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In the previous blog post, I discussed how we are building Decurion as the sort of company we want it to be through the practices in which we engage.  In the post before that, I set out our understanding of developmental growth, including the recognition that there are different lines of development (or what Howard Gardner, Daniel Goleman, and others have called multiple intelligences).  I noted that we take an Aristotelian approach, believing that acts or practices create habits or settled dispositions, the aggregation of which constitutes our character.  Some years ago, we tried to make explicit what lines of development are important for success at Decurion and what practices or habits spur progress in those lines.  Here is what we generated:

Decurion’s Lines of Development

With Their Practices and Habits

  1. Identity
    1. Promote a flexible and evolving individual and organizational identity
    2. Know yourself as a member of multiple communities
    3. Be comfortable with a stance of not knowing
    4. Assume responsibility for the whole and parts
  1. Self-Management
    1. Deal with difficult issues authentically, both with individuals and in groups
    2. Accept ambiguity and learning anxiety
    3. Balance holding on and letting go
    4. Align aspirations while confronting the brutal facts of the current reality
    5. Manage your cycle of reactivity
  1. Business Approach
    1. Bring a rigorous, systematic, and disciplined approach to work
    2. Look past events to patterns, systemic structures, and underlying assumptions
    3. Make merit-based decisions, balancing risk and reward
    4. Use tasks to build context (or meaning) and to create systems and infrastructures
    5. Manage the tacit and intangible as well as the explicit and tangible
    6. Enact new territory through creativity and heuristic discovery
    7. Conduct business with sheer, unadulterated excellence
    8. Make a significant and unique contribution
    9. Generate superior economic returns
    10. Preserve our core “why” (purpose, values, axioms) AND stimulate progress through our “what” (economic engines, hedgehog concepts, sustainable differential advantage) and our “how” (roles, infrastructure, KSIs, goals, objectives, tactics)
  1. Servant Leadership
    1. Demonstrate that work activities are sources of meaning
    2. Use position power or role to enable others to become more autonomous
    3. Create conditions for individuals and communities to develop
    4. Treat customers, business partners, and fellow employees not only as means but also as ends in themselves
    5. Take our purpose, values, and axioms not as aspirations but as standards for action and requirements of behavior
    6. Use tasks to develop oneself and peers
  1. Building Learning Communities
    1. Develop inclusive learning communities that generate collective intelligence
    2. Assume responsibility by balancing inquiry into conflicting viewpoints and advocacy for recommendations
    3. Employ both hierarchical and communal governance
    4. Promote loyalty to the community’s principles, not to persons, and discourage deference to authority
    5. Build a learning organization by doing our way into knowing
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