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.

Defining the starting line for organizational democracy

One of the reasons I like hands-on work is that it gets me to be practical, inventive, and specific about ideas.

There isn’t a great definition of organizational democracy, or even democracy in general. Or rather, there are many definitions, and choosing what’s important (which definition? Can it be made into a better definition?) takes some work.

My work at Product Perks™ helped me define two keys of organizational democracy: self-organizing teams, and term limits. Inspired by Tina Rosenberg’s NY Times article “Ethical Businesses with a Better Bottom Line” (the follow-up to her earlier article on B Corporations) and SalesForce.com’s up-to-80%-discount for B Corporations, I wanted to offer a Product Perks discount to B Corporations and organizational democracies.

I thought, How do you measure organizational democracy? What can you see that really matters? At places where I’ve worked (or lived), when did I say to myself, “This is a democracy!”?

For me, the starting line for democracy has been reached with self-organizing teams, and/or term limits. Teams created by their members coming together and saying, “Let’s do something we care about,” and term limits created by executives, managers, representatives or other leaders for themselves and their successors, are pretty cool. They are also sustainable… their companies last longer than authoritarian companies.

Creativity. Initiative. Accountability. Defined timelines with start and end dates. Collaboration. Education. Transparency. Friendship. Reputation. Trust. Communication. The buzzwords for why self-organizing teams and term limits make success go on and on.

Surely these two best practices do not solidify or make democracy permanent… but like a great theatre performance, democracy is not permanent. Very few things are, and at least democracy often has the guts to admit it. But while it lasts, and even after its members have moved on, it is amazing and worth rewarding and remembering.

Does your organization have either of these two keys of organizational democracy? [more...]

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