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Organize for Complexity

Harold Jarche

Neils Pflaeging read my ebook Seeking perpetual beta and said that “after reading the book one yearns for more from you about the right learning architecture, about how to develop organizations applying this thinking, about how to build learning programs and infrastructure.”

immunize for complexity

Harold Jarche

It comes from the 1990’s but is still in use to describe the complex and chaotic world of business, politics, and technology. Complexity. In a VUCA world, organizations need to focus on velocity of implementation and learning, as well as agility in dealing with uncertainty.

A guide to complexity and organizations

Harold Jarche

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.

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. Connecting the diversity of markets and society to the organization, instead of creating firewalls, is a major challenge for leadership today.

Understanding complexity

Harold Jarche

Thinking of complex adaptive systems as merely complicated entities that can be regulated like machines can lead to disaster, as Niall Ferguson shows in his recent book. Human systems are complex. As organizations get larger, their original simplicity gets harder to maintain.

Coherence in complexity

Harold Jarche

Anecdote reports that John Kotter, leadership guru , is accepting that methods like his 8-step process for leading change may not be effective in the face of complexity. Complexity, driven by global networked communications, is the main factor. complexity InternetTime SocialBusiness

The post-hierarchical organization

Harold Jarche

The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. Hierarchies are ineffective when things get complex. Complex problems cannot be solved alone.

Creating the AAA Organization

Harold Jarche

For an organization to be agile and adaptive, the people in it need to be aware of what is happening around them, have alternative pathways to gather information and knowledge, and must be allowed to act to meet/solve both local and global goals/problems.

Complex knowledge

Harold Jarche

Last week I spent several hours each day, for four consecutive days, trying to share complex knowledge. I was reminded once again of how much time it takes to share complex (implicit) knowledge. complexity Learning Wirearchy

simple structures for complex problems

Harold Jarche

What is the optimal digital transformation technology for a networked organization? It is a suite of capabilities that foster an organizational culture that is constantly learning in order to understand and engage the complex environment in which it lives.

Networked individuals trump organizations

Harold Jarche

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual. complexity SocialBusiness Wirearchy

Managing in Complexity

Harold Jarche

As our markets and technologies get more complex, we need new models to get work done. However, complex systems are not fully knowable, though they can be partially understood through interaction with them. Complex problems cannot be solved alone. complexity Wirearchy Work

simplifying the complexity

Harold Jarche

Complex Problems. I like complex problem-solving. Perhaps my most interesting project was when a client gave me a statement of work to ‘simplify the complexity’ I did not have a solution but felt that with my extended networked I would be able to solve their problem.

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Build trust, embrace networks, manage complexity

Harold Jarche

We have known for quite a while that hierarchies are ineffective when things get complex. The only way to change a hierarchical organization is to create a new hierarchy. Most organizations still deal with complexity through reorganization. Complexity. Hierarchies.

Networks thrive in complexity

Harold Jarche

In complex environments, weak hierarchies and strong networks are the best organizing principle. One good example of complexity that we can try to fathom is nature itself. complexity Wirearchy

Why Organizations Don’t Learn

Jay Cross

Where organic, bottom-up meets corporate top-down. An article entitled Why Organizations Don’t Learn by Francesca Gino and Bradley Staats in the November 2015 issue of Harvard Business Review caught my eye. navigating complex environments.

self-organization is the future

Harold Jarche

If we as a society think it is important that citizens are engaged, people are passionate about their work, and that we all contribute to making a better world, then we need to enable self-organization. Like democracy, self-organized teams are hard work.

Reinventing Organizations – Review

Harold Jarche

What is a “Teal Organization”? Frédéric Laloux, in Reinventing Organizations , uses a colour scheme, based on Integral Theory , to describe the historical development of human organizations: Red > Orange > Green > Teal.

No cookie cutters for complexity

Harold Jarche

The organization(s) [clients] will in my opinion get better advice rooted in critical thinking and experience and focused on results, as opposed to maintaining an expensive dependency on canned rhetoric that may not be based in much experience. How is my organization different from these?

