About Bob Marshall

Organisational therapist specialising in knowledge-work organisations.

Public Notes


Recent Activity

  • Bob shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    More generally, experience shows that self-governing teams in pursuit of a meaningful purpose don’t need prodding from above. If people stop working with enthusiasm and productivity drops, it is generally the symptom of a problem that needs addressing—for example, relational problems in the team or roles that need to be reallocated. Resolve the problem and spirits are restored. People don’t need pressure from above, but they still need to get a sense of whether they are doing well.
    Note: Purpose trumps coercion
  • Bob shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    In discussions with people at Morning Star, I came to understand that this process is about more than simply managing the occasional workplace conflict. Conflict resolution is a foundational piece in the puzzle of interlocking self-management practices. It is the mechanism through which peers hold each other to account for their mutual commitments. In traditional companies, when one person doesn’t deliver, colleagues grumble and complain but leave it to the person’s boss to do something about it. In self-managing organizations, people have to step up and confront colleagues who fail to uphold...
    Note: Explicit conflict resolution lies at the heart of any self-managing organisation
  • Bob shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    At the core, this comes down to the fundamental spiritual truth that we reap what we sow: fear breeds fear and trust breeds trust. Traditional hierarchies and their plethora of built-in control systems are, at their core, formidable machines that breed fear and distrust. Self-managing structures and the advice process build up over time a vast, collective reservoir of trust among colleagues.
    Note: "We reap what we sow." Why is it so hard for organisations to grok this?
  • Bob shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Our cultural baggage of hierarchy is so strong that over time, team leaders could start behaving like bosses and become the primary decision makers on their teams. At FAVI, a simple but powerful relief valve exists, should a team leader find the taste of power too sweet: workers can choose at any moment to join another team. Team leaders have no meaningful way of coercing people into desired behavior; they certainly don’t have the authority to fire people unilaterally. If they start to behave autocratically, people can simply walk away.
    Note: Institute mechanisms to oppose natural human foibles.
  • Bob shared from Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux
    Self-organization is not a startling new feature of the world. It is the way the world has created itself for billions of years. In all of human activity, self-organization is how we begin. It is what we do until we interfere with the process and try to control one another. Margaret J. Wheatley and Myron Kellner-Rogers
    Note: On self-management