Last week, I delivered some training to a group of Morning Star colleagues at the California Sun harvesting facility in College City, California (an oddly named town, since there is currently no college in or near College City). There are about twenty-two self-managed colleagues working there, performing the vital work of repairing and maintaining tomato harvesting equipment and training equipment drivers.

Work Revolution co-founder Josh Allan Dykstra interviews Doug Kirkpatrick from the Morning Star Self-Management Institute.  The discussion begins with a brief history of Morning Star and the development of Self-Management, then covers a wide range of topics, including: CLOU, Steppingstones, Gaining Agreement and the "Misperceptions of Self-Management" outlined by Frederic Laloux in his article on the SMI site.

Say “Self-Management” and almost everyone gets the wrong idea.

Self-managing structures are appearing everywhere, and get increasing attention in the media. They seem to be much more adaptative, agile, motivating than traditional pyramidal organizations, and they appear to achieve spectacular results. But is this a simple fad, or a new phenomenon destined to spread? And why are most people dismissive when you mention the possibility to run organizations “without a boss”?

By Frederic Laloux. Published by Nelson Parker.

The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs.