Invitation : 5 to 7 Series Tasting our practices, January 23, 30 and February 6, 2018 Montreal

Workshop-Percolab-Montreal-2018

INVITATION

  • Location

    Montréal, Canada

    ECTO, 936 av. Mont-Royal Est, 2e étage, Montréal H2J 1X2

  • Date

    January 23, 30 and February 6, 2018

  • Hours

    5:30 PM

  • Organizer

    Percolab

In January, percolab is offering a series of gatherings to help you put the human at the center of your work and (why not?) join the revolution of organizations. A learning & networking event in one, light and enjoyable with drinks and snacks after work, to share a few practices that we use at Percolab daily.

#1 (January 23) – Opening. How to open up to new possibilities? Energize your practices to open and close your meetings well.
#2 (January 30) – Emergence. How to respond to what is emerging and live with uncertainty? Adjusting with agility and listening to what is there.
#3 (February 6)- Decision. How to converge on a collective decision that allows us to move forward. Practice consent-based decision making.

Cost: We invite you to engage with the shared economy. (We openly share the costs associated with running the event, and as a group we share those costs and look at value openly. The last time we hosted an evening workshop like this people contributed between $15 and $50)

More information about our experiences using this model:
https://medium.com/percolab-droplets/there-is-more-than-one-way-to-price-a-workshop-experiments-in-shared-economy-2c36f25ea0c7

  • Organizer name

    Meghan and Laurence

  • Contact

    meghan [at] percolab.com,  laurence [at] percolab.com

Domains:
Segments:
Methodologies and tools: | |

Pulling on the self-managing thread: The Regitex experience

Lisa Fecteau

On a sunny Wednesday afternoon in October, we sat down with Lisa Fecteau, founder and owner of Regitex, to ask a few questions about her company’s approach to self-management. As we settled into her cozy kitchen with a cup of tea, she was curious about Percolab and why we wanted to interview her. We shared that Percolab has been self-managed since it’s inception, and as we are continually growing, we’ve made our practices and structures more explicit. We even train other organizations as they make the shift to self-management. We are always hungry to learn from other self-managed organizations, especially in other sectors. Regitex is just about as different as it gets from Percolab.

Lisa founded Regitex with her brother in 1998. Regitex manufactures yarns used in the production of protective garments (think firefighter’s uniforms), technical yarns for medical purposes (think bandages), and high-tech yarns used for a range of other purposes (like hosiery). Regitex does straight-up industrial production: raw materials come into the factory, machines are used to transform them, finished products come out of the factory, and then shipped all around the world.

When I think of this kind of industrial structure I think of foremen and plant managers. I think of a boss and the boss’ boss and of the boss’ boss’ boss. My imagination might even conjure a cigar-puffing owner living on a yacht somewhere far away: totally disengaged with the people who work for him and totally engaged with the profits they generate.

I seem to have a very narrow and staid (maybe even stale) view of what it means to run a factory. And Lisa Fecteau, with her unassuming manner, was turning that view on its head.

Regitex’s move to self-management did not happen in a burst of inspiration. It was a long, slow progression of small steps that carved out a self-managing path for the organization’s functioning. In the intervening years between the company’s founding and shift to self-management, Lisa bought out her brother’s shares in the company (thus becoming sole owner) and the company made the move from manufacturing yarn for fashion and furniture (its first market) to the protective textile focus it has now. As the manufacturing capacity and number of employees grew, Lisa decided to connect with her employees directly. For a period of 2.5 years she did rounds of interviews every 6 months. Sitting down with teams, and sometimes individuals, Lisa would ask questions so she could learn about their perception of the company. Sometime after the 5th round of interviews she realized that she had heard enough about the dissatisfaction and issues that were arising, and that nothing had significantly changed between round 1 and round 5 of interviews.

She had no idea what to do but decided she would just sit with it for a while

It all started to unblock with the need to hire a new Director of Production. After a long and unsatisfactory search for the right person, Regitex’s Director of Human Resources presented Lisa with an interesting alternative: what if instead of hiring a single director of production they created a Production Team comprised of existing employees who carried production know-how because of their work within the company.

Within a short time it became apparent that the team approach was more efficient and led to better decision-making because the Production Team had direct access to the information they needed to run things smoothly. Lisa and her HR director started experimenting with creating more of a team-based approach within the company to see how this would work out. The enthusiasm for self-managing practices was spreading across the company.

So Lisa left.

I didn’t expect that turn in the story. Lisa explained that had been sensing that she was still too much at the centre of the company and that instead of gently propelling it along towards self-management, her presence was holding them back. She completely withdrew from all operations and administration and didn’t set foot in the factory for months. “It was painful,” she confides, “I felt like I wasn’t needed anymore.”

Upon her return they decided to abolish all titles and job descriptions, including those in upper management, and move to a role-based system. They determined which were the functions that needed to happen for the organization to run smoothly, and then invited employees to self-nominate for the roles they found interesting. The roles were adapted to the logistical challenges of a company that works with day, evening, and night shifts, and the obligations outlined in their collective labour agreement.

