John Featherby

There is a wealth of good reasons (historic and current) to make the transition away from the status quo model, it is nevertheless, a process of innovation and adventure. It would be inauthentic to...

Hierarchies are not intrinsically bad. Hierarchies were enormously successful during the 20th Century when we needed to organise mass human effort and their negative characteristics weren't able to...

Hierarchy is not the problem. As such, a flatter structure alone won’t prepare an organisation to tackle today’s challenges because there is far more to questions of authority and power than struct...

The issue with freedom is that it doesn’t - and shouldn’t - come for free. So, if we want to negotiate more freedom from our boss then first we must consider what freedom brings and what we are wil...

People make mistakes. That’s just human nature. If we attempt to hold others to a standard of perfection then we ask for too much. But, a lot of performance issues are not down to some deficiency o...

Yes! No third party manages the trajectory of our lives and yet we get on perfectly fine. Sure we make mistakes, but that’s how we learn, innovate and improve. At the community level, no one manage...

A self-managing business model is not structureless; it does still adopt a guiding form. In his landmark study, Reinventing Organisations, Frederick Laloux describes three “Archetypes of Structure”...

Before we approach anyone to discuss performance, we must first take on a few tasks in preparation: Consider our own role and the wider context by asking ourselves some key questions and preparing...

Alongside the processes used to address conflict when it arises (see: “What is a healthy way to approach conflict resolution?”) we can put in place certain structures to create and maintain a suppo...

A straight “yes” or “no” answer oversimplifies the complexity of this issue and the broad spectrum of people in the workplace. We know in ourselves that being dictated to is disempowering and ultim...