Generative decision making process

Generative-Decision-MakingCollective decision making made efficient (yes, it’s possible!)

Making decisions together does not have to be long and painful. The realm of “consent based decision making” is not well known even though it can help organisations make decisions collectively efficiently and wisely. We use this at Percolab, a consultancy company supporting social innovation and collaboration, based in Canada and France.

We developed Generative Decision Making Process, a consent based decision making process built on the Integrated decision making method of Holacracy with the culture and practice of Art of Hosting. We use it every week at Percolab. Our record is 19 strategic decisions in one hour!

The process requires a host, ideally, the host rotates from person to person. At Percolab everyone can run this type of decision making and we rotate organically depending on the day.

When first developing the practice it can be helpful for an organisation to invite in an external host for an initiation or supportive coaching to develop the internal skills.

1. Ripeness

Is the time ripe for the decision? Is the context clear? Is there information or data that needs to be gathered? Could an open conversation help develop the ripeness?

Hosting tips: You might need to offer the group one or two open conversation time slots to get to this point (ex. I am going to put the timer on for 10 minutes while you explore the topic in question). Offer supplementary time slots as necessary. You might need to conclude that the decision is not ripe, and this is ok. Listen in deeply and when you sense that there is a possible proposal in the air, the time is ripe. Invite the group to head into the next step.

2. Proposal Version I

Invite the group — would someone like to make an initial proposal? This will help the group move forward into action and there will be lots of opportunities to fine tune the proposal together.

Hosting tips: Help the proposer name a proposal in ideally one single sentence. Avoid the proposal spreading into multiple proposals. Ensure that the proposal is written for all to see (separate from the proposer) and repeat it out loud.

3. Clarifications

The group has the opportunity to voice questions to the proposer. The proposer has two options to answer — i) Provides the answer or ii) Says « Not specified » if the answer is unknown.

Hosting tips: If someone is speaking without a question (ie. reaction) remind him that is question period. Ensure that all questions are directed at the proposer and no one else intervenes. Avoid letting the proposer speak about anything further than the direct answer(keep it tight). Sense into when the clarification period is about to finish (ie. people are ready to react).

4. Reactions

It is mandatory that each person (minus the proposer) expresses to the group their reaction to the proposal; the different voices and perspectives of all need to be heard. The proposer listens deeply and take notes. Afterwards the proposer will craft a new version of the proposal.

Hosting tips: Begin with the person who has the most reactive emotion and then go around, until everyone has shared their reaction. Make sure that the reaction is not about the proposer, but about the proposal itself — correct if necessary.

 

5. Proposal version II

The proposer formulates a new version of the proposal in light of all that has been spoken. The host ensures that it is written and visible to all and reads it out loud.

Hosting tips: If you feel that the proposer might want to stay with the same proposal, remind her that she can. If you sense that the proposer needs support in formulating the second version, remind her that it is possible to ask for help — however do not rush into saying this.

6. Objections

An objection needs to express a risk or a backward movement for the organisation/initiative. All objections are expressed to the host who then decides if the objection is valid or not. If it is valid, then the proposer needs to integrate it into a new version of the proposal. (Then the objection round is repeated).

Hosting tips:Sometimes people might express personal concerns that are not in fact organisational risks. This needs to be differentiated. If it is fuzzy you may ask for help to the group. This is the hardest part of the process for the host.

7. Visual confirmation

Everyone visually confirms I can live with this decision by raising their thumb. This is a way of allowing all to see that everyone is fully onboard with this decision. If there is something that has not been spoken that needs to be it will show up because a person will be unable to raise his thumb. This can happen when (i) someone is struggling to find words to put on an idea that is important to them or (ii) someone is disengaging in the process (holding on to the possibility to question the decision in the hallway thereafter). Either way it will need to be addressed and the group needs to return to the part of the process that was not fully addressed.

Note: It is good to have visual confirmation as a cultural cue with which the process may be fast tracked. Someone makes a proposal and you can just do a quick check in to see right away if everyone could live with it.

