INDUSTRY INSIGHTS YOUR PEERS ARE READING
It may be People, Organization, Technology; although we should not be in a rush to replace a failed triplet with another. The right question is: “Why do we work in organizations where natural interactions and instincts are discouraged?” People, Organization, Technology. MORE
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. MORE
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. MORE
The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. With an external environment that is highly connected, organizations have to get connected inside. MORE
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. MORE
Quoted at length from Self-organization of complex, intelligent systems: an action ontology for transdisciplinary integration , Francis Heylighen , Integral Review : A mobilization system would combat this confused and unproductive way of acting by redirecting effort in the most efficient way at the most important issues. MORE
Today I am thinking that leadership is sometimes about moving forward, even if others are not following you yet. Leadership is partially about working with others and moving others along with you. But there''s times when you have to move forward, even if you are alone in that. MORE
While I want L&D to lead the way (as those are the folks I know), it’s really about leading the way to an organization that’s aligned with us , with people. The point being, as we reorganize work to tap into the best of us, we’re creating organizations that are humane in a very specific, and hopefully deep, sense. The industrial era organization, quite simply, wasn’t. And, the evidence seems to be that such organizations are more successful. MORE
And while that’s a good concept for the US justice, in organizations it can be problematic. It is a good thing for people to contribute in organizations. There’s a decent chance that you’ve worked, or work, in such an organization. That’s not to the long-term benefit of the organization, but culture eats strategy for breakfast. You don’t want a Miranda organization. So, in justice, Miranda is a good idea, in organizations it is bad. MORE
In The Rise of Emergent Organizations, Beth Comstock, Vice Chair at GE, cites five rules of thumb to guide organizational design for the emerging network era. MORE
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. MORE
This got me thinking about one of my favourite personal passions (cycling) and our corporate organizations. Maybe if we were to act like a peloton in our organizations, we might see higher levels of employee engagement. collaboration engagement leadership organization cycling peloton MORE
I was having a discussion the other day with my ITA colleague Jay Cross, and the topic wandered over to how to use the social approaches we foster under the umbrella of the Coherent Organization to help organizations become one. MORE
There being no rest for the wicked I hoped on the sea bus from our Airb&b in North Vancouver to teach on an Organic Agility course. For those not familiar, Organic Agility was one of the first Powered by SenseMaker® developments. MORE
Part of the shift that organizations will have to make in the network era will be not only to add new dimensions, but to retrieve some old ones. So what does a connective, cooperative organization look like? MORE
Organizations are alive when people can exert their autonomy in ethical practice. Even progressive organizations often miss out on the latter, described by the authors as an, “ inherent tendency toward growth development and integrated functioning ”. The organization must be alive. MORE
” 8 Symptoms Of Organizations On The Cusp Of Change by @MarkRaheja. “In theory, organizations are meant to enable us — to make us faster, stronger and more effective than we’d be on our own. MORE
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. MORE
Metaphors that provide the common mental frameworks for our organizations are also powerful tools. Today, more people are viewing the organization as a biological system, bringing new metaphors that can change the way we think, and act. MORE
The yin-yang relationship between an engaged organization and an impeccable level of customer service just might be the new purpose of an organization. employee engagement organization Purpose customer service purpose MORE
The Learning Organization. A model is not a map but a compass that can help guide organizations. But they are necessary for complex work and essential as the organization gets larger. MORE
The opposite of ‘routine’ is ‘original’ Labour is routine. Talent is original. Even advanced technical Labour can be in essence routine. As Labour, once you learn how to do something, you are able to repeat it. MORE
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. MORE
In 2003, when Nicholas Carr penned the piece “ IT Doesn’t Matte r “, an overlooked definition of what he referred to as ‘infrastructural technologies ‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization. MORE
This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. ” Yesterday Clark wrote about detailing the Coherent Organization. Coherent OrganizationCo·her·ent (k -hîr nt, -h r -) means. MORE
