The Different Perspectives needed for Self-organization
summary
Over three years a 150‑person company prototypes a shift to self‑management and ends with partly autonomous units, roles split into four leadership facets and contract holders elected by peers; the process pairs governance (Holocracy/Sociocracy) with team psychology tools — PSI theory, transactional analysis and positive‑psychology strength work — and treats change as iterative narrow experiments. The core claim: self‑organization needs aligned thinking, feeling, purpose; the experiment scales inside a 1,500‑company group and produces observable role changes and improved trust.
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chapters (27)
- 0:00Introduction
- 0:44Who is speaking here
- 2:55Autopay
- 3:35hierarchies
- 3:51leadership
- 5:22vision
- 6:08Susanas vision
- 6:46Are you serious
- 7:33Vision and Communication
- 8:43Purpose
- 10:33Everyone has different perspectives
- 11:20Henry David
- 12:50Reinventing organic organizations
- 13:42Positive psychology
- 16:33PSI Theory
- 21:00Theory X and Y
- 24:50Empathy
- 25:10Change
- 25:44Change horizontally
- 27:06Change narrow
- 28:45Communication
- 29:27Social Perception
- 30:06Psychological Safety
- 32:37Why is it necessary
- 33:25Resonance of purposes
- 35:33What do you need
- 37:00Self organization
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