Because, yes, Regitex is a unionized workplace.

While we were surprised and intrigued by this information, Lisa seemed unfazed about our union-related questions. For her, a key element to self-management is about trusting people’s common sense and ability to make thoughtful decisions – if you just give them enough space. In recent months, Regitex had a couple of grievances filed against them – not by internal employees, but by the union’s syndicate head office. At a formal meeting between herself, Regitex’s internal union reps and the syndicate’s official representatives, the grievances were quickly withdrawn when the Regitex employees made it clear that they had complete decision-making authority over their working conditions.

As a new collective agreement is in the works for early 2018, a strategic planning committee has been created to ensure that both Regitex’s interests and its employees’ needs are reflected in the next contract. Participation in the committee is voluntary (like everything else at Regitex) and those who have stepped forward to steer it also happen to be the company’s internal union reps. Which, in essence, means that the company’s administration has entrusted its unionized employees to make key decisions that directly impact the company and that unionized employees are considering the company interests and well-being while planning its side of the collective agreement.

As the daughter of a unionized blue collar worker, this reality is worlds away from the divisive power struggles and politicking I imagine when I think of contract agreements between unionized employees and the boss’ boss’ boss. I remember my Dad white-knuckling it through collective agreement processes in the 80’s that did not for a moment consider the interconnectedness of either the employees’ or employer’s ecosystems.

So what’s next for self-management at Regitex? They are investing in internal training for more employees to learn how to coach each other, improving the communications and other organizing systems, and exploring how profit-sharing could be done in a clear and equitable way. For Lisa, her personal next steps involve connecting with what is quickly becoming an international movement around self-management (Percolab’s own Samantha Slade is writing a book on the topic) to share Regitex’s experience.

When asked if she has a nugget of wisdom to share with us about her experience with Regitex, Lisa responds without hesitation: If you want to shift to self-management do less, not more. Don’t try to create all kinds of new initiatives. Pull back for a while, observe, watch, create space, and leave this space open for newness to emerge. That’s when stuff starts to happen.

Domains:

Segments:
| | |
Methodologies and tools: | |

Renewal of the competency framework for the HR chartered association of Quebec

Context

The Human Resource (HR) profession needs to step into its future. The entire HR system in Quebec is build around the competency framework; university programs, admission into the chartered association, inspection, as well as professional development.  By improving and updating the competency framework the whole profession will be carried forward. The chartered association chose, for the first time, to do this via co-creation. They invited in HR professionals and people interested in the future of HR to go beyond thinking through what they wanted and also to contribute to its production.

Percolab’s role

Percolab designed the co-creation process in collaboration with an HR professional. The process integrated multiple voices in the field in a creative and constructive way, mixing wisdom and experience of HR professionals with inspirational examples, creative thinking, conceptual frameworks of the future, and collective sense making.   

A radically creative process that had three phases:

  1. Capture what is useful in what already exists and reveal the possibilities and dreams, for both the format and content of the framework.
  2. Iteratively develop the new structure of the guide via a series of workshops with the HR community.
  3. Validate specific sections of the guide with targeted stakeholders

To support the entire process, particularly with the context of participants coming in and out of the process, a visual strategy was put in place. Over 200 people contributed to the different steps of the process and were aided by an evolutive mural.

The workshops and the facilitation and the visual tools were all Percolab’s responsibility. The strategy, writing, and presentation of results were a shared responsibility with the client.  

Impacts

 

  • The creation of a simple, practical competency guide
  • A guide that has the support and pride of the HR community and will be well used from inspectors, to university program design, and HR professional development & certification.  
  • An example of a competency framework for HR professionals in Canada and the world  
  • Integration of two new domains of HR competence – innovation process and technology

 

 

Evolutive mural by Paul Messer, Percolab

Domains:

| | | |
Segments:
| | |
|
Methodologies and tools: | |

| | | | |

The city of the future is the one people narrate together

Guest Author: Mary Alice Arthur, Get Soaring

If you’ve ever been to Montreal, you will have experienced the vibrant hum of the city. It is a city that has distinctive neighbourhoods and an international flavour, and it is also a city committed to exploring and vitalising diversity. 2017 marks 375 years for Montreal and the city is helping to mark the celebration by making a public process of community storytelling.

Imagine, if you will wooden circular structures popping up in the midst of St Catherines walking street or in your local neighbourhood. They look very much like an open basket, because that was their inspiration.

Their intention is to create a network of points in space that transform people’s narrative about where they are and how they inhabit the space. Although they appear like little separate pods, they are all connected to the element of surprise and forming community, enabling people who sit in them to imagine space in a different way and create possibilities that were not there before.

They are called Nacelles, a French word meaning the basket of a hot air balloon, but conceptually pointing to network or multiplicity. In a tangible, physical way, they create a commons, a place to gather and share. By their very shape, they create an interesting bounded object in a public space in the shape of a circle. You’re exposed like you would be in public space, but you have a container of intimacy, and intentional collaborative moments in conversation. The nacelles create intimacy while you’re outside.

