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Work after the crisis

The COVID-19 crisis sent many workers home. Organizations needed to turn to telework and many find themselves turned upside down. At the very least, telework requires technological tools to deal with the lack of physical proximity. However, telework does not have to be a simple transposition of office-work to home-work and virtual tools. At its core, the current need for telework is an opportunity to create the future of work, which is based on a new culture of collaboration.

Since 2007, at Percolab, we have been experimenting with this new work culture based on a radical practice of collaboration. Whether you are side by side in the same space, or whether everyone is at home, collaboration is built around a few fundamental beliefs:

  • a global purpose; to accelerate the socio-ecological transition;
  • agency and the leadership of each individual stemming from autonomy and trust;
  • taking care of relationships by nurturing and re-establishing them, when necessary;
  • day-to-day learnings and maintaining the learner’s posture;
  • balance between the individual and the collective through shared decision;
  • the individual and collective capacity of human beings to self-organize;
  • transparency from the very beginning, making actions visible and accessible.

In her book Going Horizontal, our colleague Samantha Slade presents tangible practices with which we can embody these convictions. This set of practices, that we use and share, has developed for years with our customers, our partners, and sister organizations. These practices have been refined through multiple experiments and learnings, allowing ownership and creation of a greater common meaning. Furthermore, our approach is intended to be gradual and pragmatic so that everyone can acquire this new culture without fear of an unsettling transformation.

In our work of supporting teams, we observe that many people are affected by deficient, ineffective and painful collaboration horror stories. They have deep scars that keep them from re-engaging in collaborative endeavours. Nevertheless, we also all have rejuvenating collaborative experiences. For this reason, we call on organizations to build strong collaborative cultures in order to prevent the current need for telework from fulfilling Morten Hansen’s prophecy which states that poor collaboration is actually worse than the absence of collaboration.

The speed of COVID-19 transmission highlights our global interdependence. It reminds us that we must make this interdependence a strength in order to overcome this crisis. By joining the common venture of taking care of each other and of nature, we give meaning to the ultimate reason behind our existence. We recognize interaction and connection as the rudiments of everything that lives. This widens our field of vision and naturally changes the way we make decisions. This crisis is like a springboard that seeks to propel us forward. And the organizations do not have to be cubicles and silos in which we’re confined. Work can be a rich and complex environment in which we can reveal the best of ourselves.

With hope that the common question ‘in which cubicle are you?’ becomes ‘in which garden are you?

Article written by Denis Côté, associate member of Percolab Coop

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Our Exciting Journey from Inc. to an Employee-Owned Business

Our beginning as an Inc.

How can the tough necessities of succeeding in the rough and tumble world of business be combined with a passion to build a more equitable and more sustainable world? How to build a business that has common good embedded in its legal framework?

This was the challenge I faced when I embarked on a voyage to build a successful and progressive consulting business.

Like many women, I came into entrepreneurship late. In 2007 at the age of 40, I left my cushy government job, and started Percolab. My vision was to build a purpose-driven firm growing healthy and courageous collaborations for social innovation. Fortunately I wasn’t alone, I had a business partner. We were clear that our business would operate both locally in Canada and internationally. We were clear that we would live the business as a lab, experimenting with new ways of learning, working and governing. We were also clear that we would open source our methods and learnings. What we weren’t so clear about was the best legal structure for our business!

Our organization needed:

  1. Agilityto get up and running right away — we didn’t want to recruit other founders to join, we just wanted to get going.
  2. A huge creative sandbox to experiment and develop new approaches — we didn’t want to dampen our wild ideas or convince others.
  3. Protection of our personal assets — we were aware of the financial risks of a business.

In Canada, two people with a business idea and internet can incorporate in a matter of minutes. Incorporation is the go-to business structure to which almost everyone gravitates. We self-declared that our corporation was a social enterprise and we agreed to run it as such, even if it had no particular legal structure that spoke to that desire.

