Holacracy Community of Practice Archive, 2015-2019 Community Holacracy Web Site

Five Markers of the New World of Work

Hey folks, 

over at encode.org we've formulated what we call five markers of the New World of Work.

  • purposeful
  • holarchic
  • autonomous
  • dynamic
  • transparent

Here's a blog post that explains them a little deeper

This may come as a bit of a surprise, but they all go together really well with Holacracy-practice. ;-) 

I am interested to hear how this list lands for you.

Is there an aspect missing in your view? Any items that seem superfluous?

Your feedback is welcome.

3 Replies
Andrew Scott
09/26/2017

Hi Dennis

From the work of Daniel H. Pink - Drive: The Surprising Truth About What Motivates Us - his answer:

Purpose, Autonomy and Mastery.

You've got the first two - suggest adding mastery to the list.

To quote from Chapter 5 of that book:

"Mastery is the desire to get better and better at something that matters".

Dennis Wittrock
09/26/2017

Hey Andrew, 

interesting one. I like it. 

I would ascribe the drive for Mastery as a quality to the Worker in the New World of Work - the "Purpose Agent". 

Actually, when trying to come up with a characterization of the Purpose Agent (which is still work in progress) this came up high on my list, too. I'll bookmark that book, thanks!

Do you see mastery a trait of the new world of work itself, or of the worker in the new world of work? I tend towards the latter. 

best, 

Dennis 

Andrew Scott
09/26/2017

Hi Dennis,

I can see the argument for it being a Worker characteristic, however, I wonder if there's a counter argument relating to the difference between a company's market capitalisation and the book value of its tangible assets - the intangible value.

The Intellectual Capital framework gives a sound explanation for the gap - people capital, relationship capital and structural capital in some combination.

All this points to the importance of individual and organisational learning by doing/experimentation, and capturing and deploying that learning/experimentation.

I assume that an organisation that's adopted Holacracy has a better chance of releasing and encouraging the creative capacity of the people that work in it than other systems of governance.

Maybe when you expand on "dynamic", it's something in this direction that you have in mind.

 

Regards,

Andrew