Rencontre : 2016/11/30 10: 00: 00 AM (self-management, intégration)

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Révision de 16 janvier 2017 à 16:25 par Samantha Slade (discussion | contributions)

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self-management, intégration

Date : mercredi 30 novembre 2016 10:00

Fin : 12:00
Type : Opérationnel (sans décisions)
Hôte(s) : Eiric
Absent(s) :


Sam prend le rôle de protection légal
Type : Rôle
Elizabeth prend le rôle de rapporteur financier
Type : Rôle


Self-management is... draw it individually (6 minutes) and then share back to circle

  • I got this and asking for help
  • living organism - mental image of a forest - that there are different trees at different heights and different levels of growth
  • base line of holding quaility of roles
  • from self-management to co-management
  • a navire on oceans - different potentiels advancing together
  • structured (roles etc) and disorder because we are experimenting - en boucle
  • personal posture - projects and client relationships + functioning of organisation with roles, metrics + relationships with naming tensions,

What each person is doing.

  • What i say I do. We honour our engagements and we have mechanisms when commitments aren't unheld.
  • Collective in the middle - source of creativity and prototyping...
  • generative decision making
  • autonomy et agency (pouvoir d'agir)
  • everyone is in charge of his roles and follows his metrics carefully

Our way to get the business to function and move foward together in co-managemnet. we are all managers. Everyone does all of this. Indiividual level.

  • ROLES: every aspect of our functioning is explicit (in roles) and every individual is everyone is accountable for some in a non propriety way (ie roles may move from one person to another). for the quality functioning of the role (above baseline), of capturing the data for metrics of the role and sharing it back to the group and of moving the optimisation and systemetisation of the role.
  • PRACTICE: you do each of these things autonomously with a collective spirit. + practices (making decsions + undersanding frameworks and practices, organisating and documenting meetings) *understanding frameworks
  • TENDING TO RELATIONSHIPS: individual relationships, collective relationships, client relationships, newtwork relationships
  • PROJECTS: Business development, leading and doing projects, administration of projects and compensation connected to the projects you are in.

At the circle level.

  • all of these cells work together - each one has the collective at the heart. cells can have different sizes and circles inside cells have different sizes
  • pouvoir d'agir et autonomie
  • when you zoom out - creates an organisme that is constantly moving and has no set form

Feedback activity percolab feedback. Instead of being the end product. This is what we need to move this forward. Maybe it's with another person or another thing. Then you move on.

What does the feedback reveal?

How do we go into inquiry. What is this actually telling us? What is the gap between our understandings telling us. How can we inquire into this.

Feedback sandwich. Start with something positive. Then something that needs improving. Then something that is good.

I didn't inquire about.

Growing together as an organization. Invite people


Give feedback to facilitator, on process, or on another process

When people give me feedback I would like....

I would like people, whether it is positive reinforcement or shedding light to give me feedback. I would like people to be conscious that their feedback may be revealing something about themselves. Brings something to the center. A powerful experience. Dominique

Recognzing the legitimacy of feelings even if the feelings are not based on rationality. Ezra

When I receive feedback. No sugar coating. Sam.

Don't sugar coat. Don't project motivations onto me. Just tell me what to do. How you want it. Where you want it. Elizabeth.

I like a nice big sandwich. The first thing I need. Generally appreciative of the work. I need to do that for other people. Get into the nitty gritty. Being inspired to keep going. Don't like when people point out what I already know is wrong. Paul.

When I get feedback. I like it straight from the heart. Cédric. I like the opportunity to co-construct it in a conversation. Not just thrown at me.

I would like to be asked questions. It's easier for me to stop and sit with the questions. It's a lot of violence. I will leave with that. Lydia.

Recevoir le feedback. Ouvert, transparent, spontané. Fort ou doux, ça change peu. Tant que c'est vrai. Lucas.

Not having to sugar coat. different kinds of feedback for different times. Not always available for different kinds. Eirik.

Impact entre l'intention et l'impact du feedback. La façon la plus franche possible selon la capacité de la personne.

Insights following the walk.

