change the system, not the leader

Harold Jarche

Plus ça change, plus c’est pareil. Even punishing the person in charge will change little. Changing leaders will not change the system from which they emerged. Leadership today is more of an architectural task, or one of setting up the right systems.

System 285

How Large Systems Change

George Siemens

Proclamations of systemic change, particularly in higher education, are more hype than reality. In spite of growing enrolments and expansion of higher education systems worldwide, a small number of folks, generally untethered from reality, are proclaiming higher education as a system in demise. While there is some pressure, most pronounced in the US, for change to the big residential model of higher education, globally the demand is strong knowledge institutions.

System 179

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system views

Harold Jarche

The ingenuity of the average worker is sufficient to outwit any system of controls devised by management.” ” @euvieivanova — “If you want to get better at something, you have to stress the system to increase its capacity.

System 173

Signifying change

Clark Quinn

There is now quite a bit available about signifying change with ritual. In the former, they may be becoming a member of the community, but it’s about changing personal behavior regardless. And, to be clear, here I’m talking secular change.).

Change 151

Systems thinking & complexity

Dave Snowden

The idea of systems and thinking systematically, about the properties of the whole being different from the parts and the dependency on interaction between system elements has been around for a long time. But general systems theory traces back to the start of the twentieth century.

systems thinking and training

Harold Jarche

The pilot training system outside North America and Europe played a significant role it seems. The automation of aircraft systems results in safer flights — most of the time. Just checking-the-box continues to be all too prevalent in training systems. Boeing 737 MAX.

System 228

Scaling in complex systems

Dave Snowden

Naturally I have done a lot more thinking since then but the fundamentals remain: you don’t scale a complex system by aggregation or imitation but be decomposition to an optimal level of granularity followed by recombination (possible exadaptive recombination).

Changing thinking, changing systems

Harold Jarche

“The challenge of the coming century is to change the value system of society. Virtually all Germany’s car workers are members, and though they have the right to strike, they “hardly use it, because there is an elaborate system of conflict resolution that regularly is used to come to some sort of compromise that is acceptable to all parties,” according to Horst Mund, an IG Metall executive.

Change 147

Online Systems for Behavior Change

Tony Karrer

I've always believe that to truly have impact on performance, we need to be experts at Behavior Change. I've written a few times over the years on aspects of solutions that ultimately drive a change in behavior that leads to performance improvement. Need to Change Behavior?

System 199

The Future of Learning Management Systems: Development, Innovation and Change

Stephen Downes: Half an Hour

A lot of the time there’s too much talk about ‘it’s been this way the last 20 years’ or ‘the future is going to change dramatically’. But there isn’t a systemic way to evaluate what works. The challenge is, how can systems support this, esp. the learning management system.

System 192

Fidelity in complex systems consultancy

Dave Snowden

Changing paradigms can be deeply unsettling and, like all pioneers, if you are doing your job well then the chance of arrows in the back is high. In a complex system we: start journeys with a general sense of direction but without precise targets.

Cognitive Systems and Big-Data-driven Applications

Irving Wladawsky-Berger

In the first week of October I participated in a Cognitive Systems Colloquium hosted by IBM at its Thomas J. These systems will learn and interact to provide expert assistance to scientists, engineers, lawyers, and other professionals in a fraction of the time it now takes.” .

System 273

understanding systems

Harold Jarche

“We build our computer (systems) the way we build our cities: over time, without a plan, on top of ruins.” We journey in order to transport ourselves to another era or, better yet, change the rhythm of our lives.”

System 146

it’s the system

Harold Jarche

“ @gideonro — “Without changes, we will eventually have algorithms to keep us perfectly perched just at the edge of financial ruin, but not over it.” It’s a land grab for the command and control systems that were mostly already there.

System 169

Human-AI Decision Systems

Irving Wladawsky-Berger

I recently read The Human Strategy , a very interesting article on Human-AI decision systems by MIT Media Lab professor Sandy Pentland. Perhaps the most critical function of any organization or society is its decision systems,” wrote Pentland. “In In modern societies, decision systems provide a leader the ability to make informed and timely decisions, supported by a complex enterprise of distributed information and communication systems that provide situational awareness.

System 100

Two separate systems?

