Going Horizontal: The path to better organizations and a better society - Samantha Slade
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The document discusses the concept of 'going horizontal' in organizations, advocating for non-hierarchical, collaborative structures that enhance employee engagement and well-being. It emphasizes practical approaches and practices that can be implemented at any scale and in any sector to create a more human-centered workplace. The author, Samantha Slade, argues that transitioning to horizontal organizations can lead to not just better workplaces, but also a better society.
Going Horizontal: The path to better organizations and a better society - Samantha Slade
- 1. Going Horizontal The path to better organizations and a better society Samantha Slade, Social designer PERCOLAB COOP Author: Going Horizontal
- 4. 1 min silence to remember 30 sec. to draw your line 1 min to share/active listening (repeat) What’s your career line?
- 5. 1. What’s this “Going Horizontal”? 2. The path of practice 3. Seven domains of practice 4. Why going horizontal matters Rethinking our narrative of work
- 6. My journey - 36 years of work McJobs + anthropology 8 years Public Sector career 16 years Entrepreneur + experimentation lab 12 years
- 7. “The Workplace Is Killing People and Nobody Cares” Stanford Graduate School of Business March 2018
- 8. The future is calling for more horizontal ways.
- 9. People - naturally horizontallyHuman nature is naturally non-hierarchical
- 10. Disengaged worker Engaged worker Execute tasks, avoids work Shows up and works with spirit and care Little desire to learn Curious and proactive to learn and grow Complains, blames, victimizes Contributes ideas, offers support Indifference towards the organization Imagines possibilities, cocreates, proposes
- 11. horizontal self-organizing employee-led self-management participatory leadership It doesn’t matter what we call it. It’s the future of organizations. human-centered non-hierarchical collaborative co-managed
- 12. We have clear data that it is possible to go horizontal at any scale and in any sector.
- 13. Going Horizontal is about the how. It’s a practical approach to the mindset shift via practice.
- 14. Practice is learning (not expertise)
- 15. Can you really learn to swim without getting in the water?
- 16. It’s not possible to change structure without changing culture.
- 17. 3 types of practices Prototype Collectively agreed Personal Discreet Informal With colleagues
- 19. We have many practice fields My co-property Ex. renovation decisions My colleagues Ex. salaries Members of my coworking Ex. collective lunches My clients Ex. project meeting My family Ex. Christmas My friends Ex. canoe trip
- 20. 7 key domains of practice
- 21. 1. AUTONOMY Claim Your Personal Leadership
- 22. 2. PURPOSE The Invisible Leader
- 23. 3. MEETINGS Sharing the Responsibilities and Accountability
- 24. 3. Meetings Sharing the Responsibilities and Accountabilities
- 25. 4. TRANSPARENCY Open is Effective and Efficient
- 26. 5. DECISION MAKING Sharing the Power
- 27. 5. Decision Making Sharing the power Autocratic Democratic Advice Consent Consensus
- 28. 6. LEARNING AND DEVELOPMENT Self Directed and Collectively Held
- 29. 6. Learning and Development Self Directed and Collectively Held Trigger log practice 1. Identify a moment you were triggered: Context, what specifically triggered you, how that showed up in your body/actions. How you recentered. 2. Share with someone who silently listens (witnessing) (2 min) 3. Your partner asks you “What are you learning about yourself from this trigger?”and silently listens again. (1 min) 4. Switch roles (2 min + 1 min)
- 30. 7. RELATIONSHIPS AND CONFLICTS Tending to Them Together
- 31. With horizontal practices 1. Mechanistic > living system 2. Heroic leadership > personal leadership for all 3. Self-interest and competition > cooperation and collective care
- 32. Going Horizontal helps us walk on this planet more consciously, courageously and collaboratively.
- 33. What if by growing more horizontal organizations we were contributing to a better society?
- 34. There’s no need to wait for permission from hierarchy to start practicing non-hierarchical ways.