Hosting tips: This is not a decision council and it is not an opportunity to lower thumbs and restart a process. It is simply a visual confirmation. If the process has run smoothly all thumbs should be raised.   If someone is struggling to find voice for an objection kindly support the person and let them know that all information is important.

This sums up the process. A final word just like playing the piano, don’t expect to get it perfect first go. It does take some practice.

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This article is also published on Medium in Percolab Droplets

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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

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Principles and processes for co-designing self-organizing events

It’s easier than it sounds. If you organize events, this is for you.

The international Art of Hosting community has developed a different way to design gatherings. There is an underlying pattern that has been fine-tuned and experimented around the world for over 20 years. No matter what the convening topic, from collaboration methods to water management, to financial matters, it is possible to design, organize and meet with the flavour and feel of life, because they are the result of an underlying pattern.

Participants and conveners do not necessarily get to see this backstage, (how the hosting team works together through the design/preparation day and onwards) though everyone is sensing its existence. Over and over, it has laid the conditions for groups to experience a functional self-organizing operating system, live an enlivening experience, access deep co-learning, and do good work. A friend with decades of event organisation explains it as an update of the system software we have been working with for a long time; a 2.0 version, if you will. This is my attempt to share the pattern in a practical and helpful way, without reducing it to a simple recipe to follow. The pattern holds deep consciousness and wisdom, and I hope I am honouring it well. It begins with three principles.

It is wise that a facilitation team spends some time together just prior to a convening. The length of time will depend on elements such as the duration of the convening, the familiarity between the team members, the challenges and risks. Typically, for a three-day event, the hosting team will spend one or two days together prior to the event. For a very short meeting, the hosts will spend a shorter time.


Principle 1: Responsive design — Wait until as close to the gathering/training as possible to design the program

Certain aspects related to organizing a gathering/training can and should be done well in advance of the event, such as the venue, food, decorations, lodging, budget, registration, communication. What the team also does upfront is getting to know the context more, and getting to know each other a better, so they become a real team. As for the design of the actual program, if we want it to be acutely responsive to the context and needs that connect to the convening, to the tiny changes, local and beyond, that are forever taking place right up to the first day of the convening, then it makes sense to leave the programming to just prior to the event.

Friendly warning: We have become so accustomed to developing our event programs months in advance of an event, that waiting until just prior to the event may generate a certain level of anxiety.

Principle 2: A strong container — Give importance to the invisible field that holds a meeting

If we want power, depth and flow in our gatherings then we will need to accord time and space to build what we call, for lack of a better word, “a relationship field” or a “strong container”. This is the invisible field that holds the potential of a group. It is the collective presence and the quality of the relationships between the team members that make up the quality of this field. If this is strong and healthy, it can facilitate generative conversations, paradigm shifts and deep connections. With it, the event team will stay in healthy collaboration even if the event brings stormy weather. This can mean taking time to be together, play, sing, cook, share silence, whatever flows. This is how friendship and familiarity grows. Being in good relationship with yourself and with others helps to enjoy and benefit from the diversity of others.

Friendly warning: We have become so accustomed to time management for performance that giving time and spaciousness to being together may cause some anxiety.

Principle 3: — Learning edges, self-organisation and community of practice — Practice our own medicine

Every work session in the preparation is a micro-example of what is being created. How you are imagining the event should be showing up during this preparation time. If you want participants to harvest online, the team should start during the design days. Be in this practice with the team before the event and you will be practicing well at the event. The practice contributes to the container. If we want the event participants to experience deep learning, then the team should share their learning edges with each other. If the team is trusting and trying something new during the convening, beyond our fears, with the support of each other, then we are modelling that for the whole event. There is life in the trembling and this is being in a community of practice.

Friendly warning: We have become so accustomed to showing up with our expertise that it can be uncomfortable to reveal our learning edges.

How do we design together?

When we finally get to design the actual event our reflex is to jump in directly. Go slow and begin with the following. By doing these steps, the design that is needed will reveal itself. Embody the principles described above in the actual design time.

