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A
A
A
A
term
I
use
to
mean
the
relationship
between
our
roles
and
what
those
roles
need
and
want
of
each
other
separate
from
our
personal
connection,
and
I
believe
that
that
can
be
aptly
applied
to
many
aspects
of
organizational
design
that
sometimes
it's
not
just
about
the
human
interaction
but
clashes
and
conflict.
Give
us
an
opportunity
to
have
a
look
at
the
systems
and
structures
to
see
where
they
can
be
changed.
C
D
E
C
B
C
B
B
So
let's
do
individual
motivation
first,
so
motivation
is
an
important
organizational
concern,
as
it
is
a
significant
factor
in
determining
why
people
participate
in
an
organization.
Motivation
influences
whether
individuals
strive
to
accomplish
either
personal
or
organizational
goals
or
both
as
well
as
to
the
extent
to
which
they
allow
others
to
direct
and
control
their
behaviors.
B
B
Sorry
so
next
is
our
safety
and
security
needs
from
an
organizational
perspective.
These
these
needs
could
be
satisfied
through
things
like
work
agreements,
performance
feedback
and
communicating
expectations,
above
that
we
have
our
social
and
affiliative
needs
things
like
love,
belonging
and
intimacy.
B
These
can
be
achieved
in
organizations
through
social
events,
shared
experiences
and
community
interactions
that
are
not
related
to
work.
Then
we
have
esteem
and
recognition
needs
which
have
to
do
with
the
desire
to
gain
status,
recognition
and
power
from
an
organizational
perspective.
This
could
come
in
the
form
of
a
raise
promotion
or
authority
over
new
work
and
then,
finally,
at
the
top
of
that
pyramid,
we
have
self-actualization
where
the
individual
needs
match
the
individual's
personal
desires.
B
B
B
B
Not
opposite
in
the
same
continuum,
higher
order
of
needs,
while
dissatisfaction,
is
associated
with
maslow's,
lower
order
of
needs
so
satisfy
satisfying
the
lower
levels
can
reduce
dissatisfaction,
but
they
will
never
lead
to
satisfaction
so
things
like
work
agreements
and
feedback
and
expectations.
They
can
reduce
the
amount
of
dissatisfaction
an
individual
may
have
when
entering
an
organization,
but
they'll
never
lead
to
satisfaction.
Only
these
higher
order
needs
can
accomplish
that.
B
So
what
does
this
mean
for
dallas?
Well,
dissatisfaction
stems
from
environmental
and
structural
elements,
while
satisfaction
stems
from
social
and
cultural
elements
so
which
takes
us
into
kind
of
the
organizational
structures
that
that
I
want
to
discuss
when
we
develop
organizational
structures.
It
is
important
to
take
into
consideration
that
your
approach
towards
organizational
design
holds
the
possibility
to
create
a
context
or
an
environment
that
can
lead
to
job
dissatisfaction
and
condition
potentially
organizational
conflict.
B
On
top
of
that,
we
want
to
ensure
that
our
social
layer
is
able
to
provide
for
those
upper
order
needs
so
that
satisfaction
can't
be
achieved,
and
so
there
are
two
really
really
important
theoretical
concepts
that
graviton
should
understand
about
organizational
structure
and
those
two
concepts
serve
as
a
framework
for
organizational
design
and
which
are
differentiation
and
integration.
B
Differentiation
refers
to
the
degree
of
specialization
within
the
organization
and,
as
this
is
how
we
organize
the
different
tasks
of
the
organization
which
aligns
with
its
stated
purpose
and
the
tec,
differentiation
takes
the
form
of
working
groups
who
are
specialized
to
achieve
specific
organizational
goals
and
your
dow.
It
may
look
something
completely
different,
who
knows,
but
they
that
they're
organized
based
on
organizational
function.
The
more
differentiation
differentiated
the
organization
is
the
more
complex
its
structure
becomes.
B
Integration,
on
the
other
hand,
refers
to
the
mechanisms
and
procedures
that
allow
for
differentiated
tasks
to
be
coordinated
into
purposeful
action.
