The Handbook:

teams, reframing, federation, & investment

teams:

1. Get people together in teams.
2. Decide what you want from your work.
3. Agree on big ambitious goals!
4. Have the guts to own your vision.
5. “Do what you can with what you have.”
6. Planning
7. Do what you want to do.
8. Only do actions you’re great at, which also excite you.
9. Let your coworkers do actions they’re great at and also excited by.
10. If one person isn’t responsible for a specific thing, no one is responsible.
11. Ten ways people micromanage without realizing it:
12. “If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”
13. Ready, fire, aim!
14. Guys like sports metaphors.
15. Start together, huddle at halftime, finish together.
16. List agreed-upon action items.
17. Finish what you start.
18. Teams work together in the same space.
19. Work alone on your own team if you want to.
20. Everyone on a team does hands-on work.
21. Celebrate jobs well done.
 

reframing:

22. When you want to improve the bottom-line profits, do what it takes to measure bottom-line profits.
23. What you measure is what you get.
24. Mentor.
25. Let others lead with you.
26. Problems in “communication” are problems of responsibility.
27. Start company change with someone who feels responsible.
28. Talk to everyone as if he or she is a regular person, just like you.
29. Bond with extraverts one-on-one. Bond with introverts in groups.
30. A “needs analysis” at a company means figuring out where the group is headed and what the group wants.
31. Ask for advice.
32. Read the writing on the walls.
33. Seek out trouble early on.
34. Don’t blame, and if you do, never say “they.”
35. For a good relationship with another person:
36. Turn blame and hurt into play.
37. “Beyond our comfort zone is terror.
38. Work together to fix problems.
39. Don’t let obstacles come between you.
40. Find ways that your coworkers can be heroes.
41. Visual/auditory/kinesthetic learners
42. A shortcut to personality types
43. The organizational life cycle
44. Love.
45. Put yourself in their shoes.
46. What we draw a box around becomes what we see.
47. To control others without their awareness, frame irrelevant choices.
48. Influence
 

federation:

49. Draw relationships as your street map to show you who to go to.
50. Redesign responsibility traffic-jams.
51. Align your interests.
52. Back off.
53. Discover your differences to agree and transform scarcity into abundance!
54. Government is for doing what individuals can’t do on their own.
55. How many coworkers does it take to screw in a lightbulb?
56. If you can’t solve your problems on your own, bring in more people who are affected by the problem.
57. Partner up for broader perspective and resources.
58. Limit your group size.
59. Divide to agree.
60. Grow the structure to fit what’s inside and keep one step ahead.
61. Coordinate teams.
62. Inspired coworkers can start their own teams.
63. “What is true of every member of the society individually, is true of them all collectively, since the rights of the whole can be no more than the sum of the rights of individuals.”
64. Choose your representatives.
65. Give representatives term limits.
66. Proxies give you a voice when you’re out of the room.
67. Would you rather talk about it or do something?
68. Different ways for groups to agree.
69. To represent many people, have many small groups, each with its own jurisdiction.
70. Of the 365 days in a year, 100 are weekends.
71. What makes many smarter than a few
72. Stop discrimination.
73. Put big issues to a popular vote.
74. Amendments keep a Constitution alive and fresh.
75. Representatives work together in departments which have clear and distinct responsibilities.
76. Representative departments can limit each other’s actions.
77. Departments can limit the central office.
78. Divide and prosper.
79. Independent “action teams” take initiative.
80. Kick screwups out of office.
81. Interpersonal rules
 

investment:

82. Use five core concerns to build better relationships.
83. “Be the change you want to see.”
84. Form new habits through regular behavior.
85. Juries solve disagreements and also educate the jurors about how the company works.
86. Everyone has desires and traits you haven’t yet seen.
87. Don’t kill the things you love.
88. “2% of a million dollars is better than 100% of nothing.”
89. Free speech.
90. Go public with your reputation at work.
91. Let people literally invest in your personal reputation.
92. “Everything secret degenerates… nothing is safe that does not show how it can bear discussion and publicity.”
93. Make information clearly available to coworkers about what each department is doing and why it’s being done that way.
94. Departments choose when to buy from other departments within your company.
95. Make your company a home base where coworkers can develop and sell their services, and their department’s services, to other buyers, inside and outside your company.
96. The company’s general accounting office becomes the bank.
97. People need to follow the rules they make.
98. Compensate representatives for being in office, but don’t give them too much control.
100. “What would you attempt to do if you knew you could not fail?”
101. Choice + commitment = freedom.