Questions :

- How do you like to host a dinner party? - How would you like to enter someones home?

everyone takes responsibility and contributes. The line between some things are intimate, some are public. Super warm and welcoming. Entering. Some physical acknowledgement. An accepting of a gift that you bring. It needs to be used then and there and appreciated. Cultural clarity. It's clear what you should and shouldn't do. Invitation for a tour. An exchange type of dinner. You cook the main thing and people bring complements. Kitchen not being a closed off room. It's beyond the dinner party. It's about having joy. Event. Why did you invite them over? To have a good time. Creating space for people to be what they are outside of their workspace. Leave the day to day behind. Games or storytelling. Being present with people.

Links to our conversation about self-management? The first point of entrance. The ritual when you go into someone house. Following someone for a little while. Then being given a cup or something to hold. An offering. We talked about an experience of vulnerability. Assuming that the person will come back in kind. When responding in kind when that is complicated. If that is not honoured. People can turn up uninvited in your personal home. Boundaries that are individually held and collectively held. As you open up. When the boundaries are not there...being able to name to yourself. Ex. someone is struggling to name their boundary. The collective coming in and helping. As a host, you can be taken for granted and put in a compromising situation. Does it become the host and the guest or 'us' in a collective situation.

I don't want to show up. I want to be invited. I want to be wanted.

I'm inviting you to have dinner in my kitchen, not dinner in my room.

Being kind, and seeing and naming boundaries together.

The paradigm shift. Needing to control everything (locked kitchen). But not connecting. Creating a new paradigm of how I receive.

When you go to someone's house, you want to be treated the way you invite people into your house.

Questions around integration process

What would an onboarding process look like? Quelles sont les attentes de percolab à l'égard de nouveaux membres? What if the person asks permission all the time? Do I have to like everyone at percolab? When do I get paid? When and why do we say no? When do we go into two circles? C'est quoi nos principes non-négociables à l'intégration? There are seasons in life. Are there seasons for onboarding and how can we recognize them? What is required for members to enter percolab? Why are there no POC on the team? Does this matter to us? What perspectives are we missing? How much does it cost to join the co-op? What authority do I have? Do people need to speak English? What is our offering when guests come in? How to make an onboarding process financially abondant for the the person and the collective? En quoi consiste la lettre de demande d'intégration. Est-ce que ça doit être une lettre. Should new people necessarily bring new skillsets. What if someone does not keep their project tracking up to date? Can we have a formal trial period before someone joins the team? Are we integrated? How do we practice grace in saying no? How to integrate technology to optimize the process. Y a-t-il une période d'essai? Lucie? Laurence? Julie? What happens if something is not made explicite before intégration (ex. truth bomb) How do we exclude someone without damaging relationships. How do I access info & what info is important. How do we broadcast the principles and non negociables. How receptive are we to entrance affecting the operating system and the DNA? Can I name clearly what I get from being a part of percolab? What if I'm the only one to oppose a decision to integrate someone? What if my gut says no but my head says yes? What if someone takes a decision that is not for the collective? When and how do we decide that it doesn't work? How large, how deep and how high? Multidimensional growth. How to recruit the best talents of the place? Y a-t-il un bon timing pour percolab? Do we want people joining from different geographic areas? What happens if the person owns or manages another company? How does the person wear the percolab identity and what if they're bad at it? I.e. when they talk about percolab it makes me wince. What about x project I already had or want to do? What about conflict of interest in decision making. What does an awesome onboarding experience feel like? Quel statut a-t-on une fois la transition coop fait? Peut-on avoir une activité professionnelle à côté.

Y a-t-il un rite d'intégration? 

How does integration connect to what we want to do to work on money? Are we looking to have people join that open up new markets? Who can help me? Is there an integration buddy? Y a-t-il un système de mentorat pour les nouvelles personnes? How do we learn when we get into percolab. Do people need to be of a certain professional standard (how much are we investing)? What if someone comes in as senior and wants to be considered as such within the organization? What if we missed integration? Exit without damage? Can someone be reintegrated years later? What are the different levels of collaborator? How does the DNA evolve?

Categories: We want a trial period. Associate member before full member. Onboarding. Training. Mentor. How do we want people to enter. How that is done?

Comment l'apprentissage d'un nouveau membre peut-il être soutenu économiquement sur les mandats qu'il rapporte?

Dans une réalité où il faut pouvoir payer son loyer, ses factures, comment percolab favoriser l'autonomie de ses membres et non ce lien de dépendance au savoir et à la connaissance qui limite les possibilités de croissance économiques et personnelles?

Expectations. Where do I access info. Is there a letter? Can I work with other organizations?