Awakening to collective entrepreneurship

Fast forward 10 years, where the words social enterprise, sharing economy, triple bottom line, B-Corps, employee stock ownership plans (ESOP) have become popular (and entangled). Ten years is the time it took for my company, Percolab, to make its way to coherence. A business working in collaboration and co-operation, dedicated to creating a more equitable, fair and thrivable world should logically have a conscious and coherent ownership model. This is the exciting, eventful story of our journey from an incorporated company to a fully employee owned business.

I fumbled into collective entrepreneurship the hard way. After 7 years of operation, our business hit a hurdle, a moment of financial hardship. We did what many owners do, we moved to protect the team from what was going on versus dealing with it collectively. Even though everyone was impacted, the situation was not shared thereby creating much frustration, anxiety and misinformation for the team and great stress for the owners. The strong relationships that we had developed began to fray. It was a few months later, when things had stabilized, that I began to see that the business was not functioning based on its core values — co-creation, community, openness. This incident served as a gift to help me realize that both co-management and shared ownership were non-negotiables for me. If we were going to be hit again by major hurdles in the future, it needed to be a collective experience, one that we would see coming together, live together, own together and resolve together.

With that, I brought some key proposals to my business partner, and then together, we took them to the team. Our bold plan proposed several big changes, including these:

  1. We formally transition to a self-managing company — the informal good intention to be non-hierarchical was not enough as we had learned.
  2. We shift to transparent financesand a self-determined salarymodel — as a way of us engaging everyone in the finances.
  3. We transition from an incorporated business to a co-operative— so we would all co-own the business.

Because I come from Quebec, a place in the world that values co-operatives as a popular and logical option for collective entrepreneurship, I chose the co-operative legal form. Co-operatives have seven internationally agreed principles from democratic member control to concern for the community.

There was energy and excitement around the three proposals and all were easily adopted. The first two proposals were to be effective within days, and we gave ourselves seven months to transition to a co-operative legal structure.

The first bump in the road

Initially things flowed. The shift to self-management was natural. Step by step, we moved forward developing a growing ease with roles that rotated, distributed authority, consent based decision-making.

Same thing for the shift to transparent finances. There was a moment of discomfort and then a relief. The self-determined compensation model had instant effect. We each had control over our own earnings, we were owning our value more clearly and we were engaging more directly with the company finances.

The shift to our co-operative form however, stalled. The deadline for this re-organization in our legal form sailed by and tasks were delayed. There came a feeling of uncertainty of who in the team would actually join the co-op. What was going on? A colleague called a collective dinner entitled “Are you in, or are you out?”

There was a cheekiness to the invitation, but it was what was needed to get beyond the rumblings and side conversations going on. After receiving the invitation, one member clarified that he would not be joining the co-op and announced his departure. I had serious questions if my business partner was going to join or not. It had been 17 years of professional life together. Perhaps understandably, I was avoiding the conversation with him.

The day of the collective dinner arrived. My business partner worked at home that day. One hour prior to the dinner the email arrived. It was a long one, one that must have been painful to write. He wanted to dedicate himself more to his family and so our paths were to part. This added an extra layer in the process: I was becoming an employee/member/owner of a co-op that was buying the company that I half owned.

Working through the details

Ensued a period of information seeking and support. What form of a coop was a match for us? In Quebec we have three options, worker coop, producer coop and solidarity coop. How did our self-managing system map onto the legal obligations of a cooperative? We were delighted by coop regulation protecting the financial well-being of the company. We were surprised by hierarchical bias in some of the governance, making our self-managing system feel quite radical.

Then it was time to get on with the transfer. Our team expected to be involved in the process while the external professionals supporting us were more accustomed to a private process with only the company owners. Our non-hierarchical culture clashed with this process, but we made it work.

  1. Transfer plan

Normally a company transfer requires a plan to pass on the company management capacity to the team. We learned that in our case it would not be necessary; the team was already co-managing the business. In a self-managing organization everyone is already brought into the various aspects of the business and were capable of running it. Check.

  1. Valuation

The cooperative needed to purchase the inc. This is a regulated purchase at market value. An official evaluator determines the value of the business. Together, we interviewed potential evaluators with a focus to understanding the process and chose one together. The evaluation process itself was lengthy due to the non-conventional nature of our business. Check.

