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STOLA Mission Statement:
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Mission: STOLA's mission is rescue and education for the Saluki dog breed. The welfare of the dog is our primary consideration. STOLA saves Salukis from kill-shelters, abusive situations, when individuals can no longer properly care for them, or when help is needed in natural disasters. We heal their physical and emotional wounds and place them in loving, adoptive homes. We work with breeders to rehome adult Salukis who have been returned to the breeder. We provide "rescue prevention" education and mentorship programs to reduce the number of Salukis needing rescue. We also help to relocate Salukis temporarily or permanently in case of natural disasters. We find innovative ways to serve the people and dogs of the Saluki community.
RESCUE: STOLA saves Salukis from kill-shelters and abusive situations or in natural disasters.
ADOPTION: STOLA takes great care in finding appropriate loving homes for Salukis by doing extensive interviews and site visits prior to placement.
EDUCATION: STOLA provides books and eductional materials about the history, welfare and training of the Saluki breed to help reduce the number of rescues that occur.
MENTORSHIP: STOLA provides one-on-one mentorship for people new to the Saluki breed and for people adopting Salukis to ensure that person and dog live compatibly together.
TRAINING: STOLA has published two books specifically for Saluki maintenance and training. These are "Saluki Secrets: How to Live Successfully with a Saluki" and "Only Angels- How to Raise and Train the Perfect Saluki."
DISASTER RELIEF: In case of natural disasters we can help to find temporary or permanent homes for Salukis in need.
STOLA is a new organization but we have accomplished a great deal already.
CHAORDIC ORGANIZATIONAL MODEL
The Chaordic Model
"Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things."
STOLA – Saluki Tree of Life Alliance Organizational Model
STOLA - Saluki Tree of Life Alliance - our roots are compassion, integrity and respect. Our branches are the regional allies, the self-governing units united by a clarity of purpose and a set of guiding principles working for the welfare of Salukis. STOLA invites all Saluki fanciers to join with us in focusing on the welfare and betterment of the breed. In the spirit of the new millennium, and with the welfare of Salukis fixed uppermost in our minds, we adopted a new way of approaching the rehoming of Salukis. We invite you to spend the next few minutes reading about our plan. We hope you will be as excited as we are about the possibilities.
Chances are you all have a VISA card, or at least you certainly know what a VISA card is. Where are VISA's headquarters? Who is the head of VISA? Chances are that you don't have a clue. We have all come to totally accept the VISA credit card concept without giving much thought to how it operates - yet it is a revolutionary corporate model which has achieved phenomenal success. Dee Hock first conceptualized the VISA model in the early 1970s based on the mathematical chaos theory. When you first view a living body it appears to be in chaos with trillions of cells all running about doing things that seem to have no purpose. On further investigation of a living body, it becomes increasingly apparent that it is a masterwork of organization with each cell performing a vital function. Each cell knows its job and is left to do that job. This is the basis for the model.
After VISA became so wildly successful, Dee retired but, in retirement, he gradually realized that most institutions were still using the old top-down method which was not efficient for use in the late 20th and into the 21st century, particularly with the invention of the Internet and other global communication devices making the world so globally unified. Increasingly, the old corporate model was showing cracks in the foundation in the form of a huge drop in employee productivity and morale, an increase in corporate expenses, and that old, cumbersome management style which did not use effectively the talents of the people in the organization. He came out of retirement about 3 years ago to form The Chaordic Alliance, an organization which goes into corporations, universities, etc. and helps them remodel themselves into much more functional producers based on the VISA concepts. The corporations who have adopted the chaordic model have seen a huge increase in profits, a reduction in expenses, soaring employee morale and a much more efficient overall operation.
Organizations, according to Dee Hock, 'Can be no more or less than the sum of the beliefs of the people drawn to them.' Whenever Dee Hock talks to people about chaordic organizations, someone always wants to know, 'Where's the plan? How do we implement it?' But that's the wrong question, he says. "All organizations are merely conceptual embodiments of a very old, very basic idea -- the idea of community. They can be no more or less than the sum of the beliefs of the people drawn to them; of their character, judgments, acts, and efforts," Hock says. "An organization's success has enormously more to do with clarity of a shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability, or management competence, important as they may be."