So
we
have
differentiation
how
we
organize
ourselves
and
integration,
which
allows
us
to
coordinate
that
organization
into
purposeful
action,
depending
on
on
how
we
organize
ourselves
and
how
we
coordinate
between
those
groups
has
significant
implications
on
determining
the
environment.
We
all
operate
in,
so
some
different
structural
components
that
are
determined
through
these.
F
B
The
complexity
of
objectives,
evaluation
decision
criteria
can
lead
to
greater
tendency
of
goals
to
be
conflicting
within
an
organization
there.
These
these
foundational
theories
have
impact
on
the
incentives
and
the
incentive
structures
that
we
create
the
personal
characteristics
of
employees.
Variations
and
personality
traits
and
needs
require
flexibility
and
higher
need
for
achievement.
So
if
your
organizational
design
cannot
accommodate
for
these
needs
for
higher
achievement,
you
may
run
into
significant
aspects
of
conflict.
B
B
So
a
list
of
some
common
structural
elements
within
daos
that
have
the
potential
for
conflict
are,
you
know,
are,
are
a
lot.
So,
let's
see
the
structural
components
of
organizational
design
have
significantly
it's
on
organizational
conflict.
B
B
This
type
of
communication
is
likely
to
be
informal
rather
than
formal
oral
rather
than
written
and
unofficial,
rather
than
official
and
since
authority
is
absent
from
horizontal.
Communication
can
often
lead
to
moments
of
miscommunication,
where
coordination
among
peers
can
take
forms
which
are
irrelevant
or
destructive
to
organizational
functions.
B
An
associated
problem
in
dow
dynamics
is
the
problem
of
agency
and
discretion.
Where
there's
no
clear,
authoritative
power
structure,
making
simple
decisions
becomes
problematic
within
downs
agency.
Overwork
is
difficult
for
many
people,
because
we
have
been
accustomed
to
think
and
act
in
hierarchical
systems
where
the
benefits
include
a
clear
chain
of
command
and
task
distribution.
B
Information
sharing
is
another
problem
area
within
dial
dynamics
where
miscommunications
around
doing
can
lead
to
a
duplication
of
efforts
and
increase
tension
among
peers.
Next,
we
have
a
rewards
system,
stratification,
reward
systems,
meaning
different
roles.
Get
paid
differently
can
be
a
common
source
of
conflict.
Individual
advancement
is
a
really
difficult
downs
due
to
lack
of
hierarchical
power,
so
certain
forms
of
advancement,
such
as
creating
spirals
into
and
out
of
greater
roles
of
responsibility
can
be
really
important.
B
It
isn't
like.
I
think,
if
I
find
it
really
interesting,
that
you
know
the
things
that
we
take,
we
look
as
weaknesses
within
dallas
can
also
be
a
source
of
organisms
or
like
a
source
of
organizational
stability
in
times
of
change
and
conflicts
and
and
how
we
design
our
downs
can
have
significant
influence
on
on
how
we
create
the
cultural
practices,
as
well
as
the
the
social
underpinnings
that
allow
us
to
make
decisions
within
within
decentralized
context.
B
So
yeah
I
apologize
for
not
having
the
presentation
and
just
reading
off
the
script
like
a
robot,
but
I
hope
that
some
of
you
got
at
least
some
of
that
and
understood
a
bit
of
it,
because
what
we
want
to
try
to
do
is
is
to
utilize
these
two
aspects:
the
the
individual
motivation,
understanding,
a
hierarchy
of
needs
and
then
understanding
how
organizational
design
influences
those
needs
within
the
user
experience
of
anybody
of
any
individual
entering
a
dow
anna
marie.
A
No,
I
think,
that's
great
and
then
maybe
if
you
could
share
your
slides
in
the
gravity
channel
now
and
then
anyone
that
sort
of
was
struggling
to
listen
just
about
that,
could
just
have
a
quick
look
now
or
obviously
afterwards
as
well.