  1. Appropriate legal pathway

When the owners continue into the new business you can transfer the business. Since one owner was leaving, this was not an option for us. With a closure you shut down the business and start a new business under a new name, but with a 10 year reputation and client base, this was not an option for us. A fusion allows you to start the new business and have the old one function along side for a while, giving time to purchase it and close it down. Fusion it would be. Check.

And so we were ready for the final legal steps—start the coop and sell the Inc. The adventure however continued when we encountered a second bump in our route forward.

Second bump in the road

To start a coop in Quebec you need to complete a simple short form. We agreed that it was important that someone else then me, the founder of the Inc, complete the coop form. I went on a business trip for a few weeks and when I returned it wasn’t done. The initial excitement had back tracked to concerns and issues.

Thankfully our team retreat arrived. Two key moments at the retreat provided ground-shifting support for the shift in dynamics. A “Fun with metrics” activity, helped us all gather a fuller view and understanding of the company. It was an invaluable and timely reminder that we all ran this company together.

Then I asked everyone to stand on a spectrum based on our level of energy for starting the co-op. I went to the middle and shared my frustration that despite our commitment a full year had passed and the co-op was stuck again. Our agreement had not been honored. Maybe we weren’t ripe for becoming a co-op, I pondered out loud. Maybe the offer should be taken off the table? An honest conversation ensued in which misperceptions and fears were unravelled.

Within a week the co-operative creation form was sent and our regulations drafted. As easy as that, the co-op was formed and we held our founding assembly. Luckily, the legal process itself proved not to be especially complicated.

After that came the uncomfortable meeting with our business lawyer, during which I, as owner of the inc, negotiated a selling price to the buyers which included me! I was ready to move into shared ownership and at the same time I was happy that I was being financially compensated for all the founder’s work I had done.

Collective ownership reality check

Our long climb had certainly not been all roses. As an established entrepreneur, I naively underestimated the fundamental shift involved for others to step into co-owning a business. Joining a new organization as an employee is one thing, but becoming a co-owner of an already functioning company at the same time is something else. It can be a tough journey to shift identities, to challenge fears, to understand the implications. It takes time and it’s not for everyone.

Indeed, many people join the company for the interesting work we do; to collaborate with our amazing team; or, to experience our autonomy and shared leadership, but few join because they are driven to co-own, manage and grow a company with others. That’s the interesting bit though, where we learn to walk the talk of what the world might be and learn to be in business together consciously. It hasn’t been easy, and I wouldn’t want to be doing anything else. Honestly, I can’t think of a more aligned legal form for a company committed to a more equitable world than a co-operative model.

As we move forward building capacity for co-creative ways of working and horizontal ways of governing, it feels like a tiny extra step to tip over into the land of co-operatives. What if businesses began to see themselves as a lever for social change, a learning platform to help people strengthen their agency and become more engaged human beings? What if?

 

 

Cooperatives, provide jobs or work for 10% of the employed population of the world: for more information visit The International Cooperative Alliance.

Learn more about horizontal leadership in my book: Going Horizontal: Creating a Non-Hierarchical Organization, One Practice at a Time.

Listen to my TEDxGeneva lecture: The Future is in Business as Commons.

This article is an adaptation and update of an article originally published in the magazine Reimagining.

Much thanks to all those who supported me with this article, Cédric Jamet, Ria Baeck, Simon Grant, Stéphanie Bossé, Denis Côté, Olivia Horge, Brian Joseph and others. Special thanks to the Cooperative Network of Quebec for all its support.

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Going Horizontal, Read for You

Author: Denis Cristol
Translation: Oscar Chica
Originally published in MagRH, No 5 (March 2019)

 

Samantha Slade is a Quebec specialist in learning and self-management. She puts her talent at the service of the great causes of human development, about which she is passionate. Her book Going Horizontal is a compendium of collective intelligence practices taken from the management of Percolab, the company she created and developed in several countries.

