klionexcellent.blogg.se - The anchoring trap

On the one hand, MMLO members report that to fit in well in this way of working people needed to be able to lead peers, and to take the initiative.

Reflecting on the responses, I could separate them into two buckets: Do what you can yourself but sometimes you might need support, and then it's there for you.”

“You try to create that sense of openness, a solid foundation in a team where it's normal to question each other.”.

If you are a passive person, and you do not want to start your own business, then you may be phased out by this mechanism quickly.” But this mechanism is kind of a double-edged sword.

“The system can help you grow rapidly.

“Here it's: 'If you have an idea, go try it out, see if it works.' And if it doesn't work, at least you learned from it.”.

You have to want to learn to further develop yourself.

“Your own intrinsic motivation has to be there.

The responses I received were quite similar across different firms. In my most recent interviews, I explored what behaviors would make that some individuals fit well in these environments when others seem to struggle. MMLOs aim to create environments that promote autonomous action by its self-directed members. I also showed that MMLOs like Haier, Buurtzorg, Viisi, Centigo, ner Group, Encora, VkusVill are dominantly guided by three other relational models-communal sharing, market pricing, equality matching.

In the recent post I argued that multi-layered hierarchies are guided mainly by the relational model of authority ranking. By the concept of relational models, put forward by UCLA Professor Alan Fiske, I mean the four elementary models that people use to organize their everyday cognition, including social interactions in firms authority ranking (via hierarchy), communal sharing (via commonality), market pricing (via ratios), and equality matching (via egalitarian relationships).By the concept of hyperconnectivity, put forward by MIT Professor Thomas Malone, I mean the ability of new information technologies, like the Internet, to connect people to one another on massive scales.In earlier pieces I showed these radically decentralize the workforce into 'loose hierarchies' of just two layers, and use alternative organization models based on small entrepreneurial units staffed by highly autonomous peers. By the concept of MMLOs I mean firms that organize without middle managers.

If so, let me briefly recap some concepts that I have described before:

Recapĭid the introduction of this article sound like ‘jargon soup’ to you? I shared this two years ago in long reads here and here, and more recently in this piece. I dubbed these "middle managerless organizations" or MMLOs for short. This work builds on my PhD work about large firms that organize without a formal middle management layer. I also explain who fits well, and who doesn't. In this post I describe how these different relational models (compared to the traditional model of authority ranking) influence the behavior of individual MMLO members, and the relationships between them. I earlier described how MMLOs can now scale themselves to massive size using IT tools that allow for hyperconnectivity, and by institutionalizing relational models based on the principles of communal sharing, market pricing or equality matching.