Humanize: How People-Centric Organizations Succeed in a Social World I
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Overview of Humanize Chapter 6:
How to Be Open
This worksheet assumes you’ve read the book, and it is probably a goodidea to reread
Chapter 6: How to Be Open
, beore you begin.
Open organizations have more decentralized cultures.
More people are empowered to make decisions, more people have a voice, and more people are able tosolve problems and act.
Core values are clearly dened and spelled out and shared with everyone in the organization.
Better solutions can be ound by engaging multiple people across departments.
Those in positions o power are there to protect the ability o their people to get their jobs done. The deault isaction, not approval (“proceed until apprehended”).
Leadership is recognized throughout the organization as the ability or anyone to adequately respond andmove orward.
Open organizations embrace systems thinking in their internal structureand processes.
For example, they introduce thematic, time-bound “rallying cries” that help everyone ocus on a goal,regardless o which department they are in.
They share data internally in a centralized way so everyone sees the same inormation and can access whatthey need when they need it, without creating little islands o outdated or incomplete data.
They allow new voices (customers, or example) to be part o decision making.
In open organizations, individual behavior is marked by ownership.
Ownership is not about controlling “your” piece o the pie; it’s about each person being able to take actionwhen needed.
It’s about having enough inormation about the workings o the whole organization to know what eects theirdecisions will have in other areas.
It’s about being able to manage confict, and having communication skills in dierent media (matchingresponses to the circumstances in which situations appear).