The latest addition to the GrantTree books stable is Nonviolent Communication, by Marshall B. Rosenberg. It's spreading rapidly through the company and having a very positive effect on our communications. For the purpose of making it spread even faster, I decided to write a brief summary of the
Great article by Dane Atkinson, kind of reiterating some of the points I've made here and here. Key conclusion: Shadows are home to inequality, fear and resentment. In business, some of the most basic moral principles are violated under the banner of discretion, privacy and efficiency. You can
As the amount of literature about open cultures grows, it's tempting to want to go straight for what is perceived as a final prize or destination, and just "implement a full-blown open culture right from the start". Unfortunately I don't think that's
Many people consider the purpose of a company to be something static and set at birth, or changing only very rarely. The truth is, the purpose of a company evolves as the founders and the company evolve[footnote]Additional complexity: the purpose of a company can be multi-faceted... it doesn&
One of the characteristics of open cultures is transparency, which is, in my opinion, a cornerstone necessity for trust to exist. One of the ways that this transparency is expressed is salary transparency. However, what I've noticed frequently happen and be masqueraded as transparency is a kind of
Leo Widrich, cofounder of Buffer, shares, via this Zapiers article by Fred Bauters, six steps to getting to an open culture. In summary: 1. Check yourself: are you personally transparent? 2. Be sure other company values are in place 3. Hire with transparency in mind 4. Start slow and steady