Samantha starts from a simple observation. While we know how to lead our private lives, we are completely disempowered in our professional environments. The intention behind Going Horizontal is to initiate a movement towards greater engagement regardless of one’s place in the organization, starting with small steps, one after another. It is less about waiting for a hierarchy to solve all the problems than about thinking and acting horizontally while relying on one’s own talent and the talents of others.

For Samantha Slade, horizontal is not flat. In a horizontal company, everyone finds their place. The practices that are proposed in this book help us to progress in a world where the hierarchical way of doing things is more and more obsolete.

 

Samantha Slade. Going Horizontal: Creating a Non-Hierarchical Organization, One Practice at a Time. Berrett-Koehler Publishers, 2018.

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The future is in business as commons | Samantha Slade | TEDxGeneva

The future is in business as commons. In a world where business models are changing and even the traditional notion of work has lost its fit with current paradigms, Samantha Slade an innovator and pioneer in organizational and business models will present a new organization mindset focused on compensation as conversation, co-governance and sharing and collaboration.

Samantha is driven by the transition to future paradigms. With a background in anthropology, she pioneers novel organizational models and practices. Ten years ago she co-founded two businesses – Percolab, an international co-creation and co-design company and Ecto a co-working cooperative in her home city Montreal, Canada. Samantha works with governments, startups, and professional associations and foundations to tackle their complex challenges. She also co-creates commons-based collective impact initiatives and platforms. Engaged in the commons and social innovation movements, Samantha is currently writing a book – Going Horizontal – Creating a Non-hierarchical Organization, One Practice at a Time (to be released in October 2018 with Berrett-Koehler Publishers). Samantha believes that organizations can be a microcosm of the world we want to live in.

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Invitation : Penser Horizontal Atelier Québec – 1 juin


Premiers pas vers une organisation horizontale

avec Samantha Slade de Percolab

Venez construire le futur du travail en réinventant votre organisation! Cet atelier est le premier au Canada en lien avec la publication de Going Horizontal. Creating a non-hierarchical organization, one practice at a time écrit par Samantha Slade.

Le  changement vers une organisation plus participative et collaborative est à la fois un changement de mentalité que de structure. Pas besoin d’attendre les directives de la hiérarchie pour commencer à fonctionner de façon non hiérarchique,  vous pouvez commencer maintenant. Samantha partagera sept points d’entrée accessibles pour toute organisation, peu importe son domaine d’activité ou sa forme légale. L’essor d’une culture organisationnelle horizontale passe par l’essor des humains qui en font partie.

Vous allez:

  • réfléchir sur votre culture organisationnelle;
  • comprendre comment adopter l’autogestion de façon plus délibérée;
  • découvrir de nouvelles pratiques pour bâtir cette culture collaborative et horizontale.

Et vous êtes ouverts à

  • partager vos bons coups;
  • et à découvrir les bons coups des autres.

À qui s’adresse cet atelier?

  • Vous avez lu des livres inspirants comme celui de Frédéric Laloux et vous vous demandez par où commencer.
  • Vous avez commencé à expérimenter (p. ex. Agilité) et vous voulez pousser l’expérience plus loin.
  • Vous voulez simplement faire entrer de l’air dans votre organisation en essayant de nouvelles pratiques.
  • À tous, peu importe votre position dans votre organisation; chaque personne arrive avec sa propre situation organisationnelle qui servira de matériel dans les activités de l’atelier.

INVITATION




Programme  

De 9:00 à 17:00.

  • Cocréation de l’atelier.
  • Partage de nos réalités.
  • Expérimentation de nouvelles pratiques décidées ensemble.
  • Capitalisation et clôture.

Tarif

En cohérence avec nos valeurs organisationnelles, nous proposons deux façons de payer:

  • Vous payez un prix standard de 550$.

OU

  • Vous expérimentez l’économie collaborative avec un paiement en deux étapes:
    • Vous vous engagez à un paiement de base de 95$;
    • Puis, à la fin de la formation, nous animerons un processus collaboratif qui permettra à chaque personne de déterminer le montant final de son engagement financier (contribution appréciative).

