Buckminster Fuller: "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." 

Friends:

Many people have asked me to provide more background on the models I discuss to validate the Titania concept of non-coercive, non-bureaucratic, small group based organizations.  I recently spoke at the Libertopia convention in San Diego where Foster Gamble (Thrive producer), Bob Podolsky (creator of the Titania project) and I gave a panel presentation promoting this concept. 

Here is a link to my preface to Podolsky's book, "Flourish" which describes the mechanics of creating the model which, I believe, Fuller envisioned when he made the statement above. 

http://www.commonsenserevisited.com/Cleveland-Preface-to-FLOURISH-v7.0-FINAL-FINAL.pdf

The books I recommend are "Birth of the Chaordic Age" by Dee Hock and both "Maverick" and "Seven Day Weekend" by Ricardo Semler. Googling Hock and Visa brings up some good articles about Hock's philosophy. I found some good articles and interviews on Gore and Semco by googling, some of which I have included below.  

I think that the answer to how we transition from coercive structures to non-coercive models that Foster Gamble discusses in "Thrive" is fairly straightforward.  The more quickly we all start to operate according to the Principles laid out in "Flourish" by Bob Podolski, the quicker the transition will take place.  

The more we understand how successful these past (and present) corporate and governmental bottom up models were the more incentive we will have to create octologues and adopt the Titania bill of ethics in our lives.  The success we will achieve in all of our activities will attract others until we reach a tipping point.  When that happens the non-coercive structures will fall away as people simply stop participating in them. 

Thanks

Clyde

If you have not read "Flourish" yet by Bob Podolski I would recommend obtaining a copy right away. All of this other material will have more significance once you have a more complete understanding of the Titania project.   You can order the book here:

http://www.titanians.org/the-book-flourish-will-change-your-life/

Information on octologue workshops, the panel at Libertopia with Foster Gamble, and my preface to Flourish can be found here:

http://www.commonsenserevisited.com/titanian-octologue-workshop.html

Podolski's mentor was John David Garcia and his book "Creative Transformation"  is where you can read more about the fascinating background on Octologues, ethics,value of female/male balance, etc.  This is the source book for much of what the Titania project is about.  The book is on line:

http://www.see.org/garcia/e-ct-dex.htm

INFO ON SEMLER:

"Semco is bucking not only the traditional business model, we’re resisting a code of behavior at the very core of Western culture. No wonder our ideals are hard for outsiders and other companies to embrace." Ricardo Semler

interview with Ricardo Semler, excellent:
http://www.youtube.com/watch?v=USC1RE8jE50 

Here is a good example of the co-op structure which has become increasingly popular.  It implements many of the these principles.

South Mountain Company from Martha's Vineyard; http://www.southmountain.com/

INFO ON GORE:

A Team-Based, Flat Lattice Organization

How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication.

Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.

We work hard at maximizing individual potential, maintaining an emphasis on product integrity, and cultivating an environment where creativity can flourish. A fundamental belief in our people and their abilities continues to be the key to our success.

How does all this happen? Associates (not employees) are hired for general work areas. With the guidance of their sponsors (not bosses) and a growing understanding of opportunities and team objectives, associates commit to projects that match their skills. All of this takes place in an environment that combines freedom with cooperation and autonomy with synergy.

Everyone can earn the credibility to define and drive projects. Sponsors help associates chart a course in the organization that will offer personal fulfillment while maximizing their contribution to the enterprise. Leaders may be appointed, but are defined by 'followership.' More often, leaders emerge naturally by demonstrating special knowledge, skill, or experience that advances a business objective.

Associates adhere to four basic guiding principles articulated by Bill Gore:

• Fairness to each other and everyone with whom we come in contact
• Freedom to encourage, help, and allow other associates to grow in knowledge, skill, and scope of responsibility
• The ability to make one's own commitments and keep them
• Consultation with other associates before undertaking actions that could impact the reputation of the company

To learn more about the Gore culture and working at Gore, visit the Careers section of Gore's website.