Each Nacelle is a set of pre-fabricated pieces which are easy to build together in about 20 minutes. In fact, the very act of building them starts creating community. They are about 12 feet in diameter, and seat around 12 – 15 people on two tiers of benches with a small table in the middle. But they are also permeable. People can stand outside the structure and lean in, making it possible to take part in something, even if you’ve just arrived.

Using these structures for public dialog and storytelling is the brainchild of French-based group Comm1possible. It fits seamlessly into Montreal-based practice Percolab‘s approach to dialogue and storytelling. Cédric Jamet explains: “We need more ways to connect people than social networks. The “smart city” as we think about it, is not enough. We need structures that allow us to do this in a real and physical way. That’s how Nacelles emerged.

“There was a consciousness around the circle as a way to connect people that informed the structure of the Nacelle. The idea of the city of the future is a city created by the people who live in it. Nacelles become a physical representation of that.

This project around inclusion is also around sharing individual stories, and what comes up is a common story of inclusion.

“When we think about it, this project around inclusion is also around sharing individual stories, and what comes up is a common story of inclusion. Nacelles help create a commons. The original idea was how can we experiment to create urban commons and cities as commons. That’s where it came from and where it’s headed. Really at the heart of the project is the idea of what becomes possible when we build the spaces we live in together.”

“The physical structure invites curiosity. And when you go over the threshold of curiosity it invites in relationship,” says Elizabeth Hunt. “One of our upcoming projects is around diversity and multi-culturalism with a borough of Montreal. Around their multi-cultural citizen day, we will be working with storytellers in the nacelles and then we will invite citizens with their own stories of how to shift the dominant discourse from integration to one of inclusion.

 

 

 

 

 

 

 

 

 

 

 

“It’s about building this together, shared responsibility. People show up with strollers, walking their dog. When a whole bunch of different kinds of people are there, you have the permission to go see. It’s a strange attractor. You enter the structure as strangers and emerge as allies. We are continuing to ask ourselves how we can use Nacelles as a collective sensemaking structure.”

Cedric chimes in again: “It shapes a bunch of things, experimenting with the Nacelle as a natural way to inclusion. We all have a relationship to this theme, whether we are born here or not, came here or not. I was hosting during the storytelling process – the storyteller was indigenous and his theme was around what it is to welcome and host people in. I was thinking ‘I’m an immigrant here. I’m French originally. I have a colonial background in me.’ Everyone who participated and shared stories verbalized their connection to this place in ways that were not anticipated. There’s something that happens when story gets shared and space gets held. Holding space is the condition for emergence. Something special happens.”

Elizabeth agrees, even though her story is completely different: “I’m born and bred in Montreal – same hospital as my dad – 11 – 15 generations each side. Those streets I’ve walked as a child, my parents, my grandparents also walked. I graduated from University on those steps over there. I had supper with someone there a few blocks over. My relationships to this space – what else is possible in my relationship to this city – is forever transformed by being there with the nacelles. We can transform an area into a storytelling platform, what else can we do in terms of moulding this city?”

Percolab has been partnering with French company Comm1Possible, which developed the concept and has used the nacelles in France and Morocco. Percolab is their only North American partner, but it seems obvious that the nacelles are far more than a way of creating community conversation and storytelling.  Even the way the two organisations are working together is seeking to create a commons out of the application of nacelles.

“Nacelles help create a commons,” Cedric tells me. “Then there’s the whole aspect of how we work together — if our purpose is to create commons, then Nacelles itself has to be a commons. That’s what we’re building on with Comm1Possible – how do we develop the system supporting Nacelles that is thought of and lived as a commons? Yes, there’s the object, but there’s a whole philosophy and business model that goes around it.”

Elizabeth continues: “We haven’t explored the questions, but the physicality of it invites the questions – how do we share this? Who does it belong to? How do we share the decisions? What is our vision for greater social change? We’re trying to work a commons based agreement – our working relationship is a commons relationship.”

In the end, it comes back to the magic of creating a space for people to narrate their common future.

As Cedric says: “The more people there are in the Nacelle, the more the Nacelle becomes invisible and it becomes a circle that’s about people. When we were using them on St Catherine and I walked away for a few minutes, I could see a conglomerate of people, but you couldn’t see the Nacelles. It was like a bunch of grapes but you can’t see the stem. It is an architecture that is holding people together but that you can’t see when its working well – it becomes invisible. That’s a metaphor for excellent hosting work.”

 

Find the original post by Mary Alice Arthur

Domains:

| | | |

Segments:
| | |
|

Methodologies and tools: | |

| | | | |
|

Harmonizing organizational change

Percolab accompanied the cooperatively-run Clinique Dentaire Rachel through structural and cultural change with the growth of the clinic.

By hosting a six-phase emergent workshop process – using techniques such as visual-thinking practices and collective sensemaking – the process cultivated “collaborative leadership” to clarify, anchor and align their systems and working culture.


Domains:

| | | |

| |
Segments:
| | |
|

|
Methodologies and tools: | |

| | | | |
|
| | | |