Humanocracy

Humanocracy

Question # 1 What can you do to take ownership of what you do?

Do what you are passionate about. Set your own goals.

Work on meaningful problems such as https://www.globalgoals.org/

https://www.goodreads.com/review/show/3397074094 Pages 14, 29 and 43

Get involved and involve people.

In the 18th century, political philosophers John Locke, Charles Montesquieu and Jean-Jacques Rousseau created several pro-democracy principles:  Freedom of the press.  Religious liberty.  Popular elections.  Universal suffrage.  Equality before the law.  Separation of powers.  Independent judiciary. https://www.goodreads.com/review/show/3397074094 Pages 143 and 182.

Give your best.

The goal of humanocracy is to create an environment in which everyone is inspired to give their best.

https://www.goodreads.com/review/show/3397074094 Page 201.

There's no secret about what drives engagement. From Douglas McGregor's "The human side of enterprise" to Daniel Pink's "Drive", the formula has not changed in 60 years:  Purpose.  Autonomy.  The opportunity to grow.  Collegiality.

https://www.goodreads.com/review/show/3397074094 Page 45.

Instead of asking a manager to make a decision for you, make the decision yourself.

https://www.goodreads.com/review/show/3397074094 pages 164 and 169. https://www.humanocracy.com/sites/default/files/2020-09/DNA%20of%20Humanocracy.pdf

At https://www.gore.com/, commitment is voluntary. No person can command / order a person to do anything. For example, no one has to go to meetings. To get people to follow you, you need to, for example, bring data, persuade people and get people on your side.

People decide themselves to do what makes sense for them. https://www.goodreads.com/review/show/3397074094 page 200. https://youtu.be/vknDxr87rxs minute 9.

No organization needs more than 3 management levels.

https://twitter.com/profhamel/status/1299384032946315264

400 people work for the https://www.ge.com/ plant in Durham, North Carolina, where jet engines are made.

There is 1 manager.

https://youtu.be/vknDxr87rxs Minute 5.

People, who work for https://www.gore.com/, choose who should lead.

https://youtu.be/vknDxr87rxs Minute 9.

https://www.vinci.com/ is divided into 3,000 microbusinesses each of which works independently. The average microbusiness has 40 team members. When a business / team / department becomes too big, it is split up to keep it small.

https://www.goodreads.com/review/show/3397074094 Page 162.

Get part of your salary paid out as shares in companies you work for.

Example: 10% of the average salary at https://www.vinci.com/ is paid out as shares in the company.

https://www.goodreads.com/review/show/3397074094 Page 162.

Frontline teams working for https://www.michelin.com/ wanted to find out how they could work more autonomously, i.e. do things themselves. They designed experiments addressing 2 questions: 1. What decisions can we make without

the intervention of managers?

2. What problems can we solve without involving support staff?

Managers were encouraged to  “let go” and shift their role from “deciding” to “enabling.”  do some shifts with workers to better understand what workers do.  invite workers to follow managers for a week to find out what managers do.

Teams were encouraged to document and share results of their work. https://www.goodreads.com/review/show/3397074094 Page 295.

Questions How many management levels are there in the organization?

On a scale from 0 to 100, how much freedom do you have to set your own goals?

On a scale from 0% to 100%, how much of your time do you spend on

1. internal issues?

2. participating in meetings?

3. learning new skills to help you increase your impact?

https://www.goodreads.com/review/show/3397074094 Pages 317 and 353.

Question # 2 What can you do to create a balance between a) value people create and b) pay people get?

Use social media. Humanocracy works like social media. There are several hierarchies corresponding to the range of issues people work on. People can post experiences and ideas using hashtags.

Also, people can follow each other. Thereby, power flows towards people who add value.

https://www.goodreads.com/review/show/3397074094 Page 200.

Ask leaders questions. At https://www.haier.com/, people ask every person, who wants to be a team leader, questions such as:  What is your vision?  What makes your plan better?  Why should we believe that your targets are achievable.  How will things change under your leadership?

After asking questions to each candidate, team members vote on who should lead the team. https://www.goodreads.com/review/show/3397074094 page 201. https://hackmyorg.humanocracy.com/course/section-2/module-8/segment-7

Give people feedback. At https://www.google.com/, promotions are made by cross unit groups that rely heavily on feedback from peers and subordinates.

https://www.goodreads.com/review/show/3397074094 Page 191.

Every person, who works for https://www.gore.com/, is given a list of 25 names, which are names of people with whom he or she works. He / she is asked to rank people based on

how much value they created during a time period.

People, who are ranked highest, get the highest salary.

https://youtu.be/vknDxr87rxs minute 11.

At https://www.haier.com/, members of a team can - at any time make a no-confidence vote directed at their team leader. If 2/3 of the team members vote yes to the no-confidence vote, the team leader is no longer team leader.

https://www.goodreads.com/review/show/3397074094 Page 200.

Questions 1. For how many people, who work the company, does pay / salary depend on how well the organization performs in the market?

2. How can you tie pay / salary of everyone to how much value people create for the customer?

https://youtu.be/9TT8NQsW_JU Minute 66.

Question # 3 How can people get access to many different ideas and resources?

Open up idea development and resource allocation through brainstorming and crowdfunding.

Example Each IT employee at IBM was given USD 2,000 to invest in ideas which anyone could suggest on a platform. Once an idea reached USD 25,000 in peer funding, it moved forward as a project. https://www.goodreads.com/review/show/3397074094 Page 172.

When people, who work for https://www.intuit.com/, need money to fund their innovation projects, they can seek funding 1. from the experimentation budget of the respective department.

