The world is dynamic, moving fast, and difficult to predict. Given such volatile conditions, consider building your organisation out of granular, dynamic building blocks (roles) rather than coarse-grained, rigid units (positions).

To build a physical structure that lasts, you have to carefully consider the building blocks. If they are too clunky and rigid, the structure snaps under the pressure of external forces. Architects and structural designers know this well, and have developed techniques to make sure a building withstands pressure. How can we apply this knowledge toward building resilient conceptual structures such as an organisation?

One simple, yet powerful idea is to reconsider your building blocks and design your organisational chart as a collection of job roles rather than job positions. This easy-to-implement change has a major impact on your organisation’s agility and adaptability. It also permits employees to personalise their job to match their individual strengths and motivation. …

Insights from the first Peerdom Forum, where we talked about common challenges in self-organised workplaces.

Self-organisation is often touted as the holy grail of the future workplace. Most information you find about self-organisation (or self-management, Teal, Sociocracy, Holacracy, *cracy, etc.) points out how such an organisational model will revolutionise the workplace by empowering employees, increasing market resilience, and abolishing unnecessary interpersonal hierarchies. The bias toward highlighting its advantages and successes is understandable; passionate followers of any movement naturally expose the positive and downplay the negative.

At Peerdom, we’re also passionate about self-organisation and rethinking collaboration dynamics. Nevertheless, at the first-ever Peerdom Forum, we decided to focus on the downsides of implementing self-organisation, in order to better understand what still needs to be improved. …

Here we are! Standing on the shore of this newfound land. Our shoes are tied and we’re equipped with the necessary tools to start our endeavour. We decided to keep a logbook of our adventure in search of the best way to work together. Because that’s what Peerdom is about: We want to make it possible for any organisation to evolve and transform into a collective of peers.

This logbook serves as a reminder of what we’ve learned on our travels. It’s a way for us to keep you in the loop of where we are, and where we are going. Here, you’ll read reports from our newest discoveries, developments, and plans. We invite you to always share your own suggestions and dreams on how to make work the best it can be. After all, learning is integral to a successful expedition. …

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