Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.
“A job is an artifact of a renaissance era scheme to prevent us from creating and exchanging value among ourselves.” – Douglas Rushkoff, via @fer_ananda
‘As we do not have bosses in our organization, we decided to have just one meeting every 6 months in order to share amongst us all where we are going as a company, defining a maximum of 3 primary objectives. The important thing here is that we don’t determine “how” we will reach the goals, we simply decide on the objectives to reach. Later, each team member is responsible for finding out “how” we will get there.’
“Inevitably people are always asking the CEO for more formal training, tuition reimbursement, some form of more formal training- some individuals believe that if they’re not in a class they’re not learning. I communicated firmly that my overall goal was to never have ‘more formal training’ be asked again. So how do we do that? Two ways: we help people change their perception that formal training is the only way you learn, and then we have to get other stuff out there so they realize formal isn’t the only way.” – Beth Loeb Davies, Director L&D
“But most of my errors have not been from lack of knowledge. When I miss a pulmonary embolism, it’s not because I don’t know how a pulmonary embolism presents. No, when I reflect carefully, most of my errors have been triggered by the factors Dr. Meagher identifies in his book. I was in too much of a hurry to really settle down and be present with the patient and listen to their story. Or I was distracted by an earlier patient’s anger after I refused his request for more oxycontin. Or I was tired from broken sleep the night before my shift. Or I was impatient and irritable and judgemental, all of which interfered with really attending to the patient I was there to help.” – Dr Allison Dysart
“At first, we in the city administration were very surprised. But then we realized that this was not uncoordinated. It was a highly professional, high speed performance. That is when it dawned on us that here was the self-organizing plural sector in action. So we in the city administration decided to give The Train of Hope all the technical support it might need, including background support on call. We then invited The Train of Hope to join the city’s crisis management network, an offer that was accepted. I am delighted to report that this cooperation has continued to perform consistently well, with no end date yet clear.” – Wolfgang Müller, Chief of Operations, City of Vienna