But
no,
I
think,
that's
great.
Thank
you
so
much
nate
all
right.
So,
let's
jump
into
the
practical.
A
So
what
I'm
gonna
do
is
share
in
the
chat,
two
different
scenarios
and
we're
going
to
break
into
breakout
rooms
in
groups
of
around
four
to
five
and
you're,
going
to
have
about
20
minutes
as
a
group
to
explore
these
two
scenarios
and
as
you
look
at
the
scenarios,
the
suggestion
is
to
imagine
a
situation
that
perhaps
you
already
experience
in
a
dao
or
any
kind
of
organization,
or
an
experience
that
you've
had
in
a
previous
organization
and
using
the
wisdom
that
we
all
have
that
we
gather
from
our
time
in
communities
and
organizations
and
to
just
explore
there's
no
right
or
wrong
answers
here.
A
So
the
first
one
I'm
sharing
here
is
about
creating
spirals
into
and
out
of
positions
of
greater
responsibility,
and
I
just
want
to
add,
if
you've,
not
if
you're,
not
that
used
to
using
zoom
at
the
bottom
of
the
screen,
you
have
the
chat
option.
If
you
can't
see
it,
if
you
can't
see
the
chat,
just
click
on
the
chats
box,
and
that
should
share
that
with
you.
A
Oh
I'm
gonna
say
that's
gone
to
sugar
directly.
Let
me
redo
it
to
everyone,
great.
So,
in
the
chat,
the
first
scenario
is
about
creating
spirals
into
and
out
of
positions
of,
greater
responsibility
and
some
examples
that
might
help
your
thinking
is
something
along
the
lines
of.
Could
you
use
rituals
of
honoring
an
appreciation?
A
Might
you
want
to
bring
in
time-bound
roles?
Could
you
consider
having
advisor
roles
that
people
can
step
into?
Could
you
have
supported
hiatus
or
off-boarding
periods
for
members
and
clear
processes
for
how
someone
can
do
that?
Or
would
you
perhaps
implement
knowledge
sharing
tools
that
make
sure
that
information
is
passed
over
from
members
stepping
out
of
a
position
of
greater
responsibility?
A
A
So
as
we
put
you
into
the
rooms
and
say
the
chat
will
stay
up,
so
you
get
to
choose
as
a
group
which
one
you'd
like
to
dive
into
I'd.
Ask
that
someone
is
chosen
or
offers
to
volunteer
as
a
note
taker
to
jot
down
what
is
some
other
ideas
that
you
come
up
with
and
when
we
come
back
together,
we
will
get
we'll
share
them
with
each
other.
A
Great,
so
we've
got
just
we've
got
11
minutes
to
the
end
of
the
course,
so
just
want
to
open
this
up
and
and
invite
anyone
that
like
to
share
a
bit
about
their
ideas
and
maybe
telling
us
what
you
focused
on
what
some
of
the
ideas
were
for
the
group,
but
also
to
share
like
how
was
the
experience
for
you.
Was
there
any
place
that
felt
stuck
or
uncomfortable,
as
you
were
discussing
in
and
exploring
all
of
these
things.
A
So
if
you
just
unmute
yourself
and
and
share,
if
you
would
like
to
to
tell
us
a
bit
about
how
that
was
for
you
and
if
not,
if
you
just
pop
yourself
on
mute.
G
Well,
I'll
go
only
only
because
the
first
thing
that
they
this
your
second
question
I
can
address
immediately,
which
is
that
I
was
just
like
entering
it
quite
confused
and
a
little
anxious
about
not
really
understanding
the
assignment
and
I'm
still
not
still
not
entirely
sure
that
we're
getting
what
we're
that
we
necessarily
came
up
with
what
what
you
were
looking
for
per
se.
But
we
did
at
least
talk
share
some
stories
about.
G
G
I
think
I
think
I
think
it's
mostly
because
I
just
want
to
like
you
know
I
want
to.
