What are Human-Centered Organizations?

Model showing the five elements of the human-centered organization

I thought I was going to cry. My new boss just informed me that she was changing my assignment. My new home base would be a field location an hour and a half drive from my home. Moreover, she was giving me a task that I thought was deeply unethical. I raised objections, but she shot me down. You can do this or you can quit, she told me.

I quit. I moved on to a job where I felt more supported by and aligned with my boss. I was lucky to find that job. In a recent webinar led by Donna Hicks, the writer of Dignity at Work, she shared that 80% of employees polled had identified the lack of psychological safety as a primary concern in their workplaces.

Why Facilitators Need Deep Democracy

Originally posted on www.DeepDemocracyUSA.com. Leia em português aqui. Obrigado, Regina Eggers Pazzanese, instrutora do Brazilian Deep Democracy, pela tradução! 

Image: Deposit Photo

After 30+ years as a facilitator, I thought I knew it all. When I went to new facilitation workshops, the techniques seemed repetitive. Then I discovered Lewis Deep Democracy. This unique methodology is built on humanistic values like respect for human dignity, choice, responsibility, authenticity, openness, learning, diversity, and inclusion. Many facilitation techniques advocate for similar values. Deep Democracy offers new and different ways of actualizing those values.

Here are five reasons why facilitators need Deep Democracy.

All Voices Matter

As a facilitator, I believe that all voices matter.

The High Cost of Small Conflict

Deep Democracy Debate Tool drawn by Patricia Tiffany Angkiriwang

This article was originally posted on LinkedIn.

By the time I entered the room, the two sides were locked into position. One side was convinced that they had the answer. The other side wouldn’t budge from their belief that they were right. Each side was making their points, logically explaining the benefits of their approach, but the tension was rising and the frustration was growing. It looked like the meeting would end without resolution.

In the United States, polarization is on the rise. We tend to think of polarization in political terms, but the behavior extends to the workplace. When faced with a different point of view, people often dig into their perspectives.

100+ Tried & True Problem-Solving Tools

Too many leaders choose the wrong tool for the problem at hand. Our infographic, “What’s Your Problem,” explains the four different types of problems leaders face. Once you’ve read it, you may be left thinking: OK, I know what kind of problem I have. What tool do I use?

In this post, we share over 100 tried-and-true problem-solving tools. These are effective and elegant methods that you can use to address the four types of problems.

Simple Problem-Solving Tools

SOP from UCLA.

Simple problems have easily seen cause and effect relationships. Your job is to assess the facts, categorize the facts, and then apply the appropriate best practice.

Are You Solving the Right Problem?

Problems come in many shapes and sizes. Some are small (“I can’t find space for my 2pm meeting”). Others are large (“I can’t get forty coalition members to agree on goals”). All have the capacity to drive you nuts, especially if you’re not solving problems using the right tools.

If You Have a Hammer, Everything is a Nail

Once you find techniques that work, it’s tempting to use them over and over again. Maybe you’ve had great success using Gantt charts. You might like performance charting, root cause analysis, or group dialogue sessions. Perhaps business ecosystem maps rock your world.

The Employees’ Wishlist: Three Things Employees Wish Managers Would Do

Power of networks

Your employees need you. But not in the way you think.

Leadership is no longer about being the center of decision-making, expertise, and problem solving. Instead, today’s leaders work in such complex, variable environments that they simply can’t be as central as they have in the past. If they take on this role, they risk becoming bottlenecks and getting in the way of progress. Today’s leaders need to do things differently.

Is your strategy stuck in the 20th century?

Image of "Is Your Strategy Stuck in 20th Century"

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