Segmentation of Practices

The anticipated value-add of the research is in the distillation of the "artefacts" in the Case Study companies' unique approaches to organizing collaboration. By artefacts, the explicit practices (practices and principles) of the companies are referred to.

The 30 Practices - and associated Principles and Tools 

The distillation process (although imperfect) is made possible by a segmentation of over 30 "domains", within which the practices and principles are captured. 

The current list of the segmentation is here below, with the complete table of detail for each principle (with large input from the book "Reinventing Organizations" 2014 by Frederic Laloux).   

Summary List

  1. Founding principles, constitution
  2. Overall vision and purpose
  3. Governance. Representation of owners; Is there a Board of Directors? 
  4. Overall structure type: Individual job titles and authority vs. task or peer group "autonomous teams" (incl. rotating/situational/voluntary/self-defined roles)
  5. Decision making: Minimalised central procedure and policy rules - philosophy of reverse delegation (frontline teams do everything, except for the things they choose to push upward).
  6. Project and Resources Coordination and Prioritisation; Team supervision
  7. Strategy development, new initiatives, marketing, product development, supply chain; Competition, growth, profit
  8. Handling needs for 'centralised' functions, experts, best practice, idea scouts, knowledge
  9. Rules for meetings
  10. Location: Minimal or no mandatory working location rules - self organised
  11. Hours: Minimal or no mandatory working hour rules - self organised
  12. Vacation planning - voluntary planning
  13. Significant or total information transparency (e.g. Open Book Management)
  14. Planning, budgets and investment management
  15. Recruitment and onboarding, Equal Opportunities
  16. Appraisals, feedback, organisational feedback
  17. Fixed vs. hourly pay and no overtime pay
  18. Bonuses and incentives
  19. Salary setting and transparency
  20. Formally planned alternative/creative/innovation activity time - funding-supporting people’s passions
  21. Purchasing decisions decentralised - discretionary spending accounts (credit cards for each employee)
  22. Control and rules around travel expenses
  23. Results-Only Work Environment, targets, monitoring, performance tracking
  24. Crisis Management, Redundancies, Unions and Strikes
  25. Dismissals, Supporting Departures
  26. Debates and controversies, and conflict resolution 
  27. Training-coaching (individual or collective), Regular Practices / Events, Surveys, Internal Strategy; Employee Support Services, Learning Organisation, Change Management
  28. Status and buildings
  29. Evolving and maintaining Self-Management
  30. Tripple-Bottom-Line Accounting (Social and Environmental Responsibilities); Share ownership

Database of Practices and Principles

Below is an embedded GoogleSheet of the above practices and principles, with extensive descriptions of why and how they work. 

The content draws on Frederic Laloux's references to "Teal Organizations" that relates to the developmental analysis framework described in the page Why 5.0?