Responsive, Self-Managing Operations

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Self-management amplifies creativity and innovation, improves the health of an organization, and provides a more fulfilling, stress-free life for the individuals within it. Self-managing, fractal operations focus on teams while respecting individual authority, practice openness to new ideas, and allow role-based decision making. With a culture of open communication, these organizations can turn on a dime and respond rapidly to changing conditions, just like living systems in nature. These characteristics allow greater personal and collective expression, eliminate fear, and enable participants to find creative solutions as the world around them continually changes.

FractalOps interactive planning workshops are based on the research of Frederic Laloux in his seminal work Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. Laloux, a former McKinsey management consultant who tired of the politics and dysfunction in client organizations, spent two years researching more than a dozen medium-to-large leading-edge organizationsand their structures, processes, and practices. The three breakthroughs that this emergent operating system introduces include the following:

  • Sustainable and profitable self-management structures and processes
  • Efficient and growth-oriented team and individual practices
  • Ongoing focus upon the evolutionary purpose of the organization

    Contact Janna Raye to schedule a complimentary consultation.

    Inspiration

    “Personal responsibility really is the core of the Special Operations Forces mentality, and the way you describe your business sounds very SOF. While things are done within the context of the team and team effort, each individual operator is expected to assume personal responsibility for achieving the mission and to think/act independently and creatively to ensure it’s done, particularly as it relates to his specific part in it. That penchant for independent/creative thinking and acting has tended to earn the revulsion of the conventional forces and our labeling by them as ‘rogue,’ but we get the job done.” Tony Simpson, P.A. and former Air Force Special Operations member

    “It is time to change the way we think about organizations. Organizations are living systems. All living systems have the capacity to self-organize, to sustain themselves and move toward greater complexity and order as needed. They can respond intelligently to the need for change. They organize (and then reorganize) themselves into adaptive patterns and structures without any externally imposed plan or direction.

    Self-organizing systems have what all leaders crave: the capacity to respond continuously to change. In these systems, change is the organizing force, not a problematic intrusion. Structures and solutions are temporary. Resources and people come together to create new initiatives, to respond to new regulations, to shift the organization's processes. Leaders emerge from the needs of the moment. There are far fewer levels of management. Experimentation is the norm. Local solutions predominate but are kept local, not elevated to models for the whole organization. Involvement and participation constantly deepen. These organizations are experts at the process of change. They understand their organization as a process of continuous organizing.” Margaret J. Wheatley and Myron Kellner-Rogers, “The Irresistible Future of Organizing.”