Self-organization concepts and mechanisms

Self-Organization

Our Own Company is Self-Organized

We Practice What we preach

Remember that famous hair care advertisement that goes along the lines of 'not only am a spokesperson for the hair club for men, I'm also a client' -- well, we too use the self-organizational model of leadership in our own company approach and structure -- every person's thought counts -- from the delivery driver who distributes company materials in the most effective fashion to the CEO.

We believe that by deploying self-actualized leaders and teachers into the field to teach people about the self-organizational principles that we are making our greatest organizational commitment to our values -- all teachers have input into the constant restructuring of company materials.

Change the self, change one's organization is our motto -- change and value every employee, and create a more productive organization. We have evolved from a small operation into one of the leading CEO education seminars in the field.

People-focused organizational approaches such as our educational operation helps change corporate relationships in terms of the whole person, whole group, and the whole organization. (Clark, 2000)

Because our organization is educational, it attempts to change the whole social system of corporate America by changing the minds of individual leaders of the organization we deal with, regarding the minds of these CEO's employees.

Our purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives -- a company, especially an educational company, is never better than its teachers and its people.

We recognize that not everyone just at the top of the company has something to give. Thus when one has contact with our company, one knows that every person is committed to its values, from lowest to highest-level employees.

Risks and rewards for trying the self-organizational model of leadership

Ten Risks vs. Ten Rewards

1.The risk of too much criticism of the top CEO vs. The reward of generating new creative strategies for the larger organization by taking care issues that can block progress

2.The risk of the costs of too much idea flexibility and leniency vs. The rewards of new ideas and a greater openness on the parts of employees

3.The risk of costing the company money by throwing out tried and tested standard operating procedures vs. The reward of a leaner operation through innovation, based on data gleaned from the ground up.

4.The risk of democracy vs. The rewards given by loyal company employees who feel valued. (Clark, 1999)

5. The risk of listening to the 'lower rungs' on the totem pole whom may challenge one's core beliefs -- and the reward of gaining a stronger sense of values

6. The risk of a costly transition to a new modality of leadership vs. The rewards of eschewing stale stasis. (Sims & Manz, 1995)

7. The risk of hearing what you don't like vs. The reward of having employees as well as one's own self have more successful careers. (Sims & Manz, 1995)

The risk of immediate upward vs. The long time reward of a stronger company

The risk of greater conflict vs. The reward of working with a group of people who are as optimistic, energetic, and successful as you are on all company levels of hierarchy.

The risk and the chance, in other words, to be part of a company of heroes with a variety of job titles vs. The reward of this reality.