Principles from “People that interact” – part 3/3 – the found principles and wrap-up

Now it is time to wrap up the principles from the People’s side, “People that interact”, of our start organisation definition, and the first one is of course respect for each other.

Principle: We need to respect each other.

In order for people to interact, they also need a common vocabulary, which is our next principle.

Principle: We need to have a common vocabulary.

The third on is about our business’ knowledge and information, that we need.

Principle: We need to have the right I-competence and information to be able to make our system product and its deliverables.

If we look into this principle with regards to our evolutionary prerequisites, there are no doubts that we can do it if we look into what we humans already have done; pyramides, Chinese Great Wall, moon flights, etc. that all require competence and information flow in order to succeed.

If our people do not have the right competence and information for our business, they will interact in vain, and we can never make our customers happy, and we will fail very fast.

The second and third principles looks like this and are separated to avoid organisations that understand the necessity of the boat thinking, but not about the necessity of nourishing interactions, and instead implements a lot of roles and responsibilities; which will lead to a coordination organisation anyway.

Principle*: We need to have our people working in the same boat.

Principle: We need to nourish interactions; within the silos, between the nearby silos and cross-functional over all silos (end to end), as well as at all different levels of the organisation (so the activities with interdependencies easily can be solved).

Hampering of interactions within the organisation, really kills initiatives, creativity, speed, flexibility, etc. That all information, decisions, etc. need to go via the manager or the sub-project manager, makes it too difficult, and if done, definitively makes it distorted and maybe also filtered by someone with another agenda, i.e. KPI.

This is how our principles will look as part of the picture to be added.

Our people need to have the right I-competence from the beginning, and work without bulk heads between each other.

Here are the negated principles as root causes.

In the coming few blog posts we will go through “to solve”, the middle of our start organisation definition, and that is an interesting one, I promise you that. It connects “People that interact” and “activities with interdependencies”; resource efficiency and flow efficiency.

Next “chapter” according to the reading proposal tree is the series of blog posts regarding the “to solve” part of our start organisation definition for our organisations, but for deeper theory about our human abilities, see this series about Human science first.

*see this blog post about “to solve” and this blog post about human science, for additional information to this principle.

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