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. The human brain is the best interface for complexity. Complexity requires simple, adaptive organizational structures. Complexity PKM SocialLearning

Exception handling is complex work

Harold Jarche

Organizations do this all the time. Complex, new problems need tacit knowledge to solve them. We cannot know what is known unless the organization, and the entire business ecosystem are transparent. Today’s complex work is tomorrow’s merely complicated or even simple work.

Absorbing complexity with PKM

Harold Jarche

Networked learning is not just good for your organization, but you as a person. We both use social technologies to reach out into the complexity and try to make sense of it. With complex problems there is not often a simple correct answer.

PKM 84

The Rise of the T-Shaped Organization

Irving Wladawsky-Berger

The concept of T-shaped skills was first introduced over 20 years ago, but its importance, - to both individuals and organizations, - has continued to rise. The growing demand for T-shaped skills points to the rise of the T-shaped organization.

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. As organizations grow, the original simplicity gets harder to maintain. Re-wiring for complexity. complexity Learning Wirearchy

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. The new workplace of intangible assets is a complex environment , and one where traditional analytical methods no longer work. complexity Work

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. Our relationship with knowledge is changing as our work becomes more intangible and complex. Organizations should focus on results.

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. Our education institutions do not teach an understanding of complexity. Our workplace training does not factor in complexity. Complexity Democracy

The Complex Nature of Cloud-based Innovation

Irving Wladawsky-Berger

A 2012 survey of business and technology executives found that two thirds of respondents viewed cloud as a leading priority for their IT organizations, while one third said that it was a company-wide business priority.

Creating More Intelligent Organizations

Irving Wladawsky-Berger

organize these collaborations and enhance them with innovative IT-based. If so, is it possible to create more intelligent organizations? Another CCI project is aiming to answer these questions by trying to understand the intrinsic nature of intelligent organizations.

Complex is the new normal

Harold Jarche

Jay has an image that shows that ordered organizations need to empower their employees to deal with more complexity, while those in chaos need to gain alignment in order to get out of chaos. If the situation facing the organization is indeed complex, then neither approach is suitable.

The Firm as a Large, Complex, Extended Family

Irving Wladawsky-Berger

Firms are organizations in which the different parts of the firm have an interchange with other parts of the firm, it is a sociological problem not an economic problem.”. “I A firms is best viewed as a kind-of rather large and highly complex family.

Leadership in Complexity

Harold Jarche

Tweet In organizing for diversity and complexity , I discussed structural changes that are needed in our institutions. Kevin Wheeler has a great slide presentation on leadership in complexity that looks at what is required in a diverse and complex work 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. In higher education, we have largely ignored the self-organizing aspect of learner activity. I’m a fan of dichotomies, recognizing very well the weaknesses they hold.

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. Over the past several years, we have seen a rising emphasis on design, creativity and holistic thinking in business to help us deal with an increasingly volatile, unpredictable complex world.

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PKM is making sense of complexity

Harold Jarche

The paper tries to bridge gap between knowledge management and artificial intelligence approaches proposing agent-based framework for modelling organization and personal knowledge. It is in making sense of complexity.

PKM 85

The Hyper-social Organization – Review

Harold Jarche

The main premise of The Hyper-social Organization is that social media, connectivity and always-on technology are enabling what humans do naturally; to be very social. In a separate study, IDC estimated that only 20 percent of all content developed by the typical marketing department is actually used by the sales organization. Tweet.

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? The culture of the institution may not be able to stretch enough to implement the needed changes, even when the very survival of the organization might be at stake.

How organizations can thrive in the network era

Harold Jarche

I recently covered the BetaCodex Guide to Organizing for Complexity. The challenge of moving from a hierarchical to a network structure is a complete shift in how we have thought about organizations. complexity Innovation

in an increasingly complex world

Harold Jarche

Robert Warwick - Following a comprehensive literature review, heavily influenced by complexity sciences, we came up with seven essential criteria that are important to consider in an increasingly complex world, these were: Go out of your way to make new connections. complexity

mastering complexity

Harold Jarche

“Our most successful clients have cross-flowing knowledge networks to handle the complexity/variety of their marketplace.” “The One Year Club – organizations that buy tools to embrace a new way of working without understanding fit, and finding it really complex.