ORGANIZING

Fundamentals of Organizing
(Chapter 10)
Organizing people and resources is at the core of management, which in turns shapes the nature of subsequent interactions in the workplace. A SET approach recognizes the relevance of the basic fundamentals of organizing, but emphasizes experimentation (vs standardization), sensitization (vs specialization), dignification (vs centralization), and participation (vs departmentalization). 
​What is the difference between emphasizing dignification (where everyone in the organization is worthy of being listened to) versus centralization (where members defer to people higher in the hierarchy)?

Organizational Design
(Chapter 11)
This chapter describes how there are four generic types of SET organization designs, based on their fundamentals of organization, culture, environment, technology, and strategy. Knowing how the different elements of design fit together to form a whole helps to manage the elements as well as the whole. The four SET organization design types include the SET Simple (e.g., Greyston Bakery), the SET Prospector Ie.g., Grameen Bank), the SET Defender (e.g., 31 bits), and the SET Analyzer (e.g., Habitat for Humanity). 
​What type of organization design would you like to work in?

Human Resource Management
(Chapter 12)
​This chapter describes a SET approach to the four components of human resource management: Job analysis and design, staffing, training and development, and performance appraisal. In particular, a SET approach seeks to develop jobs for people who face barriers to be hired in other organizations. 
Have you experienced the sense of wholeness that comes from belonging to an organization that includes those who are often marginalized in society? ​

Organizational Change
(Chapter 13)
There are two types of changes: incremental changes that fine-tune the status quo, and transformational changes that usher a new way of organizing. From a SET approach to transformational change managers should periodically invite members to: take time to pause and critically reflect on ongoing activities, implement experiments that address a corporately perceived problem or opportunity, reflect on the meaning of results of their experiments, and finally resume implementing incremental changes via adaptive improvisation and learning. 
​What are some key differences between inviting members to develop and implement organizational changes on an experimental basis, versus managers developing and directing members to implement changes?
​EMAIL BRUNO
​BRUNO DYCK
Bruno Dyck enjoys collaborating with managers, scholars, and students to promote SET management principles and practices. He is a Full Professor in the Asper School of Business at the University of Manitoba, and has published several prize-winning books and articles, and won awards for research and teaching, including the 2019 Expanded Reason Award. Bruno enjoys cycling to work year-round, becoming a vegetarian, buying local goods and services, hiking, and spending time with family and friends.
EMAIL DAVID
DAVID HOLCOMB
​David Holcomb has assisted in the launch of this website -- developing ideas in conversation with Bruno and turning those ideas into reality. For the past 35 years, business for the common good has been one of David's vocational anchors. He has completed graduate work in both business and theological studies and has worked in both fields. Currently David resides with his family in Milwaukie, Oregon, where he serves as the Director of Finance and Operations with a local non-profit.