I
want
to
do
it
right
or
whatever,
and
so
that's
the
energy
that
I
come
at
a
thing
with,
and
so
I
I
did
was
not
able
to
receive
the
the
the
updates
that
you
sent
in
the
middle.
I
was
like.
Oh,
are
we
doing
something
wrong
like
this?
Is
we're
just
talking
about
our
stories
and
not
like
discussing
the
examples
that
you
gave?
Oh
no,
that's.
A
G
Yeah
so
one
thing
we,
we
talked
a
fair
bit
about
just
like
our
experiences
in
different
organizations
and
how
you
know
opportunities
can
for
conflict
can
arise,
and
one
particular
story
that
I
was
asked
to
share
my
my
particular
story
only
because
it
was
sort
of
like
a
preventative
measure.
I
suppose
there's
a
bike
shop
in
tacoma
washington
where
I
live,
that
is
in
food
space.
Of
course,
you
can't
fix
bikes
online
and
the
at
the
beginning
of
covet.
G
They
after
they
made
the
decision
to
like
remain
open
through
the
pandemic
and
start
to
figure
out
how
they
were
going
to
implement
that
one
of
the
processes
that
they
implemented
was
like
just
a
two
hour
session.
At
the
beginning
of
every
day,
like
their
first
two
hours
of
being
open,
they
were
not
open
to
the
public.
G
They
were
only
open
to
staff
as
an
opportunity
for
the
staff
to
just
like
express
the
things
that
were
coming
up
for
them
from
dealing
with
all
of
the
public
and
also
express
some
of
the
things
that
they
needed
from
each
other.
In
terms
of
support
and
like
areas
where
there
was
developing
conflict
or
whatever
just
like
opportunities
to
like
off
gas,
some
of
that
and
allow
them
to
keep
providing
this
essential
service,
even
during
a
very
difficult
external
situation.
Okay,.
D
Yeah,
I
just
shared
some
of
the
notes
that
we
took
in
group
number
one
and
we
were
discussing
about
how
to
create
spirals
into
and
out
of
positions
of
greater
responsibility,
and
I
think
we
gave
really
good
ideas.
D
I
don't
know
if
tommy
or
lynn
want
to
deep
dive
on
some
of
them,
but
we
talked
like
of
certain
rituals
to
welcome
people
in
groups,
but
also
other
things
like
when
someone
is
no
longer
participating
in
the
community
that
doesn't
makes
them
an
enemy
or
that
they
are
ghosts
but
like
even
if
people
is
no
longer
in
the
community,
we
can
still
be
friends
and
they
can
still
hang
around
and
have
like
an
their
role
under
recognition
as
a
human
being
so
yeah.
D
We,
I
don't
know
if
lynn
or
tom,
want
to
share
more
of
what
we
said.
F
Sure
I
think
you
covered
it
pretty
well.
We
were
really
talking
a
lot
about
our
experiences
and
the
organizations
that
we're
in
so
juan
carlos
and
myself,
that
took
an
engineering
comments
lean
with
extinction,
rebellion
which
she
shared.
Some
really
interesting
ideas
around
how
there
is
a
role
called
locomotive
roles
in
their
circles,
and
these
roles
have
an
incentive
to
be
rotating
so
that
things
don't
get
stagnant.
F
In
terms
of
like
the
circles,
I
thought
that
was
something
very
interesting
and
new
interest
insightful
perspective,
and
then
we
talked
a
little
bit
about
like
having
agency
to
make
decisions,
which
is
perhaps
one
of
the
facets
of
having
responsibility,
is
making
decisions
for
the
community
and
how?
How
those
how
important
that
is,
and
then
this
concept
of
advice,
process
and
having
agency
to
make
decisions.
But
the
responsibility
of
you
know
getting
advice
from
the
people
impacted
by
the
decisions
before
you.