Need, purpose and participants

Take time to strengthen the connection to the need underlying the event and then to the purpose. Since the purpose is the invisible leader it needs to be held clearly by the whole team. The original call for the event began with this and so should the design. It is the centre of the work.

Team learnings

What is the intention or learning edges of each person in the team? If we want to facilitate learning we need to be in learning ourselves. If we embody the work we strengthen it.

Sensing in

Take time to understand the context, the people who will be coming, what is going on around to be more in tune and responsive to what is needed. Listen with all your senses, on all kind of levels.

Outputs — Acting more wisely for the world

Good work should always yields real results. The Hopi Indians say: “Will it grown corn for the people?”. What is the convening going to create that will be useful for the world?

The venue

The venue can support the quality of the convening. When it is possible spend some time at the venue? Connect and feel the flow in the space. How can the event make use of it? Are there any outdoor possibilities? Imagine the space and beauty unfolding. Embrace the constraints that come with it.

Friendly reminder: It is not either or, you need the analytical and planning capacities together with many soft skills.

How do we design for self-organization?

When the time comes to actual designing the event, the same principles apply.

  1. Clarify responsibilities/teams

If the event goes over a few days, create sub-teams. One way to approach this is a team for each day, a team for space and beauty and a team for documenting (harvesting). It can be helpful to identify how many spots there are in each team; then it is clear if people are in a single team or multiple teams. When it is time to decide who is in which team, in a self-organizing framework it is important that each person choses for herself. It can be useful to invite people to think about their offering and their learning edges before and then place pens on the table and in silence everyone writes their name where they are feeling they should be. It is important to note that the sub-team have a role of stewarding the tasks, not of executing all the activities and work of the day.

2) Clarify the flow and structure

Each team spends time designing a flow of activities for their area of responsibility. It is NOT yet time to dig into the design, only identifying the flow of activities (ex. team hosts, team coaches, participants) and the number of each. Then, to ensure that all the parts work together, the teams share their flow and activities and receive comments. Friction points and blind spots will be revealed. The teams then have a bit of time to produce a second version of their flow and activities if necessary. The group then comes back together to agree on the design. In this way everyone is aware and in support of the total design.

3) Activity designing

Only now each person identifies the activities/roles they will be responsible for, individually or in teams. Now each activity can be designed in detail. Those for day one will take priority. Some will be done prior to the event and some will be designed during the event with (some of) the participants (during breaks or evening).

4) Inviting in

During the first morning of the event, participants are invited to step in with their own activities or proposals within the scaffolding structure set up by the team. This structure holds the space so that the facilitation/hosting and documenting/harvesting can be done with the ample participation of all, in an open and flexible way. When the preparation work has been done – attending to all the details with care — the principles described above allow the loose structure to be held with quality and rigour. It can appear chaotic but the freedom is held by a container that supports coherence, alignment and freedom. It allows us to open up to what is possible and alive. This is how we organise amongst ourselves.

The Art of Hosting way creates a self-organizing operating system, an edginess of possibility, a depth of learning and a quality in human connection that often eludes us in other types of gatherings and meetings. Events all over the world are organized in this manner with great success, from the European Institutions, to local neighbourhoods, from businesses to professional networks.


Learn more about Art of Hosting and upcoming trainings.

Thank you to Ria Baeck for contribution and support in writing this article.

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What is the pay system you dream of? Beyond the taboo of money

As an employee for 16 years, I was thankful for my regular pay checks. I never really gave a thought to how I would dream of being paid.  In 2007, I co-founded my own company and I was faced with the freedom and possibility of all that compensation could potentially be. A journey began.

At the start, submerged in the business of starting a business, my associate and I agreed on a model that was a cinch to administrate, though somewhat naive: equal salary. No need to waste time tallying up who is bringing in more business or debating who has more value. All company earnings go into a collective « pot » and equal pay comes out, irrelevant of what each person put in. A bit idealistic you might say? Yes. The model requires similar work experience, similar weekly work hours and similar vacation time. And of course it also requires sufficient revenues for all.

