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Similaire à WINTalk Project Connect Keynote "Designing Organisations To Be More Human"
Similaire à WINTalk Project Connect Keynote "Designing Organisations To Be More Human" (20)
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WINTalk Project Connect Keynote "Designing Organisations To Be More Human"
- 1. Phoebe Tickell: Designing organisations to be more human WINTalk Project Connect Event Series Phoebe Tickell ©
- 6. The future is calling for more horizontal ways Phoebe Tickell ©
- 7. Source: Mary Meeker 2018 internet trends The number of freelancers is growing Phoebe Tickell ©
- 8. Source: Gallup, Corporate Rebels Workplaces have massive disengagement Phoebe Tickell ©
- 9. “The workplace is killing people and nobody cares” Stanford Graduate School of Business March 2018 Phoebe Tickell ©
- 10. The organisation of the future is horizontal and human Phoebe Tickell ©
- 11. Phoebe Tickell ©
- 12. Vertical Horizontal Top-down Participatory Coercive Invitational Blame culture Adult-adult Secretive Default to open Permission needed Proposals over permission Hide mistakes Mistakes are source of learning Competitive culture View colleagues as humans deserving respect and support What is a horizontal culture? Phoebe Tickell ©
- 13. collaborative purpose-driven flexible fluid focussed on teams transparent entrepreneurial constant learning worker autonomy creative agency well-being work-life balance INGREDIENTS FOR A HUMAN ORGANISATION power is shared agency trust Phoebe Tickell ©
- 14. What is one small step to start tomorrow? Phoebe Tickell ©
- 15. There’s no need to wait for permission from hierarchy to start practicing non- hierarchical ways. Phoebe Tickell ©
- 16. Can you learn to swim without getting in the water? Phoebe Tickell ©
- 17. Practice requires repetition & reflection … and practice starts with you Phoebe Tickell ©
- 18. sharing power making finances transparent PRACTICES FOR A HUMAN ORGANISATION peer to peer feedback decision logs rotating facilitation collective spaces for reflection using a new decision making method with your team asking for feedback clearly stating purpose Phoebe Tickell ©
- 19. Phoebe Tickell ©
- 20. 2. Purpose Checking in with the invisible leader Phoebe Tickell ©
- 21. 3. Meetings Sharing responsibilities and accountabilities Phoebe Tickell ©
- 22. 4. Transparency Being open is efficient Phoebe Tickell ©
- 24. 6. Learning and development Self-directed and collectively held Phoebe Tickell ©
- 25. 7. Relationships and conflicts Tending to them together Phoebe Tickell ©
- 26. 3 Types of Practice Prototyping Collective and formal Personal Quiet and organic Informal Collective and intimate Phoebe Tickell ©
- 27. Small practices create large shifts Phoebe Tickell ©
- 28. Phoebe Tickell ©
- 29. What are the 1000 small steps we can take? Phoebe Tickell ©
- 30. The future of organizations is horizontal and human. Phoebe Tickell ©
- 31. Thanks to: Project Connect & AUT Samantha Slade and Sandra Chemin and Sandra Otto The Future of Work Collective The Enspiral Network Phoebe Tickell ©
Notes de l'éditeur
- You don’t have to wait for huge structural changes to started horizontal culture
- Started journey, living the future of work Running ventures that created learning labs for kids and then adults Bringing everything I’ve learned back to organisations
- What I hear my generation say: Agency Flexibility Autonomy Opportunities for learning Space to step into leadership Entrepreneurial opportunities Purpose and mission Meaningful projects across disciplines But also: infrastructure being built - digital nomads, gig economy, tech enabling freelance and entrepreneur
- How to attract and retain millennial talent? The smart millenials are all working for somebody else... usually themselves.
- I look out at the workplace and I see stress, layoffs, longer hours, work-family conflict, enormous amounts of economic insecurity. I see a workplace that has become shockingly inhumane. Seven percent of people in one survey were hospitalized — hospitalized! — because of workplace stress 50% had missed time at work because of stress. People are quitting their jobs because of stress. The business costs are enormous.
- The major sources of psychological stress at work are connected to hierarchical culture: poor relationship with one’s superior, lack of recognition, low participation in decision-making and governance. Organisations are struggling to attract and retain talent. Talented individuals leave to seek out better learning and development opportunities. We have grown up in a vertical culture and we can’t even see it.
- You don’t have to wait for huge structural changes to started horizontal culture
- It’s going to take practice, and it’s going to take all of us
- Learning practices embedded in work - sense-making, action, reflection Can we do these in a group? Can we make time after projects to reflect on how they went? Can we introduce feedback practices, and spend the end of a weekly meeting giving feedback? Can we get more intentional about our learning, and audit our own interest and skill level in different skills?
- Haier group has been described as the poster child of the platform organization transformation for several years now. It’s a networked model of self-managed Micro-Enterprises. “Embarking in a great unbundling (and re-bundling) process: the transformation is based on acknowledging that units, teams and, employees, are asked to become entrepreneurial, develop an internal locus of control. A true employee actualization — according to these companies — can only come through the expression of the self, through responsibility and autonomy.” Employees are entitled to organically create micro-enterprises to exploit opportunities that they see, how they can put their skin-in-the-game by investing, autonomously managing budgets and hiring processes, and team compensation. Micro enterprises Micro entrepreneurs Teams handle own budgets and profits and losses Also compensation system - employees get paid ‘by the customers’ - essentially in accordance with the value they create 80,000 employees They created market forces inside the firm Potential for Haier micro enterprises to become independent start ups, with a link to Haier Open innovation principles keep everyone aligned
- What if they became our training grounds to become more engaged, creative, collaborative and capable?