Dov Seidman

Despite the best of intentions, people create rules variously and often in reaction to behaviors deemed unacceptable to the larger goals of the group. That is why we often find ourselves revising the rules when new conditions reveal their loopholes.

Human beings are natural problem solvers and enjoy the challenge of puzzles. We will always invent new loopholes, and no rule can govern all the cracks.

The rationales for centralized, to-down decision making - control, direction, and compliance - melts away when individuals are tightly aligned with the company's values and goals, accountable for their actions, and self-regulated.

If you are trying to bring about a better future, you must eery day go someplace you have not been before, to the point of no return. What happens every time you go to the point of no return? You push past your limits and open up new terrains of possibility. Each challenge accepted leads to greater ability when you confront the next.

In a rule-based society, we often choose efficiency over value, but, while rules-based governance systems may often serve well the values of fairness and representation, their seeming efficiency hides a deep and important flaw: We often rely on rules when they are not, in fact, the most efficient or effective solution to getting the result that we desire.

Self-governing cultures both inspire alignment and eject elements that don't fit in.