2. by participating at periodic innovation challenges and hackathons.

3. by seeking support from the CEO fund.

https://www.goodreads.com/review/show/3397074094 Page 261.

Invite people to participate in developing and testing ideas, for example young people, newcomers, users and people, who work in other industries. Make outsiders feel like insiders. Diversity strengthens creative thinking.

https://www.goodreads.com/review/show/3397074094 Page 248.

Question # 4 What can you do to strengthen community?

When you work with others,

 keep teams small.  work with people, who have different

talents than you have.

 feel responsible / accountable to people you work with.  trust that people you work with to use their best judgment in every situation.

https://www.goodreads.com/review/show/3397074094 Pages 14 and 23.

Love people.

What is love?  Love is patient and kind. Love is hopeful and endures through every difficulty. Love is not jealous, boastful, proud or rude. Love does not demand its own way.  Love is not irritable and keeps no record of wrongs. Love does not give up. Love does not lose faith.  Love aspires to a mutual dissolving of personal boundaries – leading into an egalitarian merging into a new whole.

https://www.goodreads.com/review/show/3397074094 Pages 70 and 221.

A community is a network of trust relationships among people who are breaking new ground and have  a shared passion for making a difference.  authenticity,  freedom,  peer-to-peer accountability,  fun and  forgiveness. https://www.goodreads.com/review/show/3397074094 Pages 209 and 216.

Questions: 1. To what extent do you organize quarterly sessions with

users to

identify unmet needs.

2. To what extent do you facilitate individual feedback

sessions.

3. To what extent do you do monthly conversations, for example about performance, ideas for improvement and development of action plans?

4. To what extent do you do job rotation to better learn about what other people do?

https://www.goodreads.com/review/show/3397074094 Page 318.

Who are your natural allies?

https://youtu.be/9TT8NQsW_JU Minute 47.

Question # 5 What can you do to increase openness?

When people, who work for a company, travel, what happens when people are free to spend any amount of money they want with the only requirement that receipts must be shared openly on the

Internet? Result of experiment: Costs go down.

https://youtu.be/vknDxr87rxs Page 13.

To what extent do you use social media such as Twitter, Instagram, TikTok and YouTube?

To what extent do you tell people who you are, for example  what your values are,  what your purpose is,  what you love to do?

https://www.goodreads.com/review/show/3397074094 Page 223.

At https://www.google.com/ and https://www.bridgewater.com/, people openly communicate feedback to everyone.

At Bridgewater, the typical associate gets about 8 feedbacks per day delivered through an app. Using a scale of 1 to 10, people rate each other on all kinds of competencies. The peer feedback process reduces the risk of single rater bias during which only one person - the manager rates the work of people.

https://www.goodreads.com/review/show/3397074094 Page 191.

https://youtu.be/HXbsVbFAczg minute 9.

Make it safe for people to disagree.

https://www.goodreads.com/review/show/3397074094 Page 248.

Question # 6 What can you do to try ideas out and learn fast?

Jeff Bezos: "Our success is a function of how many

experiments we do per year / month / week / day."

Bezos also frequently reminds his colleagues at https://www.amazon.com/ that if you know, in advance, that something is going to work, it is not an experiment.

https://www.goodreads.com/review/show/3397074094 page 254. https://hackmyorg.humanocracy.com/course/section-2/module-11/segment-2

People, who work for https://www.intuit.com/, make decisions

by experimenting. They find out what needs people have, think about how to meet these needs, develop prototypes and test them with users.

https://www.goodreads.com/review/show/3397074094 Page 257.

When Greg Linden tested his idea about www.amazon.com shopping cart recommendations, i.e. “customers who bought this also bought this:�, results were good.

His advice to managers: 1. Everyone must be able to try out as many ideas as possible. When you let people test their ideas, they will not feel powerless, lose their enthusiasm or stop trying out their ideas.

2. Help make it cheap for people to try out ideas.

3. Measure results of tests when people try out ideas. By measuring results of tests, you find out what works and what does not work.

4. Measure experiments through the amount that people learn.

5. Do not punish people when people test their ideas and find out they do not work. Make it safe for people to fail with their experiments. http://glinden.blogspot.com/2006/04/early-amazon-shopping-cart.html https://hackmyorg.humanocracy.com/course/section-2/module-11/segment-2

Without having to get approval from anyone, each person, who works for https://www.ritzcarlton.com/, can spend USD 2,000 to improve a guest experience.

https://youtu.be/vknDxr87rxs Minute 4.

To try ideas out and learn fast,  work creatively,  use different digital tools,  take on new challenges,  develop your own methods,  try ideas out,  get an experienced mentor.

https://www.goodreads.com/review/show/3397074094 Pages 14, 23 and 24.

Every month, people rate leaders on how well they create environments that are safe for trying ideas out. This can include the extent to which people get credit for launching experiments - no matter what the outcome of experiments is.

https://www.goodreads.com/review/show/3397074094 Page 263.

Question # 7 How can you replace bureaucracy with humanocracy?

1 hour walk and talk with another person Part 1: 30 minutes.  What is blocking people, who work for this organization, to give their best?  Why is this blocking people?

Part 2: 10 minutes.

Which anti bureaucratic values – ownership, markets, meritocracy, openness, community or experimentation - would be most helpful value to solve the problem defined in part 1?

Part 3: 20 minutes.

What is one simple idea you want to try out which can help apply values you chose in part 2?

Example: Use social media and other publishing platforms to openly share work you do.

Inspired by https://www.goodreads.com/review/show/3397074094 pages 327 and 343.