You have a great first draft and I would like to offer some suggestions for your consideration as you move this important topic forward. -
My thoughts on the 14 Principles of Adaptive Working –
Principle 2 – You might extend this in two ways. First is a culture of boundary testing for self-empowerment. Too often employees have perceived boundaries that do not actually exist and are thereby self-limiting the impact they could have on the organization. This culture can be summarized as “it’s better to ask for forgiveness than to ask for permission.” Of course, this requires action to be fully aligned with the organizations purpose with no hint of personal gain. Second is to include suggestions in how authority for decision-making is delegated.
Principle 4 – Feedback works best when there is radical transparency that includes what motivates decisions and actions.
Principle 5 – Continuous learning is best supported with a risk-focused principle from effectuation – take the risk if the worst case is affordable. This creates more opportunities to try something new which leads to more learning.
Principle 7 – A clear purpose needs to be in tension with empowerment (Principle 2) that creates a soft form of control that can replace traditional management control processes. This requires a clear purpose-alignment process that identifies conflicts and opportunities for streamlining.
Principle 9 – A conflict management process is needed here similar to Principle 7. One approach is a Purpose Alignment Team (PaT) that identifies conflicts and other problems in order that action is taken. It is important that the PaT is responsible for the identification and convening of the necessary stakeholders to take action. It is not the responsibility to make decisions, only that decisions are made. Otherwise, the PaT would only replace middle management and not add to any net improvement in operational efficiency.
Principle 11 – Incremental change that is driven across the organization is desired, but you cannot ignore the jumps that are possible with evolutionary change. Building deep competencies can prepare the organization to take advantage of the situation when the environment changes. Without this strategic slack in competencies, there will be a reactive lag in response to changes in the environment.
Principle 12 – I like to think of organizations as a Network of Networks where each network provides specific purpose. The traditional organizational change is a network in how authority to make decisions is delegated. Other networks include work processes, information flows, and familiarity relationships that may be latent but available as needed.
Principle 14 – Embracing uncertainty can be wrapped around a culture of “creating the future by the decisions made today” instead of reacting to evolving events or trying to predict what may happen.
Comments on How to Start with Adaptive Working –
Step 1 – Do not overlook the group power of Convening – the ability to bring people together for a common purpose.
Step 2 – most of the principles can be summarized in just five that are found in pioneering organizations that are inventing the Future of Work. The Principles of Effectuation complement the five Principles of New Era Organizations. These are both summarized below.
Step 3 – One role of the Purpose Alignment Team is Network Weaving – a dynamic process of making network adjustments as needed instead of waiting for the next disruptive reorganization or change initiative.
Step 4 – You might consider adding some focus on different decision-making processes including the Consent approach.
The five Principles for New Era Organizations can be summarized as
1. Organize around the production of Work, not the Control of those doing the work.
2. Purpose clarity and organization alignment around the Statement of Purpose - include how people view their role
3. Strive for autonomy (independence) through distributed authority & decision-making
4. Encourage an entrepreneurial mindset enabled with effectuation
5. Transparency of information required for work, including assumptions & motivation
Soft control is achieved by having purpose-alignment in tension with autonomy which alone could lead toward anarchy (#2).
Autonomy of action is enabled with the entrepreneurial mindset of effectuation to guide decision-making (#4).
Culture is driven by focus and openness (#1).
Principles of Effectuation (theory of successful entrepreneurs) – enables autonomy
This is really great, thank you for putting it together!
Here are a couple of proposals on my side as well, in case they help:
For 7. and 9., what do you think of possible alternative wordings, of course the meaning changes a bit:
7. Purpose Guides "Contribution"
Shared goals provide alignment, while enabling teams to define and adapt their contribution. Autonomy thrives when supported by a clear sense of direction.
Constructive dissent can enable better decisions, stronger relationships and learning. Adaptive organisations welcome dissent in ways that create progress.
For 11. and 14. II got stuck a bit when reading them, not 100% sure they were coherent with the rest:
11. Progress is Incremental
(I am not sure I fully agree withy this, sometimes organisations, despite an ability for continuous improvement, may need to unfreeze and refreeze in case of major disruption, or an accumulated disconnect with their context)
14. Embrace Uncertainty
Could this be merged with point 1. making the framework leaner?
