An example of a Trust based company constitution: The Quaker Bank, trading as The Quaker Finance Trust. Quaker Finance Trust C I C articles of association 12 Dec 12 copy The Constitution as attached is close to the final version as now in use. The only differences are the removal of references to Britain Yearly […]
Giles has written two books (see below) and is finishing a third which will be a workbook for the busy business person, exploring new ways of being and doing in organizations including different ways of operating and organizing. Two websites to take a look at are:
‘In every human organisation there is a tension between its designed structures, which embody relationships of power, and its emergent structures, which represent the organisation’s aliveness and creativity. Skillful managers understand the interdependence of design and emergence.’
As usual nothing is as straight forward as it might seem. I was reviewing the three areas that I believe most impact trust (consistency, transparency and mutual support) and realised that they were not the whole story. Each term needed to be balanced by another awareness
So, how does someone trust your organisation when everything is constantly changing? Has anyone ever articulated what it is about your organisation that they trust? And what happens when those criteria (conscious or unconscious) change over time?
On 25th April a SoL-UK event was held at One Alfred Place in London. At this cafe style event we explored our undertanding of trust with, and within, organisations. The conversations were guided by questions provided by Sally Bibb (author of’ Trust Matters’ and The Right Thing: A Everyday Guide to Ethics in Business’ and […]
You might be interested in an cafe style event sponsored by SoL-UK called: Trust: What do Organisations Really Learn It is taking place at One Alfred Place, London 17:30 – 19:30, 25th April 2013
In the past our view of the world (the Cartesian-Newtonian paradigm) allowed for the assumption that an organisation, and its operation, were knowable, predictable and controllable. Everyone knew what to expect in this ‘simple’ world. There was a basic common understanding that allowed for a form of trust in the organisation, in the community, and […]
There was an interesting article in the Financial Times yesterday about the corporate structure of Patagonia, makers of outdoor gear. Patagonia recently converted to a “B” corp, a For-Benefit corporation, in the US and has made consequential changes to its structure. Patagonia “want to catch the wave of change in capitalism and ride it until […]
Sparked by a conversation the other day, it began to dawn on me that what we are seeing in our work to develop new forms of business is the move from a mechanistic to a systems view of business. Similar to many disciplines in the sciences, it is becoming clear that mechanical models for business […]