A short work month for me, as I was still on holiday during the first two weeks.
We began in Groningen, working with a team of researchers, building structures to help them coordinate and work efficiently and effectively. I spent an extra day in the city, meeting with an HR executive of the university, discussing organisational development and consulting for university teams.
Travelling back to Dresden, I reconnected with former Structure & Process Partners Annette Mehlhoop (who now works at Bremer Baumwollbörse) and Lynoure Braakman (who works with neuland – Büro für Informatik) in Oldenburg and Bremen.
I spent a week in Dresden catching up on communication, processing a good number of new leads that had come in and running an exploratory call with a potential new client. I prepared a workshop process for our new client in Switzerland who we will see next week. This was the most stressful week.
I am technically on holiday. But as I was browsing business email, I fell into last month’s work notes and noticed: oh, it’s time!
I do enjoy taking this time off. Except for my vacation in December 2017, I haven’t taken a true holiday in a very long time. I feel relaxed, easy and joyful. My brain is producing some creativity that for once does not circle around Structure & Process, Organisational Development or other things close to my usual profession. I like it.
In “Planned obsolescence”, Eugenio Molini speaks about working in such a way, that his client no longer needs his service. He then extends this perspective to his whole career, confronting the fears that come up with it.
I had some difficulty writing these Work Notes. As I looked over my calendar and the outcomes of last month, I thought: “Oh dear! This is not interesting! I was mostly traveling, and involved with my more personal issues; and yes, while we made some important progress with our clients, there is nothing really interesting to say to the world about that…”
When I raised this in our Monday Tactical Meeting, having almost dropped the project, Malwina told me: “Well: write about that. Share your process!” And I think she is right.
One of the aspects most important to beautiful work (our organisation’s purpose), is that I can set my own rhythm. Or tune into what might be the “natural” rhythm, not needing to force anything or raise the speed of development, when things are actually fine. It allows me to take myself seriously, and allow development for myself as a person, rather than just being a role-filler of the organisation.
Welcome, to what may become a new column here on our blog! With these notes, I want to chronicle our work year and provide updates on what we do and how our thinking and practise develops. I start it as an experiment – your feedback is very welcome!
We started this work year very slowly, and, myself, after coming from a solid, long vacation in December. I worked only from home in the first week of January, sorting out emails, cleaning things up, creating good working conditions.
5 days in the most beautiful of places, reconnecting with each other as coworkers and collaborators, and inviting clients to join us. For what? For being together in mindfulness, to breathe, relax, look deeply into things, and see if work might also happen. Which it did. I was fascinated with how well everything went, with the new ideas that came up (one of which went into practise immediately), with the ease of being together.
Week 3 had a final work team meeting at reinblau, our main organisational development client in Berlin. I was glad to wrap up the work for now, and give it over into full responsibility of the client. The rhythm felt right: There is time for consulting and input and change, and a time to let things settle or unfold in new ways, to step away, and come back at another time.
I got stuck in Berlin with the storm and found myself with a gorgeous room at the Lux 11 for the night, looking out on Alexanderplatz. From there, I ran a call with our new clients in Groningen in the next morning, discussing next steps and setting up a new workshop with them. (We started working with a team of researchers from the University of Groningen in November 2017, working with a process based on our strategy workshop. More to come.)
In the final week, I reconnected with Holacracy Club, a Berlin-based community of Holacracy practitioners that I hadn’t been with in many months. I was glad to get updates on what everyone is doing. It turned out that many of us are now consultants! (When I joined in 2016, I was the only one.)
I explored three new incoming work requests from potential clients and produced proposals for all of them.
Our work feels easy and calm and purposeful at the moment. The work load is just right. Occasional feelings of overwhelm point me to better personal organisation, rather than to changes in the company.
We basically function as a team of 2 people now. While last year this has given me some worry about not having enough capacity or not being interesting enough, I now appreciate the ease of coordination and the sense of personal responsibility that this gives us. As we keep the number of concurrent projects low (and are making conscious effort to reduce work-in-progress where we can), we can stay focused and make good progress in all places that need attention.
Over the years that Structure & Process has existed, our purpose has changed many times. We have moved between “large”, “high”, more abstract goals or visions, and more down-to-earth manifestations of what our company intends to bring into the world.
We are looking for words that inspire and guide us: They tell us what to put attention to and what to work on. They should also be inviting for others to engage with us. We are looking for a quality that “opens” – that invites new conversations about things that matter – and that “closes” – moves to action – at the same time.
We phrase Purpose positively, as an outcome that we want to see in the world: At the same time, we acknowledge the flipside of every positive statement: A sentiment of pain or suffering, something that is “wrong” or less than ideal for us, and calls for improving, fixing, bettering.
Over two Partner Meetings this summer, we changed our company purpose again. It became, short and simple: “Beautiful Work.”
Our current company purpose: “Beautiful Work”
When we started out with Structure & Process in 2012, we noticed that many people around us were dissatisfied with their work: They disliked their work environments, their bosses, their coworkers or their staff. Some questioned the meaning of their work fundamentally, being disillusioned with capitalism and looking for more depth in their work.
Then I noticed that I was not happy myself: I loved my freedom and autonomy as a self-employed person, but missed the deep connectedness and shared meaning that I had experienced living as a Buddhist Monastic.
While staying at the Obenaus Community in Southern Styria this week, I tracked my day: I wanted to observe how I spend my time, so that I can harvest insights on a balanced work day structure.
