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Play

• What does this chapter say about "hard and fast" rules?

• Why is a sense of self so important in the workplace?

• What does play (creativity) mean in relationship to the workplace?

• What prevents us from approaching work as play?

• Share some messes that life (work) has served you that would have worked more effectively using Wheatley and Kellner-Rogers rather than other models?

Organizing as Play

• What does this chapter say about hierarchical order?

• How has our ability to "see what we want to see" skewed our activities of setting goals and measures?

• How could we initiate the concept of play in our organizations?

• How does this chapter challenge the concepts of TQM?

• How could we motivate individuals in our organization to dedicate their intelligence to discovering solutions?

Organization

• How would focusing on relationships enhance your organization?

• Consider possible areas where your organization could benefit from self-organizing.

• How do systems organizations capitalize on informal leadership?

• How does this chapter explain a groups' ability to respond in a crisis situation?

Organization as Organizing

• Theories have substantiated the fact that individuals work for much more than just a paycheck. What does this chapter say we can do to enhance this propensity?

• As trust is half of all human communication, how do we build trust in our organizations? List 4 ideas.

• How could your organization foster "quick response" teams that have license to be collectively creative? Identify a list of techniques.

• How do concepts of this chapter defy organizational politics?

Self

• How has who you've decided to "be" impeded your organization?

• Define what you notice about your organization. Does it align with the perceptions of others?

• How do we encourage change in entrenched colleagues? List three ideas.

• How does the concept of connectedness vs. separateness impact your organization?

• How would reaching beyond our boundaries enhance our "being" as well as our organization?

Selves Organizing

• Do staff "love" your organization?

• Give examples of how your organization inspires individuals to give their life meaning.

• What boundaries have been defined in your organization that defy systems thinking?

• Do individuals feel they "belong" to your organization? List reasons why or why not.

• What sorts of supervisory behaviors or institutional policies cause individuals to withdraw their love?

• How does our wish to be separate impede our organizations from becoming systems?

• Why is it important to have a sense of self before emergence can occur?

• Does your organization honor separateness or joining together? What symbols or rituals does your organization uphold that substantiates this?

• How could the concept of emergence be implemented in your organization?

Emergence

• Why is it important to have a sense of self before emergence can occur?

• Does your organization honor separateness or joining together? What symbols or rituals does your organization uphold that substantiates this?

• How could the concept of emergence be implemented in your organization?

Emerging Organizations

• Consider examples of why we can't change a system by changing individuals. List 3 examples.

• Is the information flow imperative to the development of a systems model? What is the flow and what changes could be made to that flow to make it all inclusive in your organization?

• Discuss the typical impervious structures that permeate fear-filled organizations.

• Define 3 elements that deter individuals from trusting in your organization.

• Why is a well-formed identify essential for emerging organizations?

Motions of Coherence

• Draw comparisons to your life's journey considering the passage from Wheatley and Kellner-Rogers, "If an individual can change, it may be lucky enough to survive."

• What is it in the workplace that keeps us from being real?

• Does diversity stifle or enhance a systems model? Cite examples.

• Identify the fears in your organization that stop the energy to create affiliations and systems. List 3 fears.

• Why is "being a part of the system" so imperative to developing a systems model?

• Identify the personal fears that prohibit you from encouraging openness to others in your organization. List 3 of those fears.