How did this company deal with shifts over 3 years into self-managing teams with new decision-making, conflict processes, and more?
Can we be in more wholeness in work conversations by cultivating awareness of the open or closed attitudes underneath what is being said?
Exactly how does our concept of leader decrease organizational thriving and success?
Why do working people need to know their own life purpose in order to feel really motivated by their organization's larger purpose?
How does focusing on less tangible things than new structures and processes unleash creativity and reduce sabotage of the new?
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?
How is this self-managing company inventing new more human, more caring and effective ways to conduct traditional functions like firing?
Nick Osborne••5 min read
This organization took a big step toward creating psychological safety to speak truth to power. Why wasn't it working? Why wasn't it enough?