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To build a participatory organization, distribute information broadly. Make everyone knowledgeable about the organization's purposes, vision and values. This helps people interact better. They can take responsibility more knowledgeably and do a better job, more in keeping with the organization's core values ​​and goals. Being fully informed helps people plan and act. And, plans people develop themselves have more meaning. This "participative process" is key. It "makes the plan come alive as a personal reality," something people can commit themselves to fulfilling.

Open information requires being willing to let in information that could disrupt the organization. It means being willing to let people interpret it themselves, and arrive at their own meanings and ways of doing their jobs. This creates a self-organizing system that is more open to change. It may seem scary to do this, because disequilibrium can be disruptive. However, this is how organizations grow and adapt to changes in the environment. They learn when it is time to change, and they respond accordingly. For example, if some product or service is not working well, you want to know, so you can change it. Then, despite momentary disorder, the organization will reconcile and achieve stability over time.

This approach to using information is quite different than managing it. Traditionally, you may think of information as a thing that can be controlled and contained. Instead, think of information as a "dynamic, changing element," which contributes to change. Thus, rather than think of information management, think of information "encouragement." Spreading access to information through the system. Information should not be controlled by a few experts or specialists. Rather it should be a "system-wide capacity" that is available in an open organization, accessible to anyone who needs it.



Source by Sean Collins

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