How to continuously define and adapt roles
When there is only one promotion every few years, people are ready to fight for it. Regulating the definition of roles leads members to bore-out (burnout) or even resignation. How to separate the role of the person? How do we break the fusion of identity between people and their job titles? How can we separate role from soul, to break the fusion of identity between people and their job titles.
When someone senses that a new role must be created, or an existing role amended or discarded, he brings it up within his team in a governance meeting.
Governance meetings are specific meetings where only questions related to roles and collaboration are to be discussed, separate from the rumble and tumble of getting work done. (Everything that has to do with getting business done is discussed in what are called “tactical meetings” with specific meeting practices.)
Governance meetings are held regularly―generally every month―and any member of a team can request an extra meeting at any point in time.
They follow a strict process to ensure that everybody’s voice is heard and that no one can dominate decision-making. A facilitator guides the proceeding.
Anybody who feels a role needs to be created, amended, or discarded (called the proposer) can add it to the agenda. Each such governance item is discussed in turn and brought to resolution with the following process.
With this process, every month a team will typically adapt, clarify, create, or discard one or several roles. The organization constantly adapts and corrects, based on problems and opportunities people sense.
The proposer states his proposal and the issue this proposal is attempting to resolve.
Clarify the questions
Anybody can ask clarifying questions to seek information or understanding. This point is not yet the moment for reactions, and the facilitator will interrupt any question that is cloaking a reaction to the proposal.