Clark Quinn

Kotter (the change management guru ), has begun to advocate for a dual-operating system approach, where companies jointly support an operational hierarchy and an innovation network that are coupled.

System 173

The Internet of Things is Changing the World

Irving Wladawsky-Berger

“How the world will change as computers spread into everyday objects,” is the title of the lead article in a comprehensive review of the Internet of Things (IoT) in a r ecent issue of The Economist.

Change 159

change takes time and effort

Harold Jarche

For example, training cannot address unconscious bias , yet it is frequently accepted as a ‘solution’ System 1 skills cannot be developed through education. I have identified two learning competencies — Learning How to Learn & Adapting to Continuous Change.

Change 239

Nothing Has Changed. Everything Has Changed.

Charles Jennings

If learning professionals and learning departments don’t adapt and change, Quinn argues, they will be revealed not simply as having no clothes, but as being so out of step that they will wither and die, or be removed from the value chain. So, what are these fundamental changes?

Change 238

Addressing Changes

Clark Quinn

Yesterday, I listed some of the major changes that L&D needs to acknowledge. As serious practitioners in a potentially valuable field, we need to adapt to the changing environment as much as we need to assist our charges to do so. So we want to design human/computer system solutions to problems, not just human or system solutions. And, these are all tied together into a systemic approach! The post Addressing Changes appeared first on Learnlets.

Change 112

Changing Schools, Changing Knowledge: The Agenda

George Siemens

Earlier this year, I had an opportunity spend time on Steve’s program talking about how changing knowledge needs and structures are influencing the development of new learning systems and models.

Change 240

Leadership in a Changing World

Irving Wladawsky-Berger

What are the critical competencies needed to lead in our fast-changing business environment? The key challenge confronting CEOs, - and senior executives in general, - is the relentless pace of change. But, w hile speed is the major dimension of change, it’s not the only one.

Change 199

Acknowledging Changes

Clark Quinn

There are a serious number of changes that are affecting organizations. We’re seeing changes in the information flow, in technology, and in what we know about ourselves. What are these changes? We can create systems that do tasks that used to be limited to humans. We’re using patch-it (or ignore-it) solutions to systemic issues. The post Acknowledging Changes appeared first on Learnlets.

Change 108

Never Under-Estimate the Immune System

John Hagel

Every large and successful institution has an immune system – a collection of individuals who are prepared to mobilize at the slightest sign of any “outside” ideas or people in order to ensure that these foreign bodies are neutralized and that the existing institution survives intact and can continue on course. In more stable times, institutional immune systems are very effective at keeping institutions focused and on course, resistant to the distractions that might lead to their downfall.

System 153

Scale and Complex Systemic Innovation

Irving Wladawsky-Berger

He believes that the current US economy favors big companies over small ones because in today’s environment, three key forces are driving innovation: large-scale ecosystems; globalization; and the vast, systemic challenges posed by business and societal problems that technology now enables us to address. This kind of complex systemic innovation leverages lots of known ideas and makes them work together to help address important problems.

System 163

The MIT Systems Thinking Conference

Irving Wladawsky-Berger

I recently participated in MIT’s 2010 Systems Thinking Conference for Contemporary Challenges. This annual conference is sponsored by Systems Design and Management (SDM) - an interdisciplinary program between MIT’s School of Engineering and Sloan School of Management. The SDM program aims to provide mid-career professionals with a systems perspective that will help them address and solve large-scale, global, complex challenges.

System 171

Smarts: content or system?

Clark Quinn

I wrote up my visit to the Intelligent Content conference for eLearnMag , but one topic I didn’t raise was an unanswered question I raised during the conference: should the ‘smarts’ be in the content or the system? Now the obvious answer is the system. There would have to be logic to sense conditions and make changes. If the content were adaptive, it wouldn’t matter what system it was running on, it would deliver the same capability.

System 129

Big Data, Complex Systems and Quantum Mechanics

Irving Wladawsky-Berger

In thinking about this question over the last few years, I started to notice that a number of subtle, non-intuitive concepts that I learned many years ago as a physics student seem to apply to the world of big data and information-based predictions in highly complex systems. The very act of observing an object will change the object being observed. Such is also the case with organizational and sociotechnical systems whose main components are people.