As the company grew, we realized we wanted to offer freedom and possibility for people to create the working rhythm and pace that suits their needs and desires. We didn’t want to systematize any obligations, giving preference to diversity and modularity. This meant that we needed to move on to a different compensation model.

Initially, we were attracted to an algorithm based compensation model. We were inspired by Buffer’s approach. They even have a transparent salary calculator whereby you can find out how much you would make if you worked there.   What were the variables that could help us establish our own contextualized formula?

After a bit of in house exploration we crafted a proposal for the team with our percolab variables as complexity of the work, experience and risk. We held a team workshop and each of us plugged in numbers to try to see if the formula would work for us. Major flop! The process revealed that working abstractly with numbers caused us to create a collective salary budget much higher than the funds available. We were operating from a dream scenario rather than reality. This is when it started becoming clear that the path to fair and equitable pay required the whole team to understand money flows of our company.

But how could we do this? The regular salary model offers stability and regularity of bi-monthly pay checks of fixed amounts as well as benefits. We generally have little influence or involvement in this approach as it is directly linked to an organisation’s budget and pay scale.  The freelancer model offers flexibility and autonomy around our earnings as we are responsible for negotiating our own contractual agreements. The latter model usually comes with extra administrative burden and stress to be able to ensure regular and sufficient pay. Was there a way to blend the advantages of these models together?

Things were becoming clearer. Not only did we want self-set salaries but we also wanted to allow for variance from month to month in the amount each person was earning or wanted to work. As simple as that, we broke free from our fixed salaries and stepped into a negotiated agreements model that we also call variable self-determined salaries.  In so doing, we each gained control over our earnings, began benefiting from a shared administrative system and were better able to leverage the collective work opportunities amongst ourselves to help ensure regular and sufficient pay for all.

Our percolab model goes like this.

  1. Each project has a project lead and project budget parameters (projects can be client based and others not)
  2. A fixed percentage of the project goes to the company  to cover our collective services  (our beautiful office, insurances, web services, resources, business development, accounting, work tools etc.) and development.
  3. Together, the project team (anyone in the team) discusses and makes financial agreements based the project honorarium budget, with full transparency. We strive for a feeling of fairness and there is freedom in how agreements are made
  4. Administration of the compensation model is carried out in a distributed, collective way.  Percolab team members keep track of their agreements with standardized tools and are responsible for their own data entry into the online book keeping system (WaveApps). The project lead takes care of all agreements, invoicing and billing with external contractors, clients and suppliers.
  5. Any challenges with a project that have consequences on the budget are managed within the project with the team and do not overflow onto the company.

Each month any percolab member is involved in multiple projects (as lead, team member or business development).  Therefore your salary is the sum of the work you accomplished that month in each project as per your agreements.

For the system to work, everyone needs to make explicit their work availability and skills they can offer or wish to develop within projects.

Suddenly it was if each person was injected with more space, freedom and creativity to sculpt their ideal professional world. A new service went from idea to reality and the team was stepping up to greater challenges  than ever before. Having control over ones earnings reveals itself as a key lever for empowerment and leadership. Services and business development grew. With hindsight it seems evident that for people to be in their full potential having control over their pay is a key condition.  

Underlying principles

  1. Engagement is commiserate with our power to self-determine our own salary and expenses. Each person is responsible for the salary they want to earn.
  2. Practicing conversations around value helps us to better own our own value.
  3. Our relationship with money is not a taboo, but a skill that can be developed.

Impact

This flexible compensation model has supported us getting beyond our assumptions and fears around pay. It helps us get to deeper conversations around value and to work with money without it being the finality. The potential of a team is strengthened through this compensation as practice approach. More specifically:

  1. Individual: We are all even more responsible and engaged. Each person is finding her own balance with how much she wants to be working, earning, learning, playing and making their personal projects come to action. We are each developing skills around money, business and value.
  2. Teams: More solidarity, mutual support and good spirit.
  3. Organization: More initiatives and entrepreneurship and more revenues.

