it flows up and down the chain of command. In self-managing structures, the need for these meetings falls away almost entirely.
Through better sensing: With self-management, every colleague can sense the surrounding reality and act upon that knowledge. Information doesn’t get lost or filtered on its way up the hierarchy before it reaches a decision maker.
Through better decision-making: With the advice process, the right people make decisions at the right level with the input from relevant and knowledgeable colleagues. Decisions are informed not only by the rational mind, but also by the wisdom of emotions, intuition, and aesthetics.
Through more decision-making: In traditional organizations, there is a bottleneck at the top to make decisions. In self-managing structures, thousands of decisions are made everywhere, all the time.
Through timely decision-making: As the saying goes, when a fisherman senses a fish in a particular spot, by the time his boss gives his approval to cast the fly, the fish has long moved on.
Through alignment with evolutionary purpose: If we believe that an organization has its own sense of direction, its own evolutionary purpose, then people who align their decisions with that purpose will sail with the wind of evolution at their back.
People might not just reduce or increase the number of hours they work as employees. They might switch between employment (fulltime and/or part-time) and freelance work; they might at others times choose to volunteer, donate money, or temporarily have no involvement at all with an organization, only to come back later.
Many of us sense that the current way we run organizations is deeply limiting.