How did this company deal with shifts over 3 years into self-managing teams with new decision-making, conflict processes, and more?
Why do working people need to know their own life purpose in order to feel really motivated by their organization's larger purpose?
What are two more proven approaches to creating flourishing self-management teams?
Why is separating power and ownership crucial in creating the psychological safety necessary for successful self-organization?
How can current holders of power in an organization be a positive influence toward a culture of more wholeness?
Why is having processes available for dealing with personal aspects of self-management not enough?
What might happen if colleagues take turns sharing their reflections on important, meaningful, challenging questions? This "game" is a culture-changing method.
What happens to engagement and innovation if leadership--in the most common paradigm-- regards the organization as a machine and people as replaceable parts?
Why does taking just one step away from the machine model, toward valuing agency, autonomy, and self-determination, often fail to produce desired results?
Which three worker capacities are the most comprehensive and powerful for building an innovative, engaged, agile business?