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Organize for Complexity

Harold Jarche

” Well I think Niels has answered much of that question himself, in his recent book Organize for Complexity.

complexity in the workplace

Harold Jarche

In my post on complexity and learning, I said that work in networks requires different skills than in hierarchies.

Understanding complexity

Harold Jarche

Human systems are complex. As organizations get larger, their original simplicity gets harder to maintain. complexity – Y.

Organizing for diversity and complexity

Harold Jarche

It comes down to the fact that what we know and do inside our organizations is insufficient to address external complexity or to be innovative.

A guide to complexity and organizations

Harold Jarche

If you know nothing about complexity, read this. complex system’s behavior is non-predictable.

Complex knowledge

Harold Jarche

The aim of knowledge-sharing in an organization is to help make implicit knowledge more explicit. complexity Learning Wirearchy

self-organization is the future

Harold Jarche

Central planning and hierarchical decision-making are just too slow and ineffective, especially for complex situations involving lots of people.

simple structures for complex problems

Harold Jarche

What is the optimal digital transformation technology for a networked organization? The human brain is the best interface for complexity.

Networked individuals trump organizations

Harold Jarche

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. complexity SocialBusiness Wirearchy Stowe Boyd.

Coherence in complexity

Harold Jarche

Complexity, driven by global networked communications, is the main factor. complexity InternetTime SocialBusiness

Creating the AAA Organization

Harold Jarche

They need to both work in their hierarchy and in a self-organizing network simultaneously ! – Valdis Krebs, Orgnet. – Jon Husband.

Managing in Complexity

Harold Jarche

As our markets and technologies get more complex, we need new models to get work done. Complex problems cannot be solved alone.

Build trust, embrace networks, manage complexity

Harold Jarche

We have known for quite a while that hierarchies are ineffective when things get complex. Complexity. Complexity ConnectedEnterprise

Why Organizations Don’t Learn

Jay Cross

Where organic, bottom-up meets corporate top-down. navigating complex environments. Embrace and teach a growth mindset. India.

Reinventing Organizations – Review

Harold Jarche

What is a “Teal Organization”? Evolutionary purpose: let the organization adapt and grow, not be driven. That’s it.

Review 104

Networks thrive in complexity

Harold Jarche

In complex environments, weak hierarchies and strong networks  are the best organizing principle. complexity Wirearchy

No cookie cutters for complexity

Harold Jarche

Some of this is due to their own difficulties in facing complexity and not having the time or energy to dig into these concepts. complexity

The Rise of the T-Shaped Organization

Irving Wladawsky-Berger

The growing demand for T-shaped skills points to the rise of the  T-shaped organization.  Brown offers a very good answer to these questions. 

the keystone of the intelligent organization

Harold Jarche

The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations.

Exception handling is complex work

Harold Jarche

Organizations do this all the time. Complex, new problems need tacit knowledge to solve them. Exception-handling is complexity Wirearch

hold space for complex problems

Harold Jarche

Every one of the major challenges facing us is complex. But our organizations are not designed for complexity.

Re-wiring for the Complex Workplace

Harold Jarche

Complexity is the new normal. Our complicated industrial organizations are quite good at keeping their structural problems hidden. Trust.

Absorbing complexity with PKM

Harold Jarche

Networked learning is not just good for your organization, but you as a person. Have you ever heard of the Law of Requisite Variety ?

PKM 81

Creating More Intelligent Organizations

Irving Wladawsky-Berger

organize these collaborations and enhance them with innovative IT-based. collaborating via the Internet, in order to understand how to best.

Future of work is complex, implicit and intangible

Harold Jarche

But as organizations, markets, and society become networked, intangibles create more of our value and this is much more difficult to measure.

Social Learning, Complexity and the Enterprise

Harold Jarche

Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes.

The Complex Nature of Cloud-based Innovation

Irving Wladawsky-Berger

By now, most will agree that  cloud computing is a major transformational force in the world of IT. But, cloud has not the easiest concept to grasp.

The Firm as a Large, Complex, Extended Family

Irving Wladawsky-Berger

With the proper leadership, organizations can succeed by leveraging their positive feelings while keeping the more negative ones in check. 

Complex is the new normal

Harold Jarche

Complexity is becoming the “normal” state, and it can be dealt with, but not with traditional management methods. complexity

Leadership in Complexity

Harold Jarche

Tweet In organizing for diversity and complexity , I discussed structural changes that are needed in our institutions.

Preparing Students for an Increasingly Complex Business World

Irving Wladawsky-Berger

Are engineering and management schools adequately preparing students for our fast-changing, highly complex business world? 

Learner self-organization in complex knowledge settings

George Siemens

Consider learning: it can be organized for us or we, as individuals, can organize ourselves. View more presentations from gsiemens

Design Principles for Complex, Unpredictable, People Oriented Systems

Irving Wladawsky-Berger

An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials.  CEOs told us they operate in a world that is substantially more volatile, uncertain and complex.  They generally involve a relatively linear set of steps. 

System 111

PKM is making sense of complexity

Harold Jarche

– Agent based approach for organization and personal knowledge modelling: knowledge management perspective (2007). agree.

PKM 85

mastering complexity

Harold Jarche

“Our most successful clients have cross-flowing knowledge networks to handle the complexity/variety of their marketplace.”

Organize for complexity: make work work again

Jay Cross

Complexity had not been discovered. Complexity rules. Early this morning I was reflecting on how different today’s world is from the world I grew up in. You see, I was born during World War II. Computers had not been invented. Frederick Taylor was revered. It was a tidier world. Everything was logical. simpler time. Just Jay

Making sense of complexity and innovation

Harold Jarche

Friday’s Finds: Gall’s Law: A complex system that works is invariably found to have evolved from a simple system that worked.

The new shape of organizations?

Clark Quinn

As I read more about how to create organizations that are resilient and adaptable, there’s an interesting emergent characteristic. While I haven’t had a chance to think about it at scale, like how it would manifest in a large organization, it certainly bears some strengths. What say you? itashare. social strategy

How Can We Ensure that Our Complex AI Systems Do What We Want Them to Do?

Irving Wladawsky-Berger

What is it that makes these systems so intrinsically complex?  What purpose does this complexity serve?  Why aren’t they simpler? 

in an increasingly complex world

Harold Jarche

Values: transparent organizations are better at sharing values but the initial design influences everything. complexity