Why do we not have POC on the team? Everyone needing to speak English? Diversity. Experience. Men and women. Part time? What are the legal constraints - (i.e. part time). If you work under 20 hours, you are in a different category.

Asking permission = not self-managing.

Do we need to like everyone? personal & non-personal. law about hiring people. You don't get to hire people based on whatever you want. Being proactive.

What are the legal implications of joining a coop. If its unsollicited? Jurisprudence HR. A non-issue until an issue.

What happens if the person owns another company. X project I already have. Conflicts of interest. Professional interests outside of percolab (i.e. part-time, studying, working). Exclusivity category.

Economic factors.


When do we go into 2 circles.

Are we integrated?

How do we leave with situations?

DNA and gene pool.


How do you take decisions now? Why do you do it this way? What works? What are the challenges when you scale up?


Balancing outcomes & the plan.

There's been more depth and intensity in this day and a half than the last three months. I feel like part of the circle. We are in a position to help many organizations do breakthroughts and go through hurdles. I felt like percolab was taking its own medecine. I can see the value of having this work at a much higher frequency. I could see this on a monthly basis.

Seeing the jive of us all together. Grateful for the chalet. For Eirik. Of course its obvious that we would have meetings on the coop until its done! But it's not.

I'm feeling frustrated that we didn't get to juicy decisions and we didn't. Maybe we weren't ripe. I'm actually an introvert. But I felt ok being with everyone! Throw a question, not have to hold back. A clarity. Really strong. I do not want to integrate any new people until we have the coop and until we have figured out a solid amount of these questions. Until we feel our way around us and the formal structure is set up. It would almost be irresponsable to bring new people in. Especially given legal frameworks that we collectively don't understand.

I'm happy because we're going to have a fun metrics meeting. We will have a coop by the end of december. I am worried about things : diversity, is self-management on white? Building a second circle. The oxygen we were talking Thanks for the retreat.

Merci de l'invitation. Ça me permit de voir que je me sens bien avec vous. Ce n'est pas évident dans un grand groupe. Ça m'a permis d'identifier plus votre réalité. Ce n'était pas trop le cas avant. Ce que je serais ravie de continuer en tant que collaboratrice. Après, advienne qui pourra.

I'm appreciating the silence. I really see a lot of value of seeing value in seeing these big questions. Where do we want to go. I feel excited that we are doing this together. Excited and grateful. And honoured. Every time I have these meetings, I see the strengthening of connections that we have. That is very important to me. Opportunity to step outside. I feel so lucky.

I am very grateful. For me, this has been such a gift in many ways. Thank you for hosting me. Experiences of montreal. Have a chance to explore this field myself with people who are participating, who are playing on. The assistance...gentle. I couldn'T ask for more for a test period. Both exploring myself and teh field. Just the fact...really beautiful...very healthy to see how you can name things. And...when it can be can put these things on the table and turn them into questions. I'm very happy you invited me into this.

2 wishes. forward movement about the invisible work that no one is seeing. We made a huge step forward. Co-managing is good. Legal issues - I'm constantly the only one that is bringing this up. Bringing people in - legal knowledge, legal contacts. 2nd thing : a clear line on integration. We don't have a clear line, we have a simpler clear line. But I've been waiting for 12 months. I'm not settled on that point. Opened a box and moved forward with this stuff. Happy to move forward. Call a meeting. Put my role of rapporteur financier and put it the center. Elizabeth takes it in exchange for legal protector. AGREED.

J'ai mieux compris les enjeux qu'on a en ce moment. Les réalités qu'on a. M'aider dans mes prochaines décisions. Atelier métrique. Meilleure compréhension de la partie légale. Avoir discuté avec l'ensemble de l'équipe. On est moins dans cette réalité du quotidient. Ce qu'on ressent vraiment. N'oublions pas la partie légale. Je tiens à remercier pour tout le travail qu'elle a fait sur HOLA. C'est fantastique ce que t'as fait.

gratitude. everything that we've done. There's stuff that is tigher than it was before. Having the questions helps us deal. its nice to be one the other side...letting know, letting go and knowning that youve helped the group move forward.

Bringing in own issues v. the collective issues. Individual things that people need to bring forward themselves. THere's some really good collective stuff. What I'm excited about. To have a better integration process. I'm energized to take on the roles I the standard that I expect of everyone else. I'm going to