I share it here for inspiration and exchange: I am curious how others structure their day to find balance, health and productivity in their work day.
“Work” for me was office work on this day – mostly on the computer.
0700 Meditation & self-care
0800 Breakfast (about 45 minutes, then set up for work)
0900 Work (online meeting with the team of Structure & Process)
1030 Break / personal social time (spent in the garden, speaking on the phone with a friend)
1100 Break / Community time
1125 Work continues (computer, phone, paper)
1415 Nap & self-care
1900 End Work
This schedule felt just right for me, except for the last work period, which was too long. If this became my proper schedule, I would experiment ending work at 1830.
This would net three work periods of 1.5 hours and one of 1 hour: 5.5 net work hours (which seems plenty). I could see the work periods dedicated for other purposes (community time, study, outside travels, more rest) depending on situational need.
My personal highlights:
Early wakeup. I enjoy waking up early. I often go to bed late though, which then impacts on everything else. On this day, I had committed to a shared meditation at 0700, so I knew I would get up at a fixed time.
Dedicated meditation time.
Regular meals. Early-ish breakfast. Long lunch break.
Dedicated time for personal connections and community during the day (not pushed aside by work, not pushed into the evening)
Scheduled Nap Time! Every day becomes better with a nap for me. I have never regretted a single nap I took, ever. Note to self: take more naps.
Dedicated personal care time during the day (while I am awake and energetic, not pushed into the evening when I am often tired)
Work periods have 90 minutes max, then a break follows.
I have yet to see how I can apply this in my daily life, which often involves travels and changes in location. I could see an expansion for the week too, using this from Monday to Thursday, relaxing on Friday and taking a break on Saturday and Sunday.
What structures do you use to go through your day? What has worked for you and what not? I am curious to hear about others’ schedules or interesting pieces of structure that help you find balance, health, productivity and peace of mind during your work day!
I procrastinated publishing this post long enough that our organisation’s official purpose changed meanwhile. :-) I still find it valuable to share though, as it expresses a nuance on our work that I enjoy.
Even if as a company, we now speak more generally about “beautiful work” (another blogpost will follow), “encounters for meaningful collaboration” are still the heart of what we produce and what we thrive on. I offer this to you, for inspiration and connection! – Martina
We say: Encounters, as in: meeting of real people: Real humans meeting real humans. In all their complexity. With all the potential for change.
We say: “encounters” rather than “meetings”: Encounters are fierce, intensely personal, piercing. They might start subtly, but they carry immense strength. An encounter will change you, and may change your life.
We say: Collaboration, as in: working together to build something. Solving problems. Doing it together as opposed to doing it alone. With shared ownership and active engagement of all parties.
Collaboration may be structured or free-flowing. Rules and roles may appear, change, and dissolve. Collaboration can be clear and collaboration can be messy. Sometimes it is both at the same time.
We say: Meaningful, as in: with purpose. With depth. With intent. Sinnvoll. Zweckgerichtet. Intentional. We invite depth, feeling, intentionality. We quest into intimate questions of what is important and what not. We care for the personal meaning in what may look to the outside as shared or even collective, large-scale work. Life is short. What is meaningful to you?
Meaningful collaboration is not: random. “For fun”. An “experiment”. It is dedicated effort towards something significant. Fun and lightness come naturally to the process, but they are not goals in themselves. Enjoyment may be: Deep joy arises when meaning is apparent.
As an organisation, Structure & Process creates “encounters for meaningful collaboration”. In our work as a team, with our clients, in our client organisations. We invite you to join us: to co-create, to collaborate, and engage with the world’s, our communities’ and our shared personal challenges.
I visited Obenaus Community in Styria this month. The community there is currently reflecting its decision making process and ask me to briefly introduce them to Holacracy.
As I was speaking, Viola Tschendel – Graphic Harvester, and one of the residents at Obenaus – created this visual of my talk.
A brief outline:
Holacracy is based on Purpose. It organises the work, the “stuff”, not the people.
First Rule is: You can do anything. (Unless it is forbidden.) Go for it.
Second step: Assign Roles: Capture what is already happening, make it transparent. (So that it can be discussed more easily, and changed if necessary.)
A Role has a Name, a Purpose, and Accountabilities. It might have a Domain: Property that it controls. (“Don’t touch the cook’s knives without permission.”)
It helps to have a stable process facilitator, to help the community have the conversation about role building, domains, control.
Holacracy defines a process for the conversation about power. It opens up stable, safe space for constructive disagreement. It allows people to show up fully, with all of their concerns, worries or wishes for change, and process these inputs (called “tensions”) into useful output.
The Holacracy Governance Process brings clarity and efficiency in creating and processing proposals for structural change
The Holacracy Tactical Process asks “what do you need?”, thereby keeps tension with the tension holder, creating safe space for others.
“Lead Link” is a Role that assigns Roles to people. People can always give roles back: nobody can be forced to do work or hold a Role they don’t want.
Subcircles can be formed as the structure gets more complicated
I left very inspired from my stay, having joined Social Presencing Theatre (with Dirk Bräuninger) and Systemic Constellations (with Rainer von Leoprechting, who is also a Partner in Structure & Process). I was glad to work with Viola (you will see more of us coming up), and with Vihra Dincheva, an excellent Online Host and Partner in Enlivening Edge. All the best for your next steps!