Principles which inform “how we do the work” better suited for complex and unpredictable work. Drawn from the Responsive.org movement. Expressed as tensions on a continuum they help teams to find the right mix suited to the type of work they do.
Useful to remember that not all work is unpredictable, or uncertain and that true adaptability means applying the right mode of management for the context you’re in.
See Simon Wardley’s view on matching doctrine to context: What culture is right for you?
There’s a reason we’ve run organizations the way we have. Our old Command and Control operating model was well-suited for complicated and predictable challenges. Some of these challenges still exist today and may respond to the industrial-era practices that we know so well. However, as the pace of change accelerates, the challenges we face are becoming less and less predictable. Those practices that were so successful in the past are counter-productive in less predictable environments. In contrast, Responsive Organizations are designed to thrive in less predictable environments by balancing the following tensions:
More Predictable <-> Less Predictable
Profit <-> Purpose
Hierarchies <-> Networks
Controlling <-> Empowering
Planning <-> Experimentation
Privacy <-> Transparency