Organizationally, I think we need structures that support the people in roles of the organization to ‘transcend and include’, use Tier 2 type rules of communication and that supports and rewards personal growth. Two models come to mind…
- Holacracy by Brian Robertson. Here is a link to Jeff Saltmans update interview with him.
The holacracy group has actually developed supporting software, and a corresponding set of bylaws based on their methodology.
- Robert Kegan’s book: An everyone culture : Becoming a deliberately developmental organization - Robert Kegan and a few others. This is a book with 2 major case studies that outlines how the personal growth of the employees is considered a valuable company asset where individuals are encouraged to learn from their mistakes… the notion that we need mistakes in order to grow. The corporate case studies show that these organizations embody the working principles of growth into their policies.
Both models are certainly not for everyone and i imagine especially at Tier 1 but the rewards may make it an entry point for companies that are ready.
While i have never participated in a company using either model full out, I did use many of the Holacracy principles in my leadership role with volunteers at a trade association. It was a gratifying experience where volunteers listened more, participated more, and took on more responsibility for the success of the organization. At least 80% of their membership website is now managed by volunteer teams.
Wish i knew about these types of organizational policies 30+ years ago!
Great topic - Thanks Rob
PS - here is a summary of operating principles for the Deliberately Developmental organization. I see a lot of them in the Holacracy model as well. ROBB - is this the type of organization you are talking about in your tweets? - thanks CW
. Organizations Running on (Shared) Principles
. Adults Can Grow
. Weakness Is a Strength; Error Is an Opportunity
. The Bottom Line is Interdependent
. “Process Integrity” Trumps “Outcome Achievement” in the Definition of Success
. In a DDO (Deliberately Developmental Organization), the goals of profitability and fostering development are part of a single whole.
. Destabilization Can Be Constructive
. there is no penalty for participating honestly and openly, only for failing to participate authentically.**** (IMAGINE THAT!!!)
. Timescale for Growth, Not Closure
. “Interior Life” Is Part of What Is Managed
. Rank Does Not Have Its Usual Privileges
. Everyone is HR
. Everyone Needs a Crew
. Everyone Builds the Culture
. DDOs recognize that leadership’s tendency to use its power to design and sustain structures that protect itself from challenge sets a limit on the organization’s ability to exceed itself
. The DDO Whole Is More Than the Sum of Its Parts