Code of Ur-Nammu

Source: “Code of Ur-Nammu” at Wikipedia

Written: 2100 BC-2050 BC. Credited to king Ur-Nammu of Ur (2112-2095 BC). Maybe written by his son Shulgi.

The Constitution

…After An and Enlil had turned over the Kingship of Ur to Nanna, at that time did Ur-Nammu, son born of Ninsun, for his beloved mother who bore him, in accordance with his principles of equity and truth… Then did Ur-Nammu the mighty warrior, king of Ur, king of Sumer and Akkad, by the might of Nanna, lord of the city, and in accordance with the true word of Utu, establish equity in the land; he banished malediction, violence and strife, and set the monthly Temple expenses at 90 gur of barley, 30 sheep, and 30 sila of butter. He fashioned the bronze sila-measure, standardized the one-mina weight, and standardized the stone weight of a shekel of silver in relation to one mina… The orphan was not delivered up to the rich man; the widow was not delivered up to the mighty man; the man of one shekel was not delivered up to the man of one mina.

[[One mina ( 1/60 of a talent ) was equal to 60 shekels ( 1 shekel = 11 grams]] ….

  • 1. If a man commits a murder, that man must be killed.
  • 2. If a man commits a robbery, he will be killed.
  • 3. If a man commits a kidnapping, he is to be imprisoned and pay 15 shekels of silver.
  • 4. If a slave marries a slave, and that slave is set free, he does not leave the household.
  • 5. If a slave marries a native (i.e. free) person, he/she is to hand the firstborn son over to his owner.
  • 6. If a man violates the right of another and deflowers the virgin wife of a young man, they shall kill that male.
  • 7. If the wife of a man followed after another man and he slept with her, they shall slay that woman, but that male shall be set free.
  • 8. If a man proceeded by force, and deflowered the virgin slavewoman of another man, that man must pay five shekels of silver.
  • 9. If a man divorces his first-time wife, he shall pay her one mina of silver.
  • 10. If it is a (former) widow whom he divorces, he shall pay her half a mina of silver.
  • 11. If the man had slept with the widow without there having been any marriage contract, he need not pay any silver.
  • 13. If a man is accused of sorcery he must undergo ordeal by water; if he is proven innocent, his accuser must pay 3 shekels.
  • 14. If a man accused the wife of a man of adultery, and the river ordeal proved her innocent, then the man who had accused her must pay one-third of a mina of silver.
  • 15. If a prospective son-in-law enters the house of his prospective father-in-law, but his father-in-law later gives his daughter to another man, the father-in-law shall return to the rejected son-in-law twofold the amount of bridal presents he had brought.
  • ….
  • 17. If a slave escapes from the city limits, and someone returns him, the owner shall pay two shekels to the one who returned him.
  • 18. If a man knocks out the eye of another man, he shall weigh out ½ a mina of silver.
  • 19. If a man has cut off another man’s foot, he is to pay ten shekels.
  • 20. If a man, in the course of a scuffle, smashed the limb of another man with a club, he shall pay one mina of silver.
  • 21. If someone severed the nose of another man with a copper knife, he must pay two-thirds of a mina of silver.
  • 22. If a man knocks out a tooth of another man, he shall pay two shekels of silver.
  • ….
  • 24. …. If he does not have a slave, he is to pay 10 shekels of silver. If he does not have silver, he is to give another thing that belongs to him.
  • 25. If a man’s slave-woman, comparing herself to her mistress, speaks insolently to her, her mouth shall be scoured with 1 quart of salt.
  • ….
  • 28. If a man appeared as a witness, and was shown to be a perjurer, he must pay fifteen shekels of silver.
  • 29. If a man appears as a witness, but withdraws his oath, he must make payment, to the extent of the value in litigation of the case.
  • 30. If a man stealthily cultivates the field of another man and he raises a complaint, this is however to be rejected, and this man will lose his expenses.
  • 31. If a man flooded the field of a man with water, he shall measure out three kur of barley per iku of field.
  • 32. If a man had let an arable field to a(nother) man for cultivation, but he did not cultivate it, turning it into wasteland, he shall measure out three kur of barley per iku of field.
  • ….
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