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Dilemmas of participatory management

Dilemmas of participatory management

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Co-operatives become isomorphic to capital-based companies in aspects they do not notice. One of them is co-operative auditing and diagnosis. Although we know, they are personal and not capital partnerships we usually diagnose them and report to the board about the organizational results as venture capital companies do. If persons and not capital are main goals of co-operatives, we should diagnose persons and report to the persons how they are meeting their goals with the co-operative. After presenting a few slides of CoopIndex 1.0, I invite all interested to participate in the development of a new tool CoopIndex 2.0 which is sponsored by my EU research fellowship. According to me, such diagnosis is indispensable for the development of competency to solve many participation dilemmas of our century. I present nine of them and try to prove that they are deeply rooted in our human nature, and our culture and we really have to be highly competent in seeing their complexity. The historical evidence gathered by Eugeniusz Kwiatkowski proves that the common understanding of the world complexity leads to the development of nations. This law gives us not only hope but also the direction to our efforts.

Co-operatives become isomorphic to capital-based companies in aspects they do not notice. One of them is co-operative auditing and diagnosis. Although we know, they are personal and not capital partnerships we usually diagnose them and report to the board about the organizational results as venture capital companies do. If persons and not capital are main goals of co-operatives, we should diagnose persons and report to the persons how they are meeting their goals with the co-operative. After presenting a few slides of CoopIndex 1.0, I invite all interested to participate in the development of a new tool CoopIndex 2.0 which is sponsored by my EU research fellowship. According to me, such diagnosis is indispensable for the development of competency to solve many participation dilemmas of our century. I present nine of them and try to prove that they are deeply rooted in our human nature, and our culture and we really have to be highly competent in seeing their complexity. The historical evidence gathered by Eugeniusz Kwiatkowski proves that the common understanding of the world complexity leads to the development of nations. This law gives us not only hope but also the direction to our efforts.

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Dilemmas of participatory management

