Maybe some day we’ll look back on the role of the manager in our organizations and laugh.
Such a quaint trend. Kind of like having The Clapper in every room of your house, or wearing multiple Swatch watches, or working out to Richard Simmons videos. Each seemed really helpful at the time, but looking back, we kind of wonder what the heck we were thinking.
OK, I’m exaggerating. After all, the manager/employee trend has been going strong for 100 years or more. But are we seeing enormous changes in the role of managers on the horizon? Signs point to yes.
In some of the most forward-thinking businesses and in many projects being run the open source way, the traditional manager/employee relationship, which looks something like the image above, is being replaced with something much less formal and much more flexible.
I think the new model looks more like this:
[read the rest of this post on opensource.com]
I love The New York Times, the best newspaper in the world. There is no greater pleasure than sitting out on the patio on a Sunday morning, reading The New York Times, and learning.
I stress the word learning because there are so few places left in our world where true discovery happens. Most of the time, marketers, computers, and even our friends are showing us more of what we already know we like, rather than introducing us to things we have never seen or heard of before.
In the pages of The New York Times, I can be introduced to people, places, events, ideas I would have never found on my own. Every day I read The Times I learn something new. The paper expands my understanding of the world rather than reflecting back to me the understanding I already have.
This is an incredibly valuable service. It is a service that very few media companies in the world still provide (my local paper, the Raleigh News and Observer, rarely does these days, sadly).
Yet, the ongoing conversation about how to solve the financial issues of The New York Times revolves around fixing the business model for newspapers. Most experts say the model is fundamentally broken, and a report released last week by the Pew Research Center’s Project for Excellence in Journalism doesn’t have a lot of good news for the future of journalism as a whole.
From my vantage point, the answer to fixing The New York Times will not come from exploring a revolutionary business model. It will come from a revolutionary brand, culture, and community model. Let me explain.
In the discussions around some of my previous articles, I’ve noticed a trend: we seem to be focusing on cultural changes that need to be made for the open source way to be effective in contexts beyond technology. One cultural context I think could really use some help is politics.
I read an interesting post last week by Morton Hansen (author of Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results) entitled Obama’s Five Collaboration Mistakes. In the comments below the post, some folks interpreted his words as an attack on the Obama administration. Me? I’d probably interpret Hansen’s words more broadly. Perhaps something like:
Politicians are pretty darned bad at collaborating a lot of the time.
I think many folks would agree with this statement no matter where they sit politically. No matter where they live around the world.
In fact, the word “political” has become almost synonymous with anti-collaborative behavior in many contexts. Certainly in the business world.
But there is a lot a stake here. The economic downturn has hurt our businesses badly. And this has affected many of us in even more personal ways. Jobs. Homes. Security.
We need innovation in the political world to help solve the problems of the business world. Which means we are going to need better collaboration across political boundaries, both inside and between our countries.
Could we open source folks help?
[Read the rest of this article on opensource.com]