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How:
…informed acquiescence cultures tend to be management-oriented, with an established managing class and a well-entrenched bureaucracy.
|
223 |
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How:
There is no gap, either personally or institutionally, between the individual and the best behavior.
|
225 |
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How:
Values speak to the higher self. They have the power to inspire and not just motivate. They breed belief.
|
225 |
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How:
Culture occurs at the synapses where people interact.
|
227 |
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How:
If individuals, inspired by the core values of the group, are to be truly trusted to self-govern then they must have free and unfettered access to the information they need to make sound and reasonable judgments.
|
230 |
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How:
Organizational structure in self-governing cultures is tightly integrated – flatter, if you will – and the synapses between individuals and teams operate in a state of high trust.
|
233 |
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How:
Self-governance requires universal vigilance; in self-governed groups, the responsibility for one’s own and others’ behavior becomes the job of everyone on the team.
|
233 |
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How:
With everyone accountable for the team’s success, no one tolerates slacking; the culture becomes self-enforcing and feedback becomes the name of the game.
|
233 |
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How:
In self-governing cultures, the role of every individual is to lead and be a leader.
|
234 |
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How:
In return for trust and autonomy, relationships between members of the group recognize the implicit social contract and include the greater good.
|
235 |
