Even the largest, most hierarchical organizations, like the military and global multinationals, are seeing the need to create practices of empowerment and distributed decision making that will keep the company nimble and innovating, and make the organization more resilient. Whether this ultimately gets to a “bossless” state of self-management for most companies is unlikely, but there is mounting evidence that the movement towards greater empowerment is both necessary and inevitable.
5 Influences On Organizational Culture To Be Aware Of
Organizational culture should be the vision you have for your company, but this is not always the case. Without direction and positive influences, negative factors can take hold, shaping a company’s culture in a way that can become harmful to the business.
>> on Leadership, People Dynamics & Culture <<
Written by Steffen Maier, published on LinkedIn
Job Crafting And Creating Meaning At Work
Research shows that job crafting can foster engagement, job satisfaction, and resilience. Allowing an employee to influence work scope changes the meaning of that work, and allows them to take ownership of their job.
>> on Comfort, Community & Well-being <<
Published on re:Work
Practices For A Deliberately Developmental Organization
What is a Deliberately Developmental Organisations (DDO)? Aligning the organization to people’s motives to grow, means fostering a culture where development is part of the daily practice and routines.
>> on HR, People Operations & Talent Management <<
Written by Onno Geveke, originally published in Medium
The No Excuses Culture
This article is outlining a way to build a department that can be counted on to deliver by establishing a “No excuses” culture.
>> on Management, Collaboration & Org Design <<
Written by Steve Blank, published on thinkgrowth
How We Conduct 1:1s
Leaders must routinely spend time with each members of their team to discuss what they’re working on and how to improve. This infographic by NOBL Collective distills a handful of practices from leading teams, scientific research, and the observations on how to effectively have 1:1s.
>> on Leadership, People Dynamics & Culture <<
Published by NOBL Collective
High-Performing Teams Need Psychological Safety
Creating psychological safety in a team drives higher levels of engagement, increased motivation to tackle difficult problems, more learning and development opportunities, and better performance. This article outlines how to build it.
>> on Leadership, People Dynamics & Culture <<
Written by Laura Delizionna, published by HBR
A Former Navy SEAL On The Hidden Influencers In Every Team
The challenge for every organization is to make the best use of those personalities wherever they exist, especially within small teams. If the most deeply interconnected individuals can exemplify the behaviors that your official top brass sets out, then the rest of the organization will follow suit.
>> on HR, People Operations & Talent Management <<
Written by Chris Fussel, published by FastCompany
Aaron Dignan: Digital Isn’t Software, It’s A Mindset
Aaron Dignan talks through how companies can have the right mindset to thrive in the future: It’s good to have a purpose, a process to support it, the right people, and (most importantly) these need to combined to make products that serve a community larger than any employee or organization.
>> on Management, Collaboration & Org Design <<
Watch 53 min video, published by 99U
Building A Resilient Organizational Culture
While human resilience may be thought of as a personality trait, in the aggregate, groups, organizations, and even communities can learn to develop a “culture of resilience” which manifests itself as a form of “psychological immunity” to, or the ability to rebound from, the untoward effects of adversity.
