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Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Open Worksheet
1 o 19
Humanize Worksheet:
How to Be Open
The worksheets which accompany
Humanize: How People-Centric OrganizationsSucceed in a Social World
are designed to help you start humanizing your organization,whether you are a top-level executive, in middle management, or a ront line employee.The basic process or the worksheets is the same or everyone; but we do includesome additional inormation customized to these three levels because our goal is tohelp you get the ball rolling in your organization, no matter where in the system youmight be.
Humanize
spells out our key elements or humanizing organizations:
„
Open 
„
Trustworthy 
„
Generative 
„
Courageous
This worksheet is about creating more
open
organizations.
We’re here to help. Contact the authors:
Jamie Notter VP, ConsultingManagement Solutions Plus, Inc. jnotter@mgmtsol.com(240) 404-6493www.getmejamienotter.comMaddie Grantchie social media strategistSocialFish, LLCmaddie@socialsh.org(202) 713-5343www.socialsh.orgCopyright © 2011, Pearson Publishing
humanize
 by jamie notter & maddie grant
how people-centric organizations succeed in a social world
 
Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Open Worksheet
2 o 19
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
, beore 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 dened 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 deault 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 inormation 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 inormation about the workings o the whole organization to know what eects theirdecisions will have in other areas. 
„
It’s about being able to manage confict, and having communication skills in dierent media (matchingresponses to the circumstances in which situations appear).
 
Humanize: How People-Centric Organizations Succeed in a Social World I
www.humanizebook.com
 
I
Open Worksheet
3 o 19
Humanize Worksheet
How to Be Open
Instructions
By Focusing on these concepts in the three areas o organizational culture, internal structure and process, andindividual behavior, this worksheet allows you to assess your organization’s capacity or openness and come upwith action items that will help you to move toward more openness.The purpose o this worksheet is ultimately to get you to do something. Reading our book is awesome (thankyou, by the way), but nothing changes by reading a book. Change happens when people start behavingdierently, when people start working dierently. Our mantra: I you do what you always did, you’ll get what youalways got.
We eel strongly that our organizations need to be more human. That’s where you come in.
The worksheet is divided into three sections that should be completed in order. They build upon each other tocomplete a nal plan.
1
Your Assessment
Start by answering questions about you and your organization. Complete a quick quiz in which yougive 30 numerical ratings on openness in terms o culture, process, and behavior. Then there are ouropen-ended questions or you to answer to ll in the gaps.
2
Conversations and Data
This section helps you have targeted conversations with others so you can collect necessary dataand brainstorm ideas or taking action. We help you set up individual meetings, group meetings, andproduce summary reports.
3
Action Plan
This section helps you design an action plan for the next steps to make your organization more open.We help you prioritize potential actions, both big and small, and map out what you are going to do next.
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