As a first step in understanding decision making, McKinsey categorized the type of decisions being made by most organizations: Big-bet decisions have the potential to shape the future of the company. Overall, only 20% of respondents said that their organization excelled at decision making. MORE
Lateral organizations, or more egalitarian structures, have been the exception. In the endless allure of non-hierarchical organizations , David Creelman notes that both forms have their flaws, but says it’s best to thoroughly understand the history of the field. MORE
The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations. Organizations have to be designed to promote creative and non-routine work, and leave the machines to handle the boring stuff. MORE
We’re each teasing out the meaning of what we call the Coherent Organization with models. The Coherent Organization. This is an overlay on the model Harold and I have employed when helping organizations work smarter through networks. We’ve opened a discussion group in the Social Learning Centre to discuss the models and The Coherent Organization. At the Internet Time Alliance, we’re big fans of narrating our work. MORE
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.” MORE
So fun to witness the collapse of the Organizational Chart and dominance of the Network. We were at an organizing meeting for a citizens election organization in the recall election of our Tea Party state senator. The participants were discussing how to structure the informal organization. MORE
As excited as I am about the Coherent Organization as a framework, it’s not done by any means. I riffed on it for a Chief Learning Officer magazine, and my Internet Time Alliance colleagues have followed up. However, I want to take it further. MORE
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. MORE
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. More recently, on Harold Jarche ‘s recommendation, I read Niels Pflaeging’s Organize for Complexity , a book also on how to create organizations that are high performance. MORE
In my last post I noted that many organizations today are nothing more than attractive prisons. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command and control. MORE
In fact, we should be spending more of our time reminding people that before Artificial Net Neutrality the Internet came by its neutrality naturally, even organically. I’ve started blogging at Ting.com , the only mobile access provider I actually like. I’ll tell you why in a moment. But first, here’s the opening of my first post : There are two types of Net Neutrality. MORE
Last night I wrote the members: You’re one of 1,797 members of the Learning in Organizations Community on Google Plus. Two years ago I set up a Google Group on Learning. MORE
Diamond Digital IQ suggests 41% of organizations witness 30% or more of IT expenditures residing elsewhere from IT. Organizations and its employees outside of IT have begun to, well. And as a consequence, the organization is pushing back. MORE
My ITA colleague Jay (always a spark igniter) has been thinking about well-being in organizations, and it activated my thinking on wisdom. And I think that’s hard to accomplish in an organization where everything you say can and will be held against you. Coupled with appropriation of collaboration and cooperation , I suggest organizations can and should be working wiser and more coherently. MORE
Funnily enough, many learning professionals make the same bad call about organizations. The organization’s bigger than any of us so it seems audacious to try to change it. Aaron Silvers recognizes that like learning, the organization thing is a process, too. MORE
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. MORE
They cover the main themes of organizations, work, and learning, that I have been discussing on this blog since 2004. The post-hierarchical organization. This article describes the limitations of hierarchies and asks: What does a post-hierarchical organization look like? MORE
I began to consider if it was possible to create an organization in the same way. Could you hire a group of random people, all with at least some of the attributes that the organization needs to get work done, without giving an individual a specific job title or role? MORE
Dear Frederic, I read your book, Reinventing Organizations. Its implementation and feasibility in medium and large-sized organizations is of concern to me, so I’d love to understand how it can actually be achieved. (I 31 May, 2015. MORE
Organization Related Topics Stephen Downes: Half an Hour
JANUARY 16, 2016
Quoted at length from Self-organization of complex, intelligent systems: an action ontology for transdisciplinary integration , Francis Heylighen , Integral Review : A mobilization system would combat this confused and unproductive way of acting by redirecting effort in the most efficient way at the most important issues.
Dave Snowden
AUGUST 23, 2019
There being no rest for the wicked I hoped on the sea bus from our Airb&b in North Vancouver to teach on an Organic Agility course. For those not familiar, Organic Agility was one of the first Powered by SenseMaker® developments.
Harold Jarche
MARCH 18, 2018
I began to consider if it was possible to create an organization in the same way. Could you hire a group of random people, all with at least some of the attributes that the organization needs to get work done, without giving an individual a specific job title or role?
