Abstract: Many managers want to create an environment where teams take responsibility and initiative. Many executives want to build organizations that can respond quickly to the market and to customers. In spite of those sincere intentions, they often end up with organizations where people wait to be told what to do, and spend more time covering their asses than taking risks. They end up with organizations that seem frozen in a formation, impervious to change.
The fault is not in the managers and executives. For the most part, they are working with organizational concepts and tools what were designed to create stable, resistant to change organizations, ensure that people did what the were told, and maintain control from the top. Cascading objectives, silos, division of labor, discrete jobs, and all encompassing policies are well suited to create those results.
If you want different results, you need a different way to think about and shape your organization.
In this workshop, we'll explore the concerns that are common to all organizations --whether they have five employees or 50,000. We'll look at how Clarity, Conditions, and Constraints set up an organization (or a subset of an organization) for healthy, appropriate self-organization, and self-management.
Learning Outcomes: - How Clarity, Conditions, and Constraints enable flexible and adaptable organizations
- How to create clarity in your organization
- How to identify requisite conditions for team success
- How constraints differ from policies
- Insights into current organizational patterns, and some ideas how to shift patterns using Clarity, Conditions, Constraints
Attachments:
