mumble
What I can not stand is, when one or two colleagues post interesting Papers (or what they find interesting) into the work channels and they neither sum up what this paper is about (hints given in titles) nor a short summary.
So these colleagues had the time to read (great!) and found something interesting (even greater!) but can not share either? Feels like a university research dump again...
the definition of Anarchy as the absence of Hierarchy is at least not my End to my means. This is not my perspective on it.
A society without hierarchies does not make it an anarchist society, and I think this comes from the individualist approach to anarchism first and foremost. The angle often comes via Stirner and Tucker.
hey @lilletale and @mod_station is it possible to maybe get an Invite for Todon.nl? I want to change instances once more and guess Todon might be the best idea (once again)...
Ein Archiv bei der Digitalisierung von Häftlingskarten aus Konzentrationslagern unterstützen - ganz einfach, von überall, im Browser, ohne Anmeldung: Die #everynamecounts -Challenge der Arolsen Archives ist eine Aktion zum #Holocaustgedenktag #HolocaustMemorialDay
https://www.ndr.de/geschichte/everynamecounts-30000-Namen-gegen-das-Vergessen,everynamecounts100.html
"A fundamental thinking error in organizations is that managers believe they are needed for alignment."
If you believe a structure needs hierarchy, organize the levels by purpose. The purpose must be stable. Each function on/at a level must have a clear purpose. Otherwise, this function is nonsense.
It happens again...I am suddenly fighting against the matrix (organization approach) again by an annoyed manager who hopes a matrix org will solve all communication problems.
I suggested working with delegation levels and communication mapping before formalizing any matrix org. The living hell that is a matrix org comes with double management streams, turf wars and less engaged work streams (because suddenly, people can have a say from two angles of the matrix). Better to let teams evolve by practice (or set up by delegation and purpose).
Maybe an additional thought. I believe in the bottom-up approach to organizational development. "Top-down only" does not work anymore (neither has it ever), so any approach that hinders the bottom-up creation of structures will fail and get too static in uncertain environments (and as we learned over the last years, our environments are always uncertain and emergent).
The approach must even be bottom-up-first, while initiative can be delegated from the top down.