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Underlying Assumptions: what's different going forward?

The Status Quo

21st Century Orgs

Low trust: Employees will behave selfishly without oversight and will deliver great work but only with external motivation.
High trust. Employees will behave in the interest of the organisation and will deliver great work but intrinsic motivation is sufficient.
Low transparency. Information is privileged and shared only on a need to know basis, with senior management deciding what is to be shared.
High transparency. Information is open and shared widely to ensure those at the front line are fully aware of their context.
Low personal freedom, responsibility and accountability.
High personal freedom, responsibility and accountability.
People and the context of the organisation can be predicted, manipulated and controlled.
Prediction and control are futile. The best an organisation can do is sense and respond.
Other people need to be improved upon and have their weaknesses worked through.
We can’t change other people, only ourselves. We focus on what I can do, not how I can get others to change.
Logic, rational thought and scientific analysis are the dominant (if not only) sources of truth.
Logic, rational thought and scientific analysis are accompanied by intuition, spirituality and sensory experience as valid sources of truth.
Scarcity:  there aren’t sufficient resources for everyone so we must compete for it; I am insufficient for the task so I must constantly improve.
Abundance and generosity: we share and give before we compete; who I am, and my humanity within is enough.
We must look for problems to solve and focus on remedying people’s weaknesses.
We must look for what’s working and focus on building on people’s giftings and strengths.
We must take a standardised, global approach.
We must take a non-standardised, local approach with a global context.
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  1. John Featherby

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