Below is a copy and paste of the document where i note down all my thoughts on what i’m calling ‘Open work’
I thought i’d share the raw shizzle in the interests of practising what I preach and trying to be as open as possible as I work these thoughts through (hopefully) into something coherent, useful and publishable. Enjoy! all comments welcome
What is openness?
Openness is the freedom that is felt at a personal level and experienced in an organisational context to share thoughts feelings, opinions and information
Openness is also the receptiveness to receive what is shared
Openness is the culture that pervades social interactions that are based on freedom
Later on I need to talk about freedom and how to enable that freedom.
Leverage social proof
Don’t judge the sharer, judge the hoarder
The construct that i describe as Openness has both an organisational and personal element
because the Silos can be both be structural and interpersonal
show an organisation, function, team, interpersonal siloes
siloes that can be vertical within hierarchy or horizontol across functions.
graphic of horizontal and vertical partitions.
Ask yourself how many edges do I have, how many edges does my team have? My department? Directorate? How removed am I from these?
What pattern can you apply to break these down? link to fast iterations of virtual structures,
that revolve around hubs. what are the hubs?
Who are the hubs?
Where does your orgs ideas come from?
E.g.g corporate goals
Who sponsors your change activity?
are two people/temas working on the same thing in isolation?
Are two intiatives unknowingly working to undermine each other?
are two changes competing for the same resource?
Is there conflict between business units, functions, teams people caused by competing goals?
Do you get different answers if you ask different employees what the organisations top 3 priorities are?
What is wrong with these words where is the width? (Flanking)
These words are part of a language of hierarchy that is anachronistic.
-Reject closed language
Recognise the language you use that is not open.
Compare contrast open/closed phrases, investigate the etymology of these words
1:1 (like its something special)
Go for a coffee
Stakeholder is there someone who isn’t a stakeholder?
Transparency: of many things e.g. committments
Lunch and learn is a broken concept, why not learn the rest of the time, and why not in work time
Staff survey, do you share the results and raw data?
Should I split these into, attitude, enablers, constraints, principles?
Leadership = openness
‘Open Argument’, argument is not negative!!!
Conflict too strong word, but the debates are open and lead to a better position, rather than seething resentment
Task over structure
Negatives/things to look out for
Openness needs accountavility or you create cracks. May be counter uintuitive
Also decision making
Signal/Noise and noise reduction.
What are the mechanisms for noise reduction?
Context, tagging or do I need to go there
Cones of interest, sharing those up front. What do I need to know
Bring the contextual baggage to a conversation.
Move conversation through different mediums for maximum value e.g. Start conversation on desktop, continue on mobile
Relate data and meta data to conversations, e.g. Here is the conversation that led me to talk to you.
Design for collision
-channels of discovery
-Social architecture: (thinking stack/zachman etc)
-connectedness (connectivity and psychological sense by what? shared vision?
-serendipity design for
-embrace criticism but by embracing criticism how to avoid paralysis (too many arguments)
-Clear threshold for decision making – stops paralysis
– finite structures, rapid iteration of create, grow, destroy
– task/problem networks (mayfly)
-Now-ness – relate to the when/tenses of sharing future, past, present
– hire for compatibility, culture is context context is people, understand organisational context.
– feel time
-positively reinforce sharing
– Your goals -> our goals
reward/incentivise colab and sharing, how? measure engagement.
– Shared goals are your compass goals are your culture, the thing direction of travel
Embrace emerging structures
– space is not a barrier, space is not as big as it used to be
there are tools to enable skype, vc units, desktop vc mobile vc
-No opportunity for serendepity
-Privacy as commodity/desensitisation
-High bandwidth communication/consumption
-Open source, social networks,
– task/problem networks
There is no reason not to share
There is no impediment to sharing
open business cushman 90/10?