Circular Org Design for Human Learning Systems

From a heirarchy setting and managing strategy to connective agents facilitating experimental learning and strategic cohesion

Traditionally local government organisations have been optimised to develop, implement and manage a strategy decided by senior leaders. A shift towards human learning systems would require a different power dynamic

  1. What is a reasonable timescale and how might we create a pace of change that takes into account the speed of human development required for a change in power dynamics? (the heartsets change)
  2. Currently accountability of public servants to the public they serve, who finance the work they do through rates, taxes, etc, is managed by proxy, by a heirarchy of managers. How might accountability be managed more relationally between public servants and the communities they serve? (more collaborative co-production relationships between citizens and government, like the participatory city approach might provide part of the answer; could citizens and public servants, working in collaboration and relation, hold each other accountable?)




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Hamish Lindop

Hamish Lindop

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