Starfish and spiders as problem-solvers


A lot of business books claim to provide vital knowledge. Every so often one of these books actually delivers.

Last fall I read a fascinating book titled “The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations” by Ori Brafman and Rod A. Beckstrom. The term “starfish” refers to leaderless organizations like Wikipedia, while “spider” refers to a company that has a traditional top-down leadership model.

I was fascinated by the concept of leaderless organizations, never having thought of Craigslist or Napster in that fashion. Although those websites had founders who administered them, their success was based on users having the right to act as co-administrators. This makes sense in hindsight – think of the popularity of television shows like “American Idol” where audience members vote to determine the contest’s winner. Realty show voting and Internet sites give everyone a voice in this age of social networking.

I’ve been revisiting “The Starfish” lately to gain new insights into the starfish concept. One chapter is devoted to hybrid organizations, or those that have aspects of both starfish (leaderless) and spiders (top-down management). The chapter mentions the work of David Cooperrider, a professor at Case Western Business School who developed the concept of “appreciative inquiry.”

Appreciative inquiry is used to solve problems in organizations. People from all levels of a company participate in pairs to interview one another. As the book states, a janitor may ask the CEO questions, which are provided by Cooperrider to encourage people to open up. Cooperrider’s intention is to break down the hierarchy. After the interviews conclude, participants get together to brainstorm, and every person’s idea is treated with respect. Since everyone feels they had a voice, they are more likely to buy into any plans that result from the session.

The “Starfish” authors make their case for the appreciative inquiry technique despite its sounding like a “touchy-feely” method. They note that the technique led to resolving a dispute between truckers and management at one of the world’s largest truck companies. The process also was credited with the creation of a strategic plan at the U.S. Navy.

You don’t have to view conflicts as an unavoidable part of doing business; disagreement can be healthy when it is managed effectively and channeled into creative problem-solving where everyone’s voice is heard in a respectful way. It’s only when respect is thrown out and disagreement is unmanaged that it becomes destructive conflict.

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Stop to give praise


Today at work, I took the time to do something that’s not done often enough in the news industry: I gave praise.

Some editors are good at giving praise. But oftentimes, a newspaper staff gets caught up in the daily grind of producing stories and other content. They get so caught up in the moment or working on the next goal they forget to look back at what worked well. Journalists tend to be cynical and look first to what was done wrong. Sometimes management does the same thing.
Recently at work, we were asked to improve our efforts and improve our performance. No mention was made of what we do correctly. So, I took a moment at the end of a staff meeting to tell several co-workers that I thought they did a good job on a couple of special projects, projects that were done in addition to the daily grind.

Dealing with the daily grind can be hard enough without hearing only what needs to be improved. Take the time to tell someone you work with that you appreciate his or her hard work.

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