  1. 1. DILEMMAS OF PARTICIPATORY MANAGEMENT AND EXPERTISE TO SOLVE THEM IN A WORKER CO-OP ! RYSZARD STOCKI SAINT MARY’S UNIVERSITY, HALIFAX MIK - UNIVERSITY OF MONDRAGON UNIVERSITY OF SOCIAL SCIENCES AND HUMANITIES, KATOWICE Presented at Canadian Worker Co-op Federation CoopZone Conference Wolfville, Nov 6-8, 2014 photo (cc) by hdzimmermann at flickr.com
  2. 2. Practices CO-OP INDEX 1.0 Co-opPrinciples Co-opValues System s Clim ate Attitudes Outcomes Co-operatives as any other organizations need objective feedback to function better. CoopIndex is a tool created to enable co-operatives to give food for thought and occasion to discuss the sense of organizational practices.
  3. 3. Some snapshots! from ! a CoopIndex! Report.
  4. 4. BUSINESS GROWTH MODEL A.T. KEARNEY Operations Organization Strategic marketing Strech! Clean house and improve cost structure Organize for growth and remove barriers Pull strategic growth levers Go for breakthrough growth Although ! the CoopIndex and other similar tools ! refer to ! Co-operative Values ! and Principles and test how they are met in a co-op, they refer to them on ! an organizational level only. As Kearney’s model on the left, they are based on an organizational growth model.
  5. 5. Measures of growth and success should be adequate to the nature and goals of the organizations. Single bottom line (ROI, ROS) Profit – as to increase capital is the main goal Triple bottom lines (e.g. 3E) To account for CSR policy Multiple bottom lines To account for the common good and stakeholder groups Multiple Reports To account for every individual's good (e.g. Co-opIndex 2.0) Capital venture companies, whose main concern is meeting the goals of the owners of capital often absent from their enterprises. But co-operatives are, first of all, person partnerships and meeting the values and goals of a single person (a member or an employee) is their main concern. CAPITAL/PERSON AS AN OBJECT
  6. 6. PERSON GROWTH MODEL WOJTYŁA, 1969 Consciuosness Freedom Intersubjectivity Body Self-knowledge Self-possession Self-determination Participation Gift The act Common good Meeting Values Love Person integration in the act Self-cognition Truth Responsibility Sth happens in me I act Transcendence In a co-operative, beside a business (or organization) growth model, we should also have a person growth model and tools to measure personal growth. In fact, real participation is impossible without growth of personal expertise.
  7. 7. Organizational practices CoopIndex 2.0 O rganizationalreport Confidential multiple reports for all interested members and employees Individual lifestyle and expertise We have to create a new Co-opIndex, which will offer individual reports on personal growth to anyone in a co- operative who is interested in such feedback. Such individual reports should only be read by an interested member or employee, unless she or he decides to share the results with others.
  8. 8. HERE ARE SOME DIFFICULT ISSUES WHICH HAVE TO BE UNDERSTOOD TO ENABLE A CO-OPERATIVE TO REALIZE THEIR GOALS.
  9. 9. 1. SECURITYTHROUGH POSSESSION AND CO-OPERATION (Grulkowski, 2007) Be Have Caring for others Solidarity Equality Self-help We seek personal security both through having more and being with others. How to build a community-based society in a global and mobile world, when local geographic communities slowly disappear?
  10. 10. 2. PEOPLE ARETRUSTWORTHY, BUT ONLYTRUTH JUSTIFIESTRUST. (Wrightsman, 1974) Trust Truth Equity Social responsibility Honesty Mobility, globalization and access to information result in superficial knowledge of many people. But common work requires trust. How to trust people you do not know?
  11. 11. 3. PEOPLE ENGAGE IF THEY ARE COMPETENT, THE TASK IS A CHALLENGE AND THEY RECEIVE FEEDBACK. (Wrightsman, 1964, Csikszentmyhalyi, 1975) Engagement Cynicism Caring for others Self-responsibility Solidarity Openness Social responsibility How to engage people who are incompetent, or when the tasks are easy and boring but necessary?
  12. 12. 4. FREE WILL GIVES PEOPLE MORE CHOICES. (Wrightsman, 1964) Starting point Activity based on features of personality Action based on virtues of character DeterminismFree will Caring for others Democracy Self-responsibility Equality How to help people see their self-efficacy?! How to bring up children in a knowledge-oriented educational system?! How to convince people that free will requires similar exercises as physical education?
  13. 13. 5. A HUMAN BEING IS COMPLEX AND IT IS NOT EASY TO DISCOVER WHAT MOTIVATES HIM OR HER. EVERYONE REQUIRES ATTENTION. (WRIGHTSMAN, 1964 ) Individual exceptionality Attention in relatiobships Caring for others Democracy Openness To survive, enterprises in most sectors have to be large. ! What is the optimal size of an enterprise? ! How to be attentive to more and more people around to recognize their dignity and uniqueness?
  14. 14. 6. SENSEMAKING MAY DIRECT ACTIVITY IF IT IS BASED ON TRUTH AND INDEPENDENCE OF JUDGEMENTS. (WRIGHTSMAN, 1964) Self-justificationIndependence Democracy Solidarity Honesty People like the fox in the Aesop’s fable are masters of rationalization and making sense of their failures. How to protect human self and allow it to grow, but tell people truth at the same time?
  15. 15. 7. PEOPLE CHANGE (OFTEN NOT NOTICING IT). (Wrightsman, 1964) Caring for others Democracy Equality Openness How to notice a change and adequately respond to it? ! How to differentiate between unimportant and essential changes? ! How to build stability in a changing world? Variability Stability
  16. 16. 8. ORGANISATIONS ARE ORGANISMS, NOT MECHANISMS A. PROCESSES REQUIRETIME B.THEY START WHERETHE PREVIOUS PROCESS ENDED. Complexity Effectiveness Democracy Solidarity Equity Openness Social responsibility How to be successful in time-based competition?! How to treat people as human beings and yet compete with those who treat them as resources?
  17. 17. 9. PARTICIPATION - ALLOWS SECURITY BASED ON COMMON GOOD NEGOTIATED ONTHE BASIS OF UNDERSTANDING COMPLEXITY SECURITY BASED ON OTHERS - BE ATTITUDE SECURITY BASED ON POSSESSION - HAVE ATTITUDE Environment Culture Participation systems Governanc Common good ~ harmonious ecosystem Participation Common Good Totalism/ individualism Caring for others Democracy Self-responsibility Solidarity How to find time for participation? Who and how should participate?
  18. 18. PARTICIPATION AND COMPLEXITY The structure of the economic mechanisms is complex (...). Political and economic development and progress is a quantitative function of understanding of the mechanisms. It is equivalent to the relationship between two numbers.The first is the number of people who understand the assumptions, goals and methods, often distant in their consequences.The second is the number of people who are driven by ad hoc or thoughtless reflexes in a given society. Eugeniusz Kwiatkowski “The Outline of Economic History of the World” - 1947
  19. 19. IFYOU ARE INTERESTED INTHE PROGRESS IN THE DEVELOPMENT OF COOPINDEX 2.0 ! CONTACT ME AT: ryszard@stocki.org

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