Ce que vous allez vivre

  • Prendre conscience de vos croyances organisationnelles.
  • Expérimenter de nouvelles pratiques d’autogestion.
  • L’apprentissage entre pairs.
  • Comment la connexion nourrit la cohésion.
  • Comment donner, collectivement, du sens à votre travail.
  • Redécouvrir notre manière naturelle de travailler.
  • Le futur du travail.

  • Organisateurs

    Organisé et animé par Samantha Slade, Stéphane Brodu et Denis Côté (Percolab)

    Auteur de “Going Horizontal – Creating a Non-hierarchical Organization, One Practice at a Time” (sortie prévue automne 2018), Samantha a fondé Percolab, une série d’entreprises autogérées dans le domaine du codesign. Percolab prototype des nouvelles pratiques depuis plus de 10 ans, tant à l’interne qu’avec ses clients. Tournée vers le futur, Samantha est engagée dans les mouvements de l’innovation sociale et les FabLabs. Samantha soutient les organisations pour développer leurs pratiques de cocréation et de leadership collaboratif en tissant la complexité avec la créativité. Depuis peu, Samantha accompagne le gouvernement français à développer une culture d’innovation et collabore avec un secteur industriel en Espagne pour mettre en place un laboratoire d’innovation.

    Stéphane travaille depuis plus de vingt-cinq ans dans le monde de la gestion et de la coordination d’équipes ou de projets.  En 2005, il oriente sa carrière de conseiller en management vers les techniques de leadership collaboratif et d’intelligence collective. La cohésion et la pérennité des groupes et des organisations, ainsi que leur capacité à s’auto-organiser dans un climat d’épanouissement individuel, sont les domaines qui l’animent.

    Voilà maintenant 8 ans que Denis pratique la sociocratie au sein de Cohabitat Québec. Avec ses futurs voisins, il a cocréée ce projet d’habitat collectif et communautaire, de la conception jusqu’à la vie en communauté. Il a également 15 ans d’expérience en enseignement de la psychologie au cégep et à l’université. Il s’intéresse particulièrement à la psychologie des groupes et des organisations. Il s’inscrit dans le mouvement ouvert de diffusion de la sociocratie  (Sociocratie 3.0 et Sociocracy for All) et autres pratiques horizontales.

  • Contact

    Email : ateliers@percolab.com

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Events

Going Horizontal Practicum, London, UK

Propelling personal, organizational and system change through practical methods, tools and strategies at the core of collaborative ways of working.

We are thrilled to be welcoming Samantha Slade and Paul Messer to London to lead a workshop with Phoebe Tickell to develop your mindset & practices in less-hierarchical ways of working. Her recently published book, Going Horizontal, has been making waves around the world and has struck a chord with those who are seeking practices for working in teams and organizations with shared responsibility and self-organization.

This 1-day training is a hands-on experience, where you will explore seven concrete practices to develop and expand more horizontal ways of working. Rooted in practical application – tried and tested with organisations around the world – you will live the experience of truly working with a leaderful mindset and develop practices and tools that can immediately be put to use.

“The seven dimensions in the horizontal framework can help you be grounded and calm and still work in hurricane environments.” (Hollie Hollister, participant)

Who is this for?

The Going Horizontal practices and tools have been integrated into private sector organizations, start-ups, government, non-profits, community organizations, arts and cultural organizations, co-ops and cross sector initiatives.  No matter what your role is, these sets of practices can help you work more effectively with others.

These practices are heart-centered.

Thought-provoking and feeling-provoking!

Venue

The event will take place at the Here and Now School: 47 Thames Road, Barking, LONDON, IG11 0HQ.

Tip: We look like an unloved industrial building at the end of Thames Road. To enter, go through the black car park gates marked with “47 Thames Road” and enter via the side door on your left. If the door is closed, ring the bell.

From Barking station via public transport: It’s a 15 minute bus ride using routes EL1 from Barking station. Get off at the stop called Estuary Close. Then it’s a 1 minute walk to us- cross over the road, head in the direction of the travel of the bus, and we’re the first big warehouse on the right.

