How do we act on complex systems to induce positive changes ? Inspired by systems thinker Donella Meadows, this article discusses the importance of changing the vision/story as a prerequisite for any systemic change to occur.
Business Insider has published a small article about Valve a 16-year old company that has no corporate hierarchy whatsoever.
Valve’s basic approach to “managing without managers” is:
- hire only incredibly self-motivated people
- give them full autonomy to decide what project to work on
- teach them to spot valuable projects, and to understand what value they can add to those projects
- allow team structure to happen organically – teams self-select, leaders are chosen by their peers
- encourage people to acknowledge and learn from mistakes quickly to move forward
- make everyone responsible together for the success or failure of projects
and finally (and most critically):
- determine the value and compensation of each employee by peer review
Michel Bauwens is a Peer-to-Peer theorist and an active writer, researcher and conference speaker on the subject of technology, culture and business innovation.
I already talked about Michel Bauwens’s work when discussing the revolution brought by open source and peer production models.
Here is another great video where Michel explains what are peer-production, peer governance and how people use commons to create more value (the Wikipedia and Linux model). This work and organisation processes are fundamentally different compared to the traditional top-down models and Michel explains the characteristics of this new distributed models. Continue reading “Peer production and governance, commons and value creation in the collaborative economy”
Guess what ? Email is not really efficient for knowledge management, information sharing and collaboration. Surprising, hum ? Well that’s nothing new for most people collaborating in online communities using blogs, wikis, social networks even though most companies use some kind of social technologies “in some way”, real collaboration is still Terra incognita.
So this report from McKinsey comes handy to convince businesses they really need to change the way they work. In their estimates interaction workers productivity could improve by 20-25%.
Could you get work done without bosses? Seems like a complete fantasy, yet some companies, including the maker of GoreTex, GitHub and GE’s Aviation division, say workers thrive without a manager. Continue reading “Work differently: meet the bossless companies”
New research from Harvard Business School shows that to make people feel like they have more time, you’ve got to add tasks to their schedule — so long as those tasks involve helping other people.
The best managers have a fundamentally different understanding of workplace, company, and team dynamics. Tthe “best of the best” tend to share the following eight core beliefs:
Brilliant video on work, management and productivity. A must see.
Continue reading “Why work doesn’t happen at work”
Have you ever felt that state when you do something with such passion and interest that you lose notion of time ? This state of mind is describe as Flow.
There are more and more reports that multitasking is not only inefficient, but also an increasing cause of burn out. While it might make you feel great to think you are doing a lot of things at the same time, the fact is: it doesn’t work. What you earn faster you’ll lose elsewhere.
Two usefull Harvard Business Review articles: Continue reading “Multitasking doesn’t work”