New Integrity, the creative consultancy I'm a partner in, is presenting at the Spirit in Business conference in Zurich this weekend - we're doing a 'learnshop' on the Play Ethic. A few of the materials we're reading include this piece from Ricardo Semler, the maverick business-anarchist from Brazil, who advocates a model of work (in his Semco conglomerate) that's as close to play as one could imagine - yet is growing his business exponentially. As he explains in The Seven Day Weekend:
Be warned--many of our basic tenets fly in the face of even the most progressive business owners or managers. Our "architecture" is really the sum of all the conventional business practices we avoid.Another 'why not?' voice - excellent!It's our lack of formal structure, our willingness to let workers follow their interests and their instincts when choosing jobs or projects. It's our insistence that workers seek personal challenges and satisfaction before trying to meet the company's goals. It's our commitment to encouraging employees to ramble through their day or week so that they will meander into new ideas and new business opportunities. It's our philosophy of embracing democracy and open communication, and inciting questions and dissent in the workplace.
On-the-job democracy isn't just a lofty concept but a better, more profitable way to do things. We all demand democracy in every other aspect of our lives and culture. People are considered adults in their private lives, at the bank, at their children's schools, with family and among friends--so why are they suddenly treated like adolescents at work? Why can't workers be involved in choosing their own leaders? Why shouldn't they manage themselves? Why can't they speak up--challenge, question, share information openly?
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