Driving and parking: There’s loads of free parking available in our car park. Please drive carefully.

Pricing

You can choose between 2 options:

  1. Traditional pricing: £260 plus tax;
  2. *Shared economy pricing: First instalment is £75 plus tax and you commit to paying a second instalment, you determine, at the training.

 

Resources

Check out www.goinghorizontal.co to learn more about Samantha’s work, the university accredited Going Horizontal program, and other training opportunities.

Going Horizontal is available in print, audio and e-book format at all major stores and Amazon.

 

 

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Going Horizontal Training, Toronto, Canada

Live the experience of truly working with shared leadership and explore accessible practices and tools that can immediately be put to use in your context.

What are the ways we can show up differently, even change the rules of the game?

We are thrilled to be welcoming Samantha Slade to Toronto. Samantha will be leading a workshop on developing your mindset & practices in less-hierarchical ways of working. Her recently published book, Going Horizontal, has been making waves around the world and has struck a chord with those seeking practices for working in teams and organizations by sharing responsibility and self-organizing.

This 1-day training is a hands-on experience, where you will explore seven concrete practices to develop and expand more horizontal ways of working. Rooted in practical application – tried and tested with organizations around the world – you will live the experience of truly working with shared leadership and develop practices and tools that can immediately be put to use.

Who is this for?

The Going Horizontal practices and tools are applicable, and have been integrated into private sector organizations, start-ups, government, non-profits, community organizations, arts and cultural organizations, and co-ops. No matter what your role, these sets of practices can help you work more effectively with others.

Venue

The event will take place at the Evergreen Brick Works, 550 Bayview Avenue, Toronto, Ontario.

Pricing

You can choose between 2 options:

  1. Traditional pricing: $450 plus tax;
  2. Shared economy pricing: First instalment is $175 plus tax and you commit to paying a second instalment, you determine, at the training.

 

 

Resources

Going Horizontal book

Develop your mindset and practices for non-hierarchical ways of working.

Check out goinghorizontal.co to learn more about Samantha’s work, the university accredited Going Horizontal program, and other training opportunities.

The Going Horizontal book is available in print, audio and e-book format at all major stores and on Amazon.

 

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Going Horizontal Practice Workshop

 

Every change starts with practice.

 

How do we gain agility and efficiency?

How do we offer a healthier workplace?

How do we present ourselves differently and embody the changes we want to see happen around us?

Develop your non-hierarchical thinking and practices by experiencing seven fields of collaborative practices. This one-day activity will allow you to consolidate, accelerate and deepen the work you have begun.

Live the experience of working collaboratively, with shared leadership. Explore practices and tools that are immediately transferable to your work or personal context. Focused on practical and concrete exercises, this activity has been offered in organizations all over the world.

 

Your hosts

 

Samantha Slade

A conscious entrepreneur, Samantha co-founded the Percolab network and the ECTO co-working coop in Montreal. For more than 20 years, she has put her knowledge of anthropology and education at the service of social and organizational innovation, both in North America and internationally. Her tools include the implementation of emerging processes, ethnography, design thinking and a wide range of participatory approaches. Samantha is actively engaged in the future of cities, the commons movement and the Art of Hosting international community. She supports teams, organizations and ecosystems in renewing their approach to participatory leadership, collaborative practices and prototyping.

 

 

Stéphanie Bossé, CRHA

Certified HR professional (CRHA), expert in organizational development and change management, Stéphanie chose to integrate creativity into her practice, focusing on people because they are the ones who create value in organizations and systems. She uses a strengths-based approach to mobilize stakeholders through return to meaning, autonomy and commitment. Practitioner of appreciative inquiry and black belt in lean, Stéphanie developed the approach known as the “Appreciative Kata”. She brings a vast experience in executive coaching to her work in cultural and organizational innovation. She mixes individual and team coaching into culture change and co-creation processes.

 

 

Costs

 

You have two options for payment. Please choose according to your situation and interest.

