Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization. The little stuff is changing too fast. MORE >>

“ Change becomes chaotic when employees see and hear two or more different change methods and messages “, writes Jay Deragon in managing on the edge of chaos. Complexity is becoming the “normal” state, and it can be dealt with, but not with traditional management methods. complexityWikipedia. MORE >>

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication. If you know nothing about complexity, read this. MORE >>

With increasing connections and speeds of transmission, our work environments have become much more complex. In complex environments, emergent practices have to be developed by probing, sensing and responding. As John Seely Brown noted, in order to understand complex systems you have to marinate in them. complexity MORE >>

Tweet A most interesting post by Nick Milton at Knoco got me thinking again about complexity. like the 2 X 2 diagram showing how increasing complexity makes us dependent on creative individuals and increasing collectivity makes us dependent on more processes. That is the opportunity: change lenses. complexity MORE >>