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

Irving Wladawsky-Berger

Software-intensive systems are generally quite flexible, - able to evolve and adapt to changing product and market requirements. However, their very flexibility makes it difficult to adequately anticipate and test all the interactions between the various components of the system.

System 224

The rapidly changing workplace

Harold Jarche

8) So what have I learned that will help us change our own experience of work? Neither learning management systems, talent management systems, nor any business management systems are going to be useful in the complex domain.

Change 285

Systems? Day 1

Dave Snowden

An odd sort of day today, the first of two in a small session discussing system thinking, complexity and the like with people from very different traditions. I'm never fully sure what labels to apply here although I sometimes designate it as systems thinking v complexity but I no that isn't the best way, neither is restricting systems thinking to systems dynamics.

System 116

Changing the landscape of health

Dave Snowden

It is worth a quick refresh on two of the key principles of complexity (or rather cognitive complexity as we need to look at human complex systems in a very different way from those in termites nests). In order to manage any behaviour in a complex system fast feedback loops are key.

Change 199

Embracing Disruptive Change - Why Is it So Difficult?

Irving Wladawsky-Berger

One of the topics discussed was how companies generally deal with major technology and market changes, - like those that have been taking place all around us for the past few decades. Transformative change comes naturally to young companies, as it generally does to young people.

Change 269

a triple operating system

Harold Jarche

There are advocates for a dual operating system to deal with the complexity of the networked era: one that is hierarchical and another that is networked. This trinity is not three separate operating systems. Our thinking needs to continuously change as well.

System 145

The Science of Complex Systems

Irving Wladawsky-Berger

When I look back over my long, relatively eclectic career, complex systems have been a common theme in all the activities I’ve been involved in. It started in the 1960s, when I was an undergraduate and graduate student at the University of Chicago majoring in physics, - the study of complex natural systems. My main research interests were centered on large computer systems, including mainframes, supercomputers and distributed systems.

System 153

Jay Changes Direction

Jay Cross

Sold instructional systems that taught a million bankers how to make decisions and sell bank services. My book Aha! Learn for Yourself challenges readers to consider where they’ve been in their careers and where they’re headed. I feel obligated to practice what I preach.

Change 173

Creating an architecture for change

Dave Snowden

So we use military or economic force to remove said delete, now that hasn’t worked … we need to focus on creating an infrastructure within which a fluid series of changes over time can create a resilient society build around local networked agency.

Change 222

Our education system stumbles into the future

Harold Jarche

According to a local professor, the New Brunswick education system is too centralized , but it’s not just education. First we might look at the underlying premises of the current system. In addition, the education system is in for some new competition.

System 257

Pervasive integration of enterprise systems and data arrives

Dion Hinchcliffe

Long the most expensive, time-consuming, and fraught activity in IT, the integration of systems and data has seen recent breakthroughs that make it far easier, faster, and less costly to bring systems together in a high quality way. Here's how SAP is changing the art of the possible

System 106

Networks and Systems

Stephen Downes: Half an Hour

It''s worth parsing this into individual points, because this is (I guess) connectivism from Dron''s perspective: all of which adopt a systems view all of which recognize the distributed nature of knowledge all of which embrace the role of mediating artefacts all of which recognize that more is different all of which adopt a systems perspective all of which describe or proscribe ways to engage in this new ecology. It''s interesting that he makes the point about ''systems'' twice.

System 145

technology, change, and us

Harold Jarche

Since the change is so fundamental and a lot of things aren’t figured out, it’s quite hard to navigate yourself within Buffer currently, since nothing feels “fixed” and ever changing these last few months.

Never Under-Estimate the Immune System

John Hagel

Every large and successful institution has an immune system – a collection of individuals who are prepared to mobilize at the slightest sign of any “outside” ideas or people in order to ensure that these foreign bodies are neutralized and that the existing institution survives intact and can continue on course. In more stable times, institutional immune systems are very effective at keeping institutions focused and on course, resistant to the distractions that might lead to their downfall.

System 100

Nordic leadership in times of extreme change

Harold Jarche

We can learn from the past and the authors of Return of the Vikings: Nordic Leadership in Times of Extreme Change , provide us with a compass to see our way into an unknown future. The book is about leadership in times of extreme change. Return of the Vikings.

Change 228