Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.
@Goonth – “Our so-called leaders will not create our futures for us. That is entirely up to us. Nothing to concede.”
“In theory, organizations are meant to enable us — to make us faster, stronger and more effective than we’d be on our own. And yet today, in listening to my clients, it feels as if the exact opposite is true — as if the organization is actually getting in their way. The symptoms of this are many and may sound familiar: Siloed teams with misaligned incentives; bureaucratic processes governed by inflexible policies; paralyzed decision-making strewn across way too many meetings. The list goes on.”
‘Within psychology, researchers sometimes colloquially refer to traits like ‘‘conversational turn-taking’’ and ‘‘average social sensitivity’’ as aspects of what’s known as psychological safety — a group culture that the Harvard Business School professor Amy Edmondson defines as a ‘‘shared belief held by members of a team that the team is safe for interpersonal risk-taking.’’ Psychological safety is ‘‘a sense of confidence that the team will not embarrass, reject or punish someone for speaking up,’’ Edmondson wrote in a study published in 1999. ‘‘It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves.’’’
“The company has six core values, expressed in three sentences, Butterfield explains:
1. Empathy as expressed through courtesy
2. Craftsmanship tempered with playfulness (That’s where those funny Slack messages come from)
3. Thriving, both in ourselves and others (That means thriving not only as a team, but also making sure you’re personally thriving and doing this thing you’re meant to be doing with your whole heart, Butterfield explained)”
Note: compare with self-determination theory: relatedness, competence, autonomy.
“For Gascoigne and Buffer COO Leo Widrich, transparency’s benefits are clear—even if its unintended consequences (like the eradication of salary negotiations) do occasionally surprise them. Buffer’s leaders have always been—well, transparent—about their reasons for stressing transparency.
More transparency, they say, leads to faster innovation, more rapid feedback, a just and equitable workplace, and a greater sense of integrity.”
Pew Research Center: Public Predictions for the Future of Workforce Automation – via @amcaffee