Mark,
You have a great first draft and I would like to offer some suggestions for your consideration as you move this important topic forward. -
My thoughts on the 14 Principles of Adaptive Working –
Principle 2 – You might extend this in two ways. First is a culture of boundary testing for self-empowerment. Too often employees have perceived boundaries that do not actually exist and are thereby self-limiting the impact they could have on the organization. This culture can be summarized as “it’s better to ask for forgiveness than to ask for permission.” Of course, this requires action to be fully aligned with the organizations purpose with no hint of personal gain. Second is to include suggestions in how authority for decision-making is delegated.
Principle 4 – Feedback works best when there is radical transparency that includes what motivates decisions and actions.
Principle 5 – Continuous learning is best supported with a risk-focused principle from effectuation – take the risk if the worst case is affordable. This creates more opportunities to try something new which leads to more learning.
Principle 7 – A clear purpose needs to be in tension with empowerment (Principle 2) that creates a soft form of control that can replace traditional management control processes. This requires a clear purpose-alignment process that identifies conflicts and opportunities for streamlining.
Principle 9 – A conflict management process is needed here similar to Principle 7. One approach is a Purpose Alignment Team (PaT) that identifies conflicts and other problems in order that action is taken. It is important that the PaT is responsible for the identification and convening of the necessary stakeholders to take action. It is not the responsibility to make decisions, only that decisions are made. Otherwise, the PaT would only replace middle management and not add to any net improvement in operational efficiency.
Principle 11 – Incremental change that is driven across the organization is desired, but you cannot ignore the jumps that are possible with evolutionary change. Building deep competencies can prepare the organization to take advantage of the situation when the environment changes. Without this strategic slack in competencies, there will be a reactive lag in response to changes in the environment.
Principle 12 – I like to think of organizations as a Network of Networks where each network provides specific purpose. The traditional organizational change is a network in how authority to make decisions is delegated. Other networks include work processes, information flows, and familiarity relationships that may be latent but available as needed.
Principle 14 – Embracing uncertainty can be wrapped around a culture of “creating the future by the decisions made today” instead of reacting to evolving events or trying to predict what may happen.
Comments on How to Start with Adaptive Working –
Step 1 – Do not overlook the group power of Convening – the ability to bring people together for a common purpose.
Step 2 – most of the principles can be summarized in just five that are found in pioneering organizations that are inventing the Future of Work. The Principles of Effectuation complement the five Principles of New Era Organizations. These are both summarized below.
Step 3 – One role of the Purpose Alignment Team is Network Weaving – a dynamic process of making network adjustments as needed instead of waiting for the next disruptive reorganization or change initiative.
Step 4 – You might consider adding some focus on different decision-making processes including the Consent approach.
The five Principles for New Era Organizations can be summarized as
1. Organize around the production of Work, not the Control of those doing the work.
2. Purpose clarity and organization alignment around the Statement of Purpose - include how people view their role
3. Strive for autonomy (independence) through distributed authority & decision-making
4. Encourage an entrepreneurial mindset enabled with effectuation
5. Transparency of information required for work, including assumptions & motivation
Soft control is achieved by having purpose-alignment in tension with autonomy which alone could lead toward anarchy (#2).
Autonomy of action is enabled with the entrepreneurial mindset of effectuation to guide decision-making (#4).
Culture is driven by focus and openness (#1).
Principles of Effectuation (theory of successful entrepreneurs) – enables autonomy
1. Focus on what you can control
2. Take action with the resources you have
3. Partner with others to do more
4. Experiment & learn
5. Accept affordable losses.
More background on my comments can be found at https://www.futocracy.network/spaces/10141051/content
This is really great, thank you for putting it together!
Here are a couple of proposals on my side as well, in case they help:
For 7. and 9., what do you think of possible alternative wordings, of course the meaning changes a bit:
7. Purpose Guides "Contribution"
Shared goals provide alignment, while enabling teams to define and adapt their contribution. Autonomy thrives when supported by a clear sense of direction.
9. "Disagreement" (or maybe "Dissent"?) Enables Growth
Constructive dissent can enable better decisions, stronger relationships and learning. Adaptive organisations welcome dissent in ways that create progress.
For 11. and 14. II got stuck a bit when reading them, not 100% sure they were coherent with the rest:
11. Progress is Incremental
(I am not sure I fully agree withy this, sometimes organisations, despite an ability for continuous improvement, may need to unfreeze and refreeze in case of major disruption, or an accumulated disconnect with their context)
14. Embrace Uncertainty
Could this be merged with point 1. making the framework leaner?