Lessons

1. A compensation model is meant to be energizing a team forward – if that is no longer the case, then try out a different model. It’s as easy as that.

2. A compensation model can be flexible and self-managing

3. A flexible negotiated compensation model can be an enormous driver of individual, team and organisational development.

If you want to know more about this model and the tools that support its functioning, contact Samantha Slade sam@percolab.com

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Art of Asking for Help

How comfortable are you at asking for help? How clear are your requests for help?

Have you ever thought that we can improve our asking for help skills and even approach asking for help as a practice? Our awareness of the specific type of help we are asking for and the words we use to ask for help can be fine-tuned. Indeed, the more our request for help is precise the higher our chances of obtaining the help we actually want and avoid frustrations on both sides (feelings of not being heard or not being appreciated).

At percolab we have developed a simple tool to support the development of our asking for help culture. We have seen how it can open up space and deconstruct preset minds. We have noticed that it can work with everyone.

Before you dive into the typology, think of a moment when you offered help recently and think of a moment when you asked for help recently.

Jot down your examples and then read through the typology and see where they fit. If your examples are not in the typology, let me know so the typology can evolve and strengthen with our collective intelligence.

1. Ask me questions (coaching)

2. Show me how to . . . (demonstrate)

3. Tell me information or perspective (local knowledge/experience based)

4. Give me expert advice (expertise based)

5. Think creatively with me (idea generation)

6. Give me feedback on my idea, model etc. (enriching)

7. Be my audience/participant (practice)

8. Provide me moral support (emotion)

9. Give me a hand… (physical, action help)

10. Loan/give me something (material support)

11. Protect and care for me (abuse support)

12. Make sense with me (intellectual/intuitive)

13. Motivate me (kick in the butt)

14. Step in with/for me (solidarity)

15. Can you listen to me (attention)

Now, write down two requests for help using the typology. Go and ask someone for help. If the person can’t answer the first request, try the second one. How was that? Did you notice a difference?

As collaboration and participatory leadership are on the rise, our capacity to excel at asking for help is becoming all the more important. The time of the hero leader who could figure everything out on his or her own is over.

It is kind to ask for help. Do not trust someone who cannot ask for help”.

Note: Feel free to adapt and adjust this typology. Think of it as a commons. I invite you share how you are using it and how it is evolving with your usage. here or email sam@percolab.com

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How does an organisation shift to self-management?

Thinking about shifting to self-management or wondering if your way of self-governing can be fine tuned? In my previous article What is self-management, really? I explore what is and what isn’t self-management via percolab’s story. This article goes into the details of how percolab went about setting up a role-based self-management system. As a word of context, percolab is a non-conventional company and we had realized that we required a bit more structure in how we self-organise our company.

There is a different way to structure our organisations based on “roles“. A role based structure means:

  1. Thinking about an organisation based on its purpose and all the roles and responsabilities that allow the organisation to meet its purpose;
  2. Leaving behind job profiles and job titles. Different people can take on different roles at different times – there is a flow and adaptability with roles; and
  3. Distributing the authority (decision making power) throughout the organisation via the roles.

Percolab recently shifted to such a role-based structure. As a team of process designers we were very deliberate in how we went about setting up our roles structure. We are sharing it now in the hope it will help others on their paths towards self-management.

Identifying our company roles 

Roles are already within our organisations and companies, we just need to listen in and make them explicit. To identify ours, I put on my role identifying hat for a few months. I resisted  the temptation to look outside the company because that would lead to thinking about what roles we “should have”. Over 9 years our company has grown into its own way of functioning and this is the organic base we wanted to work with.

Honing on the daily life of the company helped to come up with a preliminary list of roles. What is the company up to? What are people talking about? Where are the questions and tensions?  In all, 32 roles revealed themselves. I gave them some placeholder titles: Banker, Legal protector, Keeper of our workshop offer, Video producer.  The work was done as an open and transparent process, as per self-management principles. Now we were ready to begin the collective process.

