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Is Your Company Open to the Idea of Organizational Self-Management?

Today, according to Gallup, only 33 percent of American workers are engaged at work, with 16 percent “actively disengaged”— costing U.S. businesses around half a trillion dollars each year in lost productivity.

For the modern business leader, this should be considered a crisis; a new problem born of old management strategies and dated command-control hierarchies. It follows then that the solutions won’t be found by sheer force of will; they won’t be found by doing things the way they’ve always been done.

Author and management thinker, Doug Kirkpatrick, has written the book on fixing the 21st-century workplace. The No-Limits Enterprise: Organizational Self-Management in the New World of Work challenges leaders to truly understand and trust people.

Organizational self-management posits two critical principles: first, people work best when they are happy and passionate about their work. Second, people produce and innovate on their highest levels when they are not coerced to work but are simply expected to keep the commitments they freely make to their colleagues and their organization. What a concept!

Yet, the journey to becoming a pioneering, 21st-century organization can be an arduous one. Not every business or department is a great fit for organizational self-management, and, more importantly, not every leader can handle ceding the control and power their position commands.

The leaders and companies that can overcome the challenges and embrace fundamental principles of organizational self-management have the potential to create an enterprise with limitless power for growth.

Let’s find out how open your organization is to the idea of self-management!

Complete the following sentences with the answers that most closely reflect your current situation. Approach all 10 questions with honesty. There are no wrong answers.

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