Interdependence 1

Back to Building a powerful co-op system
Interdependence 1 | Interdependence 2 | Roles & Resources 1
Roles & Resources 2 | Vision: Good of Co-ops | Vision: Why Survive?
Imperatives 1 | Imperatives 2 | Barriers 1 | Barriers 2

In the words of Peter Drucker, "Practice abandonment". That means consistent ongoing scrutiny of everything we do.

Organizational discipline can rest on either authority or consent, in cooperatives it must rest on consent.
Are we moving toward authority because of the difficult of building consent?

Interdependence - Consider the "fractal" as they appear in nature. Metaphor | Model as organizational structure.

Collaborate! Develop leadership. Provide support all through our organizations.

Consider "learning" organization theory for process and org structures

With more control and decision making at the national level I would want to see assurances that leaders and service providers will be chosen based on performance, and not only based on relationships with those in current leadership
Devising a method of decision making that is fair and trusted by participants
Build a national co-op brand that is as important to our employees as it is to our members - one that makes us proud.
How can we engage the co-ops that aren't at CCMA?
Adapt Malcolm Bladridge principles to co-op operations and begin identifying operational excellence in all areas of co-op operation
Independently owned co-ops united through a purchasing coop at NCGA. "Virtual Chain"
Without a strong regional voice and support, our co-op wholesaler (T.C.W) may go out of business
Important to engage our co-op boards in the process of system development
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