The Starfish and The Spider

Here are some notes from a book I read recently. I was given the book by a dear friend and colleague. It has some remarkable ideas for implementation in our work with Sports people, teams and people on the fringes of our networks of relationships. “The Starfish and the Spider” is a good read with sharp insights. These are selected points from the last chapter followed by some thought provoking questions. Thanks.

1) The network effect. As our network grows by a person or a team, the whole network gets stronger. Each one who joins makes the network stronger. How does each of your players, coaches or teams make all the others better?
2) The power of chaos. In a decentralized world, it pays to be chaotic. Sometimes it will appear that no one is in charge. That’s okay. “Good ideas will attract more people and in a circle they will execute the plan.” Ever been to a team function where the coaches are not in charge? Chaos Central. They love it!!
3) Knowledge at the edge. “The best knowledge is often at the fringe of the organization.” I certainly believe that the ones who have the best ideas about serving coaches and players are coaches and players. It’s not necessarily in the minds of the chaplains or ministry organization people.
4) Everyone wants to contribute. In a decentralized organization, there is not only knowledge at the edge, but willingness to contribute also. Give those at the edge a chance to contribute and we’ll get their best.
5) Catalysts rule. “Although they don’t conform to the CEO role, catalysts are crucial to decentralized organizations.” This is because they inspire people to action, not because they run the show. Who are the people in your organization making things happen?
6) The values ARE the organization. “Ideology is the fuel that drives the decentralized organization.” Without the shared beliefs and core values, the organization would crumble. How clearly do we communicate what is most important to volunteers, ministry board members, staffers, etc…?
7) Flatten or be flattened. The authors see the trend toward flatter (less hierarchical) organizations continuing to gain momentum. There are also ways to shape an organization into what they call a Hybrid – a flat, decentralized organization with some central leadership, provided they understand the value of networking. How responsive are we as leaders to those at the most remote edges of our organization?