Some principles that worked for VISA:
The organization must be adaptable and responsive to changing conditions, while preserving overall cohesion and unity of purpose. This is the fundamental paradox facing businesses, governments, and societies alike, says Hock -- not to mention living cells, brains, immune systems, ant colonies, and most of the rest of the natural world.
Adaptability requires that the individual components of the system be in competition. And yet cohesion requires that those same individuals cooperate with each other, thereby giving up at least some of their freedom to compete.
The trick is to find the delicate balance that allows the system to avoid turf fights and back-stabbing on the one hand, and authoritarian micromanagement on the other. "Neither competition nor cooperation can rise to its highest potential unless both are seamlessly blended," says Hock. "Either without the other swiftly becomes dangerous and destructive."
The organization must cultivate equity, autonomy, and individual opportunity. "Given the right circumstances," says Hock, "from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things."
The organization's governing structure must distribute power and function to the lowest level possible. "No function should be performed by any part of the whole that could reasonably be done by any more peripheral part," says Hock, "and no power should be vested in any part that might reasonably be exercised by any lesser part."
The governing structure must not be a chain of command, but rather a framework for dialogue, deliberation, and coordination among equals. Authority,in other words, comes from the bottom up, not the top down.
(This is especially crucial for a national rehoming organization simply because of the diversity and variables involved.) The U. S. federal system is designed so authority rises from the people to local, state, and federal governments; in Visa, which contains elements of the federal system, the member banks send representatives to a system of national, regional, and international boards. While the system appears to be hierarchical, the Visa hierarchy is not a chain of command. Instead, each board is supposed to serve as a forum for members to raise common issues, debate them, and reach some kind of consensus and resolution.
DEE HOCK'S MANAGEMENT PRINCIPLES, IN HIS OWN WORDS.
An organization, no matter how well designed, is only as good as the people who live and work in it. Ultimately what determines the organization's performance is the approach to management its leaders take. Some of Dee Hock's management principles, in his own words:
PhD in Leadership, Short Course:
Make a careful list of all things done to you that you abhorred. Don't do them to others, ever. Make another list of things done for you that you loved. Do them for others, always.
Associates: Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.
Employing Yourself: Never hire or promote in your own image. It is foolish to replicate your strength. It is idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.
Compensation: Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality. As Napoleon observed, "No amount of money will induce someone to lay down their life, but they will gladly do so for a bit of yellow ribbon." (Since everyone in STOLA is an unsalaried volunteer, we must rely on volunteers to work solely from the goodness of their hearts.)
Form and Substance: Substance is enduring, form is ephemeral. Failure to distinguish clearly between the two is ruinous. Success follows those adept at preserving the substance of the past by clothing it in the forms of the future. Preserve substance; modify form; know the difference. The closest thing to a law of nature in business is that form has an affinity for expense, while substance has an affinity for income.
Creativity: The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out. Every mind is a room packed with archaic furniture. You must get the old furniture of what you know, think, and believe out before anything new can get in. Make an empty space in any corner of your mind, and creativity will instantly fill it.
Leadership: Here is the very heart and soul of the matter. If you look to lead, invest at least 40% of your time managing yourself -- your ethics, character, principles, purpose,motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you "work for" to understand and practice the theory. I use the terms "work for" advisedly, for if you don't understand that you should be working for your mislabeled "subordinates," you haven't understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.
From these principles STOLA was born. STOLA volunteers are linked by a clarity of purpose: the primary premise that the welfare of the Salukis comes first with no excpetions, working as self-governing regional units all aligned with the STOLA principles and philosophy. (Please read the STOLA Mission Statement and Philosophy for more detailed information.) The STOLA guidelines benefit the entire Saluki community and we at STOLA invite breeders and all Saluki fanciers to join with us in assuring that all Salukis, regardless of their circumstances, are placed in loving homes.
Dee Hock's quote bears repeating: "Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things." Please join with us to do extraordinary things for our beloved Salukis.