1. Traditional pricing
  • BUSINESS: $295
  • SELF-EMPLOYED / NGO: $195
2. Shared economy pricing

Shared economy is a system that allows you to self-determine how much you pay and to partake in the budget responsibly. It requires an initial payment to cover minimal costs, in this case $115 plus taxes. At the event, you will be invited to make a second payment based on your financial context, information on the event budget and your experience of the activity.

 

Venue

 

The event will take place at Santropol Roulant (111, Roy St., Montreal, Quebec).

 

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Penser horizontal : premiers pas vers une organisation horizontale

Dans le cadre du Congrès RH 2019 qui aura lieu à Québec, Samantha Slade, cofondatrice de Percolab et auteure du livre Going Horizontal, animera l’atelier-conférence Penser horizontal : premiers pas vers une organisation horizontale.

Vous avez du mal à obtenir l’engagement de vos employés? Vous souhaitez favoriser un climat d’innovation et de créativité? Vous aimeriez faire entrer de l’air frais dans votre organisation en essayant de nouvelles pratiques? Pourquoi est-ce que penser horizontal est important pour aujourd’hui et le futur? La transition vers une organisation plus participative et collaborative est autant un changement de mentalité que de structure.

Au cours de cet atelier-conférence, Samantha partagera 7 pratiques accessibles pour toute organisation, peu importe son domaine d’activité ou sa forme légale. Nous allons expérimenter la réunion générative, une méthode simple et transformatrice pour susciter l’engagement et la satisfaction. Les réunions sont un miroir de notre culture organisationnelle et un levier de transformation sous-estimé. Découvrez comment transformer votre organisation, une pratique à la fois.

Le futur, ça se pratique à tous les jours!

Going Horizontal

Creating a Non-Hierarchical Organization, One Practice at a Time

Order your copy today

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Spark the Change Montreal

Create the organization you believe in

Samantha Slade author of the book Going Horizontal will be speaking at Spark the Change Montreal on June 14th.

We can practice our way into a different world. Co-founder of Percolab, an international network of co-design organizations, all co-managed, and one of the first co-workings in Canada, Samantha pioneers novel organizational models and practices for a world that makes more sense. Percolab blends the autonomy of freelancing with the benefits of organizations and employee status.

Samantha draws from over 20 years of applied ethnographic research growing her own non-hierarchical organization and supporting other organizations in a dozen countries. She has worked with innovative North American start ups to the European Commission. She is equally at ease with ambulance dispatchers and coders as human resource professionals and high level decision makers. She speaks from first hand experience that is relatable and practical.

With a background in Cultural Anthropology, Samantha has been tuned into the subtleties of the way organizations function for a long time. She knows that going horizontal is as much about mindset and culture as it is a structural change. She is keenly aware that humans function quite naturally in non-hierarchical ways. Today, as an international social designer, Samantha supports teams, organizations and ecosystems to grow their horizontal ways. It doesn’t matter if it is called participatory leadership, co-creation or innovation mindset, it requires going horizontal.

Author of Going Horizontal : Creating Non-hierarchical Organization, One Practice at a Time (released end of 2018 with BK Publishers).

International speaker at TedxGeneva and CulturConUSA. Samantha believes that organizations can and should be a microcosm of the world we want to live in.

 

 

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Women Taking Voice

Women Taking Voice

to grow the field of regenerative business!

Join us in conversation
With three international authors
Who write about new ways of being and doing in the world with care and consciousness
Susan Basterfield

Enspiral, New Zealand

 

Better work together: How the power of community can transform your Business

Michelle Holliday

Thrivability, Montreal

 

 


The Age of Thrivability: Vital Perspective and Practices for a Better World

Samantha Slade

Percolab Coop, Montreal

 

Going Horizontal: Creating a Non-hierarchical Organization, One Practice at a Time

 

And systemic transformation facilitator

Vanessa Reid

Co-founder of the Living Wholeness Institute

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Transparent finances and voluntary contribution

This will be a casual, festive gathering. Please feel free to bring your own wine (SAQ on the ground level of ECTO). We have glasses.

Domains:





Segments:





Methodologies and tools: