What he means by structure is teams without hierarchy and support systems focused on the team
Matrix organization not silo – continuing cross functional activity in the organization
Combining of all various people whose work impacts the success of the team on the team; accountable to each other
Distinction
Extremes of authority nor consensus
Accountability rule of 2 feet – all the same job of building the team

Certain processes needed to make it work
1. Decision making – including crisis,,purchasing, and budgeting
2. Conflict
3. Who does what
4. Performance evaluation
5. Compensation

Flow of information and decisions calls it a process – practice of communicating
Advice process – bigger decision the wider the net must be cast – only makes sense in a higher consciousness field of energy – a lot of intuition
The conversation – network

Crisis times are the key points of acting through the principles; intentionalities to really respect the self managing functions.
Confronting employees with a difficult issue; everything is self organizing
Purchasing investments –

Review if you failed to do the advice process – year end review process – self reflection – difficult conversations including “abuse” not checking with those affected.

Imperfections are worked out through dialogue

Value based change –
Individuals responsible for action

Internal communication
All hands meeting – intranet – everything that needs to be decided is available – individuals

Conflict resolution
Never use force
Honor their commitment

Direct communication and gaining agreement
• Two together to sort it out
• Nominate a colleague as mediator
• Panel of topic-relevant colleagues
• Ultimate founder can be invited
Deal with conflict closest to the point

Self aware of what they might be doing to support the conflict.
Confidentiality

More like a formation of peoples consciousness – interior dimensions of it

All the conflict belongs to all the people

Role definition and allocation
Most likely someone will step forward and take on the role

Morning star process is clear – Colleague Letter of Understanding

How does this best get done? (Respect gained for people who look forward and see a possibility others missed)

Holocracy

Roles shift based on fluid relationships

Taking gaps back to the people concerned

Trickles all the way through the organization
Everything is experimentation – structures so fluid almost not structures

Upgrade the operating system

Board rules of order – everything else is an App

Reflections

Take in the amazing information that this is happening in companies and therefore my focus of research…
What stands out to me is honesty at all levels
Facilitation feels more green rather than teal