Irving Wladawsky-Berger
JULY 8, 2019
As a first step in understanding decision making, McKinsey categorized the type of decisions being made by most organizations: Big-bet decisions have the potential to shape the future of the company. Overall, only 20% of respondents said that their organization excelled at decision making.
Harold Jarche
OCTOBER 4, 2013
Lateral organizations, or more egalitarian structures, have been the exception. In the endless allure of non-hierarchical organizations , David Creelman notes that both forms have their flaws, but says it’s best to thoroughly understand the history of the field.
Harold Jarche
APRIL 17, 2014
The opposite of ‘routine’ is ‘original’ Labour is routine. Talent is original. Even advanced technical Labour can be in essence routine. As Labour, once you learn how to do something, you are able to repeat it.
Dan Pontefract
MAY 31, 2015
Dear Frederic, I read your book, Reinventing Organizations. Its implementation and feasibility in medium and large-sized organizations is of concern to me, so I’d love to understand how it can actually be achieved. (I 31 May, 2015.
Jay Cross
OCTOBER 21, 2015
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.
Irving Wladawsky-Berger
DECEMBER 26, 2012
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.
Harold Jarche
OCTOBER 23, 2014
The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. With an external environment that is highly connected, organizations have to get connected inside.
Harold Jarche
MAY 19, 2014
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.
Jay Cross
NOVEMBER 14, 2012
This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. ” Yesterday Clark wrote about detailing the Coherent Organization. Coherent OrganizationCo·her·ent (k -hîr nt, -h r -) means.
Harold Jarche
MAY 1, 2014
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.”
Harold Jarche
JUNE 5, 2017
In my last post I noted that many organizations today are nothing more than attractive prisons. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command and control.
Harold Jarche
MAY 4, 2016
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.
Dan Pontefract
APRIL 23, 2013
This got me thinking about one of my favourite personal passions (cycling) and our corporate organizations. Maybe if we were to act like a peloton in our organizations, we might see higher levels of employee engagement. collaboration engagement leadership organization cycling peloton
Harold Jarche
DECEMBER 23, 2014
They cover the main themes of organizations, work, and learning, that I have been discussing on this blog since 2004. The post-hierarchical organization. This article describes the limitations of hierarchies and asks: What does a post-hierarchical organization look like?
Dan Pontefract
OCTOBER 8, 2014
The yin-yang relationship between an engaged organization and an impeccable level of customer service just might be the new purpose of an organization. employee engagement organization Purpose customer service purpose
Harold Jarche
NOVEMBER 2, 2014
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.
Harold Jarche
MAY 21, 2013
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.
Harold Jarche
JUNE 4, 2018
The Learning Organization. A model is not a map but a compass that can help guide organizations. But they are necessary for complex work and essential as the organization gets larger.
Harold Jarche
JULY 16, 2015
Organizations are alive when people can exert their autonomy in ethical practice. Even progressive organizations often miss out on the latter, described by the authors as an, “ inherent tendency toward growth development and integrated functioning ”. The organization must be alive.
Harold Jarche
OCTOBER 15, 2014
Part of the shift that organizations will have to make in the network era will be not only to add new dimensions, but to retrieve some old ones. So what does a connective, cooperative organization look like?
Jay Cross
AUGUST 22, 2011
Funnily enough, many learning professionals make the same bad call about organizations. The organization’s bigger than any of us so it seems audacious to try to change it. Aaron Silvers recognizes that like learning, the organization thing is a process, too.
Dan Pontefract
MAY 2, 2012
Diamond Digital IQ suggests 41% of organizations witness 30% or more of IT expenditures residing elsewhere from IT. Organizations and its employees outside of IT have begun to, well. And as a consequence, the organization is pushing back.
Irving Wladawsky-Berger
DECEMBER 15, 2015
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.
Harold Jarche
MARCH 11, 2016
” 8 Symptoms Of Organizations On The Cusp Of Change by @MarkRaheja. “In theory, organizations are meant to enable us — to make us faster, stronger and more effective than we’d be on our own.
