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A few weeks ago, a colleague sent me a well-reasoned note that pointed to what he felt were contradictions between a few of my previous blog posts. He reminded me that Self-Management derives a great deal of strength from the cross-colleague feedback that the organizational model should foster. It forms a sort of self-regulating organization that, theoretically, is far stronger than the traditional hierarchical model in that each and every colleague is charged with addressing and correcting issues they perceive within the organization.
Numerous management books, and countless magazine and newspaper articles, have examined Google's innovative way of organizing over the past few years. Specifically, writers and academics alike have marveled at Google's unique tactic for inspiring innovation: allow each employee "flex" time--discretionary time that they can spend on the project of their choice. As the project grows "legs" (that is, as it begins to show some promise), it's the employee's responsibility to lobby his co-workers and managers for additional resources.