Writing our roles together

Writing the roles as the team allowed us to benefit from the team’s collective intelligence. Also, it was an active way for us to process the shift to roles.

At a team meeting we reminded ourselves of the reasons we were shifting to roles. We drew on the wall the basic structure every role should have (inspired by Holacracy):

  • Role title: clear and aligned to our culture;
  • Role purpose: a short statement;
  • Role accountabilities: tasks and decision making authority;
  • Role metrics: specific indicators that help the team see if the role is being well stewarded.

We shared a draft role to exemplify these elements.

Title: Banker

Purpose: Reduce financial stress of all members of the collective, collaborators and organisations with whom we have transactions.

Accountabilities

  • Based on laws and obligations, foresee financial provisions and make all necessary payments to the government and documenting them.
  • Act as contact for percolab with the government, documenting key information, exchanges or situations.
  • Emit checks, once documentation duly completed and if appropriate, approved.
  • Inform members if a difficult financial situation arises and work through it openly and collectively.

Metrics

  • Financial stress of members is low – collective average of no more than 2/10 each month.
  • Payments are made within 30 days.
  • No penalties or interest to the government

We agreed that each team member would be responsible for writing 4 or 5 roles. The 32 titles and notes were laid out on the table.  Each team member chose the roles that he or she wanted to write.

Then we agreed on the process as follows:

  • We would set up a wiki (mediawiki) and each person would insert his/her first drafts of roles over a few weeks.
  • For each role, we would each invite two team members to iterate it forward using their wisdom and experience.

Through this writing process, each of us was now familiar with more than one third of the 32 roles. We all committed to reading ALL the roles prior to the next workshop to have a system view of the roles.

Adopting and attributing our roles

We held a 2.5 hour workshop to attribute the roles. The workshop process went as follows:

  1. We began with a short reminder of the purpose of roles. They are NOT job titles. We will all be stewarding multiple roles and we will be rotating our roles over time. Roles are aligned to the company’s purpose.  (5 min)
  2. We checked in by answering the question  “What color are we feeling?”.  This gave space to our apprehensions. (5 min)
  3. We took 30 minutes in small groups to discuss and review the roles that were speaking to us.  We brought back to the team 3 proposals for improvements.  If anyone had any significant issues with any content,  it was being heeded.  We quickly fielded the proposals following the integrated decision making process (Holacracy). (50 min)
  4. We discussed and agreed on the implementation date for the new role system.  This was the official day when authority (decision making power) would no longer lie with the co-founders. and when team members would take on their expanded responsibilities. (30 min)
  5. We attributed each of the roles via a multi-step process. We wrote the names of roles on index cards and laid them before us. We each wrote on the cards who we thought was best situated for stewarding that role and we could not put our own name. We took a moment to take in the collective perspective that had been revealed. Then, each person identified two roles she had energy to steward and  named it as a proposal. The group let the person know if there were any objections. If none then the roles were considered attributed. The next round, each person proposed one more role and again we verified for objections. A final round whereby anyone could propose anyone for the remaining roles. Again quick checks to see if there was any opposition until all roles were attributed. (55 minutes)
  6. We closed by each responding to the question What colour are we feeling now? (5 min) 

This image sums up the workshop. The inner circle represents our check-in colours and the outer circle our colours after roles had been adopted, attributed and an implementation date agreed upon.

roles (2)

By our in-house artist, Roch!

We updated the wiki with all the information. In the end, we landed 30 roles and a shared role that clarified what each of us in the circle was accountable for (project management and project work).

Lessons

1. Process design is key. Self-managing principles should be embodied in the way the shift to self-management takes place.

2. Self-management is a never-ending process of learning – about the broader functions of an organisation, our own capacity and confidence to step into roles and collaboration and trust.

3. It’s about the roles, not the people.

Next up, an article on the implementation process.

*It should be noted that in percolab’s case everyone within the company  has the role “0” Project work – the intention is to work, learn, have fun and advance the company and our domain. The role involves generating, leading and contributing to projects.

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