Martijn Linssen
MARCH 5, 2013
It may be People, Organization, Technology; although we should not be in a rush to replace a failed triplet with another. The right question is: “Why do we work in organizations where natural interactions and instincts are discouraged?” People, Organization, Technology.
David Weinberger
DECEMBER 5, 2014
In fact, we should be spending more of our time reminding people that before Artificial Net Neutrality the Internet came by its neutrality naturally, even organically. I’ve started blogging at Ting.com , the only mobile access provider I actually like. I’ll tell you why in a moment. But first, here’s the opening of my first post : There are two types of Net Neutrality.
Nine Shift
OCTOBER 26, 2014
Today I am thinking that leadership is sometimes about moving forward, even if others are not following you yet. Leadership is partially about working with others and moving others along with you. But there''s times when you have to move forward, even if you are alone in that.
Jay Cross
MARCH 14, 2015
Last night I wrote the members: You’re one of 1,797 members of the Learning in Organizations Community on Google Plus. Two years ago I set up a Google Group on Learning.
Nine Shift
JUNE 8, 2011
So fun to witness the collapse of the Organizational Chart and dominance of the Network. We were at an organizing meeting for a citizens election organization in the recall election of our Tea Party state senator. The participants were discussing how to structure the informal organization.
Harold Jarche
JUNE 8, 2015
The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations. Organizations have to be designed to promote creative and non-routine work, and leave the machines to handle the boring stuff.
Clark Quinn
OCTOBER 10, 2012
My ITA colleague Jay (always a spark igniter) has been thinking about well-being in organizations, and it activated my thinking on wisdom. And I think that’s hard to accomplish in an organization where everything you say can and will be held against you. Coupled with appropriation of collaboration and cooperation , I suggest organizations can and should be working wiser and more coherently.
Clark Quinn
NOVEMBER 13, 2012
As excited as I am about the Coherent Organization as a framework, it’s not done by any means. I riffed on it for a Chief Learning Officer magazine, and my Internet Time Alliance colleagues have followed up. However, I want to take it further.
Clark Quinn
MAY 18, 2016
While I want L&D to lead the way (as those are the folks I know), it’s really about leading the way to an organization that’s aligned with us , with people. The point being, as we reorganize work to tap into the best of us, we’re creating organizations that are humane in a very specific, and hopefully deep, sense. The industrial era organization, quite simply, wasn’t. And, the evidence seems to be that such organizations are more successful.
Harold Jarche
JULY 21, 2011
Metaphors that provide the common mental frameworks for our organizations are also powerful tools. Today, more people are viewing the organization as a biological system, bringing new metaphors that can change the way we think, and act.
Clark Quinn
OCTOBER 20, 2015
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. More recently, on Harold Jarche ‘s recommendation, I read Niels Pflaeging’s Organize for Complexity , a book also on how to create organizations that are high performance.
Jay Cross
JULY 4, 2012
We’re each teasing out the meaning of what we call the Coherent Organization with models. The Coherent Organization. This is an overlay on the model Harold and I have employed when helping organizations work smarter through networks. We’ve opened a discussion group in the Social Learning Centre to discuss the models and The Coherent Organization. At the Internet Time Alliance, we’re big fans of narrating our work.
Dan Pontefract
MAY 2, 2012
In 2003, when Nicholas Carr penned the piece “ IT Doesn’t Matte r “, an overlooked definition of what he referred to as ‘infrastructural technologies ‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization.
Clark Quinn
JANUARY 7, 2014
And while that’s a good concept for the US justice, in organizations it can be problematic. It is a good thing for people to contribute in organizations. There’s a decent chance that you’ve worked, or work, in such an organization. That’s not to the long-term benefit of the organization, but culture eats strategy for breakfast. You don’t want a Miranda organization. So, in justice, Miranda is a good idea, in organizations it is bad.
Harold Jarche
SEPTEMBER 28, 2011
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.
Clark Quinn
OCTOBER 9, 2012
I was having a discussion the other day with my ITA colleague Jay Cross, and the topic wandered over to how to use the social approaches we foster under the umbrella of the Coherent Organization to help organizations become one.
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