Post by ratna479 on May 18, 2024 3:22:04 GMT -5
Point in acting in a localized manner with specific initiatives. It is essential to change the paradigm of the entire system. Metaphorically thinking of the organization as a computer, the idea is to change the operating system and not just the programs or applications. In practice, this happens through structuring a constitution that defines high-level rules and then translates into clear governance. Chapter 2: distributing authority. The more a company grows, the more the individual contribution drops, making it clear that the contemporary organizational model is not built to bring out the best in each human being. The interesting thing is that there are entities where this does not happen, such as cities and the human body itself, which operate in an absolutely decentralized, harmonious and highly efficient way.
Some startups have been trying to solve this challenge through a consensus model, but the result has been a lot of discussion and little action. The alternative is holacracy, in which the organization's leader gives up power and distributes it to Jamaica Email List each employee. But to function, managers need to be trained to take a step back, sharing responsibilities; and employees take a step forward, embracing these responsibilities and thinking at all times as owners of the organization. The starting point is to draft an organizational constitution and then define the governance that sends power to the front line. From there, the organization's purpose emerges, which is not defined by anyone, but is discovered from the intersection of its essence and what the market needs.
The result is the ability to benefit from the ideas and perspectives of all employees. Chapter 3: organizational structure. Every company has three types of structure: the formal one (organization chart and job description) that should direct the functioning of the organization, which does not happen, as no one uses it on a daily basis; the existing one is the one actually practiced, and the necessary one is the one that would work better and more naturally. When a company is guided by holacracy, these three structures merge into one: what is written is used and continually evolves towards what works best. It all starts with defining the roles of employees , which are described through a purpose (the reason for the role's existence), a domain (which indicates what the role has authority and control over), and a set of responsibilities ( activities performed by each role).