By Liam Barrington-Bush
There are classes rising throughout us, within the new social pursuits that experience swept the globe, and within the setting up styles came across on social media. may Twitter and Occupy support our NGOs, charities, alternate unions and voluntary corporations to either remain correct within the instances forward and stay our values during the ways in which we organise?
Anarchists within the Boardroom is a trip via worker-run factories, Occupy encampments, a spattering of non-violent direct activities or even a number of forward-thinking businesses, to make the case for assisting our agencies 'to be extra like people.' It asks us to comb away our 'professional' assumptions and have interaction as we do once we would not have activity descriptions or company plans telling us find out how to swap the realm. It reminds us of the facility every one people has to make swap ensue, even in the so much entrenched of bureaucracies!
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Additional info for Anarchists in the Boardroom: How Social Media and Social Movements Can Help Your Organisation to be More Like People
But the potential these changes could release is truly inspiring if we want to imagine a fairer, more just, and legitimately people-powered future. Liam Barrington-Bush (@hackofalltrades) Chapter 1 - The inhumanity of it all! ’ – Naomi Klein, speaking at Occupy Wall Street, 8 October 2011 The world is changing. But our twin organisational pillars of industrialism and professionalism seem unwilling to change with it. Even in so many social change organisations, where elitist, undemocratic structures are directly at odds with their missions and values, industrialism and professionalism remain strong.
Yet that is exactly what’s been happening. The Management/Social Media Conflict Here are a few ways in which traditional management structures are likely to be at odds with the underpinning principles of social media: Management Assumptions Social Media Assumptions Decisions should be made by someone more senior than the person taking the action Decisions should be made by whomever is there to make them Job titles and descriptions create a sense of order, which helps get things done Job titles and descriptions prevent people from working to their strengths, passions and interests Expertise and leadership are concentrated at the top of the organisational structure Expertise and leadership are shared amongst everyone – inside and outside the organisation – and shift, depending on the situation To get things done, we need to be able to control them at each stage The most amazing outcomes are the result of the most people, working with the most autonomy, united by a broader shared sense of purpose Resources should only be allocated to efforts that create a clear, causal return on investment Seemingly meaningless conversations can be the glue of stronger working relationships, and need the freedom to happen Internal communication should travel through the appropriate chain of command Anyone can talk to anyone else, if it will help them get things done External communication can be kept to office hours External communication happens when people from outside your organisation engage with you Clear hierarchy ensures information reaches the right people and parts of the organisation Hierarchy distorts information and denies people the agency to share ideas on their own terms As Jamie Notter (@jamienotter) and Maddie Grant (@maddiegrant) put it in Humanize: How people-centric organizations succeed in a social world: One of the most important reasons social media has been so successful and grown so quickly is that it has tapped into what it means to be human...
But real trust is radical stuff. It doesn’t come easily. In recent years, many organisations – from governments, to big businesses and NGOs – have begun to espouse the ideas of participatory democracy, only to clamp-down and re-assert control at the first signs of trouble. Let this be a warning: when you open things up, there will be trouble. But the benefits that are becoming clearer and clearer can outweigh that trouble tenfold if we give them a chance. In Chapter 10, we’ll look at what to do when the temptation to get back in the driver’s seat is at its strongest.
Anarchists in the Boardroom: How Social Media and Social Movements Can Help Your Organisation to be More Like People by Liam Barrington-Bush