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Organizing

Stephen Downes: Half an Hour

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. Heylighen & Bernheim, 2000], in part by creating effective discussion systems that help a group to come to a well-reasoned consensus.

a triple operating system

Harold Jarche

For instance, coalition governments are increasing in frequency, businesses are organizing in value networks, and collaborative and connected learning is becoming widespread. This trinity is not three separate operating systems.

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.

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. With an external environment that is highly connected, organizations have to get connected inside.

Grand Unified Theory of Service Design, Systems Design, and Organization Design

Adaptive Path

Jeff Sussna is an internationally-recognized systems thinker and IT expert, combining engineering expertise with an ability to bridge business, creative, and technical perspectives. The other thing is, I think a lