Earlier this month I attended the Global Strengthscope Practitioner Conference in London. A wonderful and inspiring conference where completely unexpectedly I was presented with the 2017 conference ‘Outstanding Contribution to Positive Work Practices Award.’ I was delighted and honoured and it got me thinking about what we have achieved so far in bringing positive work practices into the workplace and what we have yet to achieve,
Brief account of the book
The book has noble, honourable and inspiring intentions: it offers holocracy as a ‘new operating system’ for organizations that will create a ‘peer-to-peer distributed authority system’. This operating system creates empowered people who are clear about the boundaries of their authority, about what they can expect from others, and are able to be highly effective in their roles.
How is it different, why is it better?
Co-creative approaches to organization change such as Appreciative Inquiry, Open Space, and World Café have some very distinctive features that differentiate them from more familiar top-down planned approaches to change.
Elsewhere on this website we explore social capital as a group or social phenomena that adds value by increasing trust and information flow around an organisation, however it can also be understood from an economic perspective.
From this perspective it can be defined as a combination of the number of relationships some one has, the economic usefulness to them of those relationships and the quality of them: effectively, how well known someone is, in what circles, and with what degree of affection. It is the social capital in an organisation that means that we care about the effect our work will have on the next part of the production chain, rather than slinging substandard work over the functional line saying, ‘done my bit, their problem now’.
When disaster strikes, under the intense pressure to do something fast, it is very easy for leaders to make quick, isolated obvious decisions i.e. to have a round of redundancies. Very few people like to have to do this, but often feel they have no alternative. However alternatives are available, what they demand is a willingness to go beyond simple and obvious solutions and to call upon the wisdom and goodwill of the workforce. A leader who is willing to work appreciatively with his or her workforce in finding ways to survive and thrive in these challenging trading times will reap the benefit now and later.
What is Strategy?
Strategy is often thought of in organizations as a plan for achieving a specific future. The plan is created by a small group of people who then inform others of the vision of the future and the plan to get there.