Sublime

In effect, Gene and Steve started by thinking that their job was to get the movers and painters to fit into and support the system. By the end, they were trying to figure out, with the help of the movers and painters, how to get the system to be as centered around the movers and painters as possible as well as be supportive of their efforts. Such a

This work is deeply personal, and it invites you to do your own transformative work, because who you are is more important than what you teach.

RACI—and trust—are the keys to effective decision making.

publicly visible.

Because there is no hierarchy of bosses over subordinates, space becomes available for other natural and spontaneous hierarchies to spring up—fluid hierarchies of recognition, influence, and skill (sometimes referred to as “actualization hierarchies” in place of traditional “dominator hierarchies”).

strong, shared culture is the glue that keeps empowered organizations from falling apart. Frontline employees are trusted to make the right decisions, guided by a number of shared values, rather than by a thick book of rules and policies.

“advice process.” It is very simple: in principle, any person in the organization can make any decision. But before doing so, that person must seek advice from all affected parties and people with expertise on the matter.

Like everyone else, you have your own default settings: habits of interpreting and responding to events around you. It is essential to know what those default settings are to gain greater latitude and freedom to respond in new and useful ways.