I think the above steps need to take place before we do anything else, but they’re not the most important thing. Hierarchical thinking is a bigger problem than hierarchical structure. And sorting this is about developing David’s emotional agility, Sinek’s infinite game or Covey’s trust and inspiration. Which could of course be principles for the organisation design. Or simply deeply embedded leadership behaviours getting people to act differently and to provide time and attention for themselves and each other. My worry is that this is difficult to achieve unless you’ve got the right organisation in place first, so again, I think redesigning the organisation is the most urgent thing. But then you can move on to the most important (I admit I was inspired by SMR Covey’s father) and ensure people are acting in a human way in the newly human organisation. (In The Social Organization I call this these the organisational society and architecture).
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