Hierarchies, decision making and a real-life example

[chris macrae]

Chris Corrigan wrote
Measurement uber alles is tricky because it immediately privileges the
quantifiable over the qualifiable.  And certainly, we need to measure
things, but I'm leering of forcing qualitative experiences into
measurement-friendly formats.  By necessity it strips what is most
important about the experience.

How do we measure the effect an OST meeting has on a person that has
suddenly seen the possibilities offered by truly self-organizing work
teams?
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Chris Macrae
For 20 years researching social and organisational identities I was
weary about measuring organisational relationships, but then the
mathematician in me woke up. Measurements don't just determine what you
get but what human systems compound. With deep respect (open communing
once freed up everywhere that 95% of management techniques destroy it
(to interpret a Harrison one-liner) is a far more creative/human thing
than measurement) BUT its way too late to turn global valuation systems
round UNLESS we change measurement around

So for example the direct answer to your OST question is very easy

There are now standard batteries on the main emotions : happiness ,
trust, courage etc

Take those before and after an OST intervention in an organisation;
happiness ought to go up if the intervention had anything to do with
cultivating self-organising. Reason joy of learning is the number 1
self-organising energy according to 15000 interview on Flow done at
Peter Drucker's Claremont by a professor whose name I can never spell
but is begins Csik.

Turns out the positive win-win emotions are a good health check of how
hi-trust relationships are being organised around here; and hi-trust
(=goodwill) compounds the vast majority of any networked organisation's
future

SO
More broadly with our open source work www.valuetrue.com   we feel
confident that all you all need to do is tell a story that begins
something like this:

The Future is now measurable
It is impossible to govern an interactive world by separable numbers.
The harder you try the more likely you are to do an Andersen to your
organisation's valuation. Moreover, without maps of organisational
networks a strategy isn't interactively worth the paper its printed on.

These mathematical facts present leadership teams with the greatest
opportunities and threats ever to have confronted big organisations.
Fortunately, the necessary transformation : mapping human relationships
that connect goodwill systems together is very simple to do provided you
cultivate a hi-trust climate and benchmark transparently with your
biggest partners. Welcome to the Network Age of Value Multiplication of
Business and Societal Organisational Designs. Sorry it took our systems
club 21 years to work out the maths of global & local networking, but
better late than never. chris & norman macrae
Wcbn007 at easynet.co.uk

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