Do you favor tight boundaries, wide boundaries, or flexible boundaries?
When I worked at GE there was much talk about creating a boundaryless organization. But it turns out that wasn't so much without boundaries as it was to have permeable boundaries -- boundaries we could navigate as needed and expand under the right conditions. The only way that worked was to hold true to the values of the organization (some boundaries may NOT be crossed, such as "integrity"). So, it wasn't yes or no, right or wrong, when it came to defining boundaries - it was both/and. Some boundaries are flexible, and some are not. Knowing the difference is leadership. Knowing the difference is integrity.
Boundaries that are impenetrable, but unreasonable, get in our way. They get built for good intentions, but outlive their usefulness. We establish rules for a time, and then that time passes and the rules remain. They are so out of tune with what we need that they can even become embarrassing. Those boundaries need to break. Those are boundaries we must change.
We can also build walls to keep out danger and later find out that the walls are keeping out bliss as well. Interpersonal walls formed from habit. Legislative walls built from mistrust. Status walls built out of misperception of who the "other" is and who we really are.
If that wall is not necessary, useful, and kind, it probably should come down.
When we get rid of unnecessary boundaries we are more open and free to collaborate, to cooperate, to optimize our present and our future. When we let down our walls, the magic can begin.
What feels at first impossible may be possible with the right changes in boundaries.
What boundaries are slowing you down? What if they weren't there? Who had established those boundaries? What if you talked about it today?
-- Doug Smith
When I worked at GE there was much talk about creating a boundaryless organization. But it turns out that wasn't so much without boundaries as it was to have permeable boundaries -- boundaries we could navigate as needed and expand under the right conditions. The only way that worked was to hold true to the values of the organization (some boundaries may NOT be crossed, such as "integrity"). So, it wasn't yes or no, right or wrong, when it came to defining boundaries - it was both/and. Some boundaries are flexible, and some are not. Knowing the difference is leadership. Knowing the difference is integrity.
Boundaries that are impenetrable, but unreasonable, get in our way. They get built for good intentions, but outlive their usefulness. We establish rules for a time, and then that time passes and the rules remain. They are so out of tune with what we need that they can even become embarrassing. Those boundaries need to break. Those are boundaries we must change.
We can also build walls to keep out danger and later find out that the walls are keeping out bliss as well. Interpersonal walls formed from habit. Legislative walls built from mistrust. Status walls built out of misperception of who the "other" is and who we really are.
If that wall is not necessary, useful, and kind, it probably should come down.
When we get rid of unnecessary boundaries we are more open and free to collaborate, to cooperate, to optimize our present and our future. When we let down our walls, the magic can begin.
What feels at first impossible may be possible with the right changes in boundaries.
What boundaries are slowing you down? What if they weren't there? Who had established those boundaries? What if you talked about it today?
-- Doug Smith
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