We’ll use this thread to announce and discuss the release of new publications from community members.
Today we’ve published the next exciting installment in @HeidiHVL’s excellent series on “Managing with Open Values.” The piece covers the second part of @HeidiHVL’s conversation with Braxton, a manager at a nationwide U.S. insurance firm. From the article:
… we explored what it was like to learn firsthand about open source values, and how to use them to transform an organization. In particular, we discussed the value of feedback, managing resistance to using open values, and how the management practice of creating shared purpose caused unexpected benefits for a team with dissimilar roles. It’s another enlightening conversation, one that allowed us to witness—directly—how someone transformed Open Organization community-driven workshop material into dynamic change with benefits for him, his team, and his organization.
As always, @HeidiHVL has also included the audio of her conversation with Braxton—so you can hear every detail.
Check it out:
Today, contributor Sim Zacks is back with another great rumination on everyday life in open organizations. This one’s about “taking your place in a meritocracy”—how to accrue the credit you deserve in a place where the best ideas should always win. From the article:
Dealing with either of those incredibly frustrating situations without appearing petty is difficult. But getting credit for your ideas and work is critical in today’s organizational environments, especially those that aspire to be well-functioning meritocracies. Promotions, bonuses, and other forms of recognition (such as the opportunity to lead the project you proposed) are all generally based on performance. If people don’t know you contributed, you’ll likely be continually overlooked.
Catch it here:
Open Organization Ambassador Ron McFarland has just wrapped his series on open organizations and globalization. The final installment is now live. From the piece:
In this final installment of the series, I will continue my review of Sachs’ book by examining two more recent historical settings, the Industrial Age and the Digital Age, to explain how open principles have shaped more recent trends in globalization—and how these principles will be integral to our global future.
Don’t miss it here:
Open Organization Ambassador Heidi Hess von Ludewig has published the next installment of her series on “Managing with Open Values.” This piece represents the final part of her interview series with Braxton. From the interview:
Braxton demonstrates how the path to a more open team culture is organic, created by the team for the team, emerging in its own time through the involvement and participation of the team community. It “wasn’t painful but it wasn’t fast.” he says. Too often, leaders have schedules that can undermine the adoption of cultural change, but having a flexible timeline is something that open leaders must embrace and allow for if they want open values to take root and thrive in the organization.
As always, this piece features recorded audio of the interview—so you can listen along. It’s all right here:
Returning contributor Sim Zacks has just published another great piece: “Leading the relationship with your manager.” In Sim’s words, that relationship is:
… often the catalyst that defines both your work experience and job satisfaction, a relationship you want to take by the reins and lead, instead of sitting back and allowing its negative aspects to fester. The ultimate employee/manager relationship you should strive for is more of a partnership , one in which you and your manager work together to accomplish your mutual goals. In this article, I’ll discuss strategies for doing this.
Check it out:
Today Open Organization Ambassador Ron McFarland has published a new article at Opensource.com: “When the best ideas win, do we recognize everyone who shaped them?” The article is first in a new series about open organizations and innovation.
Here’s the introduction:
We’ve said that open organizations are places where the best ideas win. But what are “the best” ideas, and where do they actually come from? And how do our answers to these questions shape how we reward contribution in an open organization? Matt Ridley’s recent book, How Innovation Works, may offer some insights. In this three-part review of the book, I’ll look at the relationship between innovation and open organization principles. How do they interact and intersect? How might embracing open organization principles encourage innovative projects and products—and how might it refine our thinking about “invention” and “innovation” in the first place?
Read on here: