Development of a culture of non-interruption

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For most of its existence Treehouse has been closed on Fridays. Employees work four eight-hour days, and "so far it's gone really well for us," says co-founder Alan Johnson. Ryan Carson says that the company is productive on such a schedule because its structure allows people to stay focused on what they're doing. Treehouse, he says, has "a culture of non-interruption." What aspects of a no-manager structure probably contribute to the development of "a culture of non-interruption"? Under a no-manager structure, what daily activities have probably changed so that "a culture of non-interruption" has taken hold? Do you think the reintroduction of managers might threaten this?

Reference no: EM133144045

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