F
You
make
a
decision,
but
it
not
not
being
a
blocker
to
to
the
person
who
has
the
agency
to
make
the
decision
making
the
decision,
but
having
consulted
people
who
will
be
impacted
and
then
the
idea
of
rituals
as
well,
and
maybe
that
came
from
you
know
the
rituals
of
honoring
and
appreciation.
F
A
Well,
I
mean,
I
think
they
sound
extraordinary.
I
think
you're
absolutely
right.
I
think
it's
very
easy
to
treat
someone-
that's
perhaps
removing
their
time
and
their
energy
from
a
community
there's
a
kind
of
there's
something
painful
about
that,
and
therefore
the
relationship
kind
of
changes.
I
think
that's
really
spot
on
to
notice
that
and
it
doesn't
have
to
be
that
way,
and
I
also
think
that's
a
fascinating
idea
about
having
roles
that
are
incentivized
to
keep
them
rolling
over,
so
that
you're
constantly
getting
people
moving
in
and
out
of
that
responsibility
fascinating.
A
I
love
that
so
much,
and
would
you
share
those
specific
ideas
in
their
graviton
channel
for
us
all
as
well?
E
Yeah,
I
can
talk
if
you'd
like
can.
I
share
my
screen,
because
this
is
a
thing
that
I
shared
in
the
group
and
I've
shared
it
in
gravity
before,
but
basically
we're
talking
about.
You
know
the
potential
that
problems
could
arise
at
any
level
of
this.
E
This
is
basically
a
graphic
that
I
made
that
shows
kind
of
what
I've
come
to
think
of
as
like
the
cellular
process
for
people
to
interact,
and
so,
if
you're,
coming
out
of
like
a
centralized
organization,
the
curation,
which
is
like
to
fix
stuff
we've
done
the
way
we've
always
done.
E
It
can
often
be
this
conflict
because
people
don't
want
to
break
out
of
that,
but
I
find
that
in
in
endows
this
gravity-style
interaction,
where
you
have
somebody
who's,
moderating
and
they're
kind
of
holding
space
for
what's
been
done
and
holding
space
for
the
yes
and
part
of
the
connective
cross
pollination
emotional
portion.
Of
that.
That's
why
I
call
them
the
educational
change
agent,
because
the
technical
change
agent
is
generally
done.
You
know,
as
a
kind
of
after
we've
done
all
this
other
work.
We
kind
of
end
up
here.
E
You
know.
Maybe
somebody
didn't
ask
them
what
was
alive
in
them,
so
they
didn't
engage
for
example,
or
they
didn't
go
through
a
process
of
sense
making,
so
they
could
grasp
the
whole
context
of
everything.
So
there's
a
there's,
a
kind
of
in
the
original
in
the
original
ask.
E
It
was
very
much
talking
about
the
second
thing,
which
is:
how
is
that
we
create
these
pathways,
and
I
think
just
recognizing
that
there
is
a
rough
structure
to
how
things
go
in
the
dial
space
that
might
be
different
than
in
other
spaces,
and
that's
why
I
made
this
graphic,
because
I
was
wanting
to
kind
of
document
how
that
functioned.
So.
A
A
Brilliant
yeah,
I
love
that
and
is
there
anyone
else
from
that
group
that
wants
to
share?
Perhaps
you've
got
just
a
couple
more
minutes
about
like.
Were
there
any
examples
of
like
specific
things
you
think
like
that
could
be
that
could
be
specific
structures
or
anything
in
there
in
a
dow
that
could
be
useful
to
help
as
you
kind
of
navigate
those
and
potential
discomforts.
H
A
A
Right,
okay,
right!
Well,
we
come
to
the
end
of
our
time,
like
actually
I'd
love
to
I'm
sure
we
could
spend
another
15-20
minutes
which
would
have
been
amazing
and
but
perhaps
if,
if
you
feel
comfortable,
be
great
for
the
groups
to
share
in
gravity
about
what
which
of
the
specific
exercises
or
examples
you
you
explored
in
your
group
and
what
were
the
different
solutions
and
ideas.
You
came
up
with
and
yeah.
Thank
you
so
much
for
joining.