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- Consultancy, Organizational Development and Change on Apple Books
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- The 9 Clear Steps to Organizational Culture Change
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Bernhard Bockelbrink , Co-Founder of Sociocracy 3. Full Name Comment goes here. Are you sure you want to Yes No. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide.
Consultancy, Organizational Development and Change on Apple Books
Bockelbrink, J. Priest, L. What's in it for me? The Seven Principles Effectiveness: Devote time only to what brings you closer towards achieving your objectives.
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Consent: Do things in the absence of reasons not to. The Seven Principles cont. Continuous Improvement: Change incrementally to accommodate steady empirical learning. Equivalence: Involve people in making and evolving decisions that affect them. Accountability: Respond when something is needed, do what you agreed to and take ownership for the course of the organization. Drivers: Value and Waste Value is the importance, worth or usefulness of something in relation to a driver.
Waste is anything not necessary for - or standing in the way of - effective response of a driver. Domains are delegated to people e. Governance, Semi-Autonomy and Self-Organization Governance: Continuously deciding what to do to achieve objectives, and setting constraints on how and when things will be done.
Self-Governance: People governing themselves within the constraints of a domain. Operations Doing the Work : People doing what needs to be done, guided by coordination and governance.
Semi-Autonomy: People with autonomy to create value, limited by the constraints of their domain. Governance vs. Operations Tracking, reviewing and evolving decisions made to achieve objectives enables an organization to continuously learn and improve. Pattern 1. Qualify Organizational Drivers Some drivers are directly or indirectly related to an organization's primary driver, these are considered organizational drivers. Other drivers do not fall within the organization's domain.
Review of Drivers The response to a driver is usually an experiment that is evolved over time, based on learning. All members bring awareness to what might help or harm the organization, and aim to account for drivers in an effective way. A tension is a personal experience: a symptom of dissonance between an individual's perception of a situation, and their expectations or preferences. Navigate Via Tension cont.
Challenges and opportunities for an organization are revealed as people become aware of tension they experience in relation to them. To discover drivers, look behind tension and describe what's happening and what's needed. Sometimes an inquiry reveals misconceptions and the tension goes away. Awareness of organizational drivers can be passed to an appropriate domain to be addressed.
Describe Organizational Drivers 2 Depending on their perspective, a person or group may decide to describe a driver as a problem to solve or an opportunity to leverage. A driver statement captures just enough information to communicate the need for an action or a decision. More information about the scope and details of the driver may be recorded besides the initial driver statement.
We need the kitchen in a usable state so we can stay focussed on our work. Qualify Objections It's the accountability of individuals to raise potential objections. Withholding objections can harm the ability of individuals, groups or the whole organization to respond to organizational drivers. Being able to raise potential objections at any time means decisions only need to be good enough for now and safe enough to try.
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Qualify Objections cont. A way for resolving objections B. Evaluate Agreements cont. Is the driver statement an accurate description of what is happening and what is needed? Questions either reveal constraints information gathering questions or possibilities generative questions. This is usually done by a smaller group tuners. Note: This pattern can also be used for selection between a variety of options in other circumstances. Small or large groups identify and prioritize drivers, progressing quickly from concept to action in self-organizing teams. Driver Mapping cont. Driver Mapping: Template for Domains B.
Pattern 2. Ask someone, "would you be willing to help me with? Ensure to invite people with complementing perspectives to contribute to the review, and a facilitator. Improvement suggestions apply to personal development, collaboration, updates to domain description including driver statement and strategy. Peer Review cont. The development plan may be created for a person in a role, or for a group e.
The 9 Clear Steps to Organizational Culture Change
A development plan and any accompanying recommendations for changes to the domain description and driver statement requires consent from both the delegatee and the delegator. Pattern 3. What can I do to address this? Adopt The Seven Principles cont. A value is a principle that guides behavior. Agree On Values cont. Governance Facilitator cont. Contracting And Accountability cont.
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Two Ways of Opening Salaries B. Pattern 4. Enable people to decide and act for themselves in response to organizational drivers. Circle cont. The role keeper leads in creating a strategy for how to account for their domain, and evolves their strategy in collaboration with the delegator. Role cont. Note: In S3, guidelines, processes or protocols created by individuals in roles are treated as agreements. Role: one way to account for a domain B. A group selects one of its members to represent their interests in the governance decisions of another group.
Two interdependent groups each select one of their members to represent their interests in the governance decisions of the other group. Open Systems cont. Pattern 5. Behave and act in the ways you would like others to behave and act. Waste And Continuous Improvement Waste is anything not necessary for - or standing in the way of - effective response to a driver.
S3 promotes a hypothesis-driven approach to decision making B. Agreement Life-Cycle B. Pattern 6. Template for Agreements B. Strategy cont. Clarify Domains cont. Domain descriptions can be created for a role, position, circle, team, open domain, department, unit, or the whole organization. You can either start by clarifying existing domains, or at least clarify new ones.
Deliverables include products, raw materials, services, experiences and transformations.