Advice Process
This will give people in a healthy level of self-organisation and autonomy. Any one can make any decision as long as...
- Everyone meaningfully affected by the decision is consulted
- Experts on the topic are consulted
Advice received should be considered.
Stakeholders
- Decision Maker: The person who first notice the issue - or the person most affected by the issue
- Adviser: Expert on the topic, or people affected by the issue.
The expected outcome is NOT a compromise between all stakeholders - BUT to access collective wisdom to come to the best decision. The decision maker has to decide on the final course of action - after getting advise and perspective from the other stakeholders.
This is a big difference between asking for advice and proposing an idea. When you are the decision maker, it might seem small to you - but people who are affected by the decision will have a different reaction.
The process is also an agreement between the stakeholders to give and seek advice without judgement. If done well, people who are new to the system also will be comfortable giving advice. This process should be taken as the process of evolving ideas and decision.
When asking for advice, start with people near to you, your team, etc.
Reaktor Specific Prompts
The most standard Advice might come in the form of checking how the decision or idea will benefit Reaktor, our customers and reaktorians in short and long term. In other words finding a win-win-win proposition. The other standard angle might be sustainability: can we come up with a solution that will make life easier with less overhead at the same time? In other words going for simplicity and avoiding burdening the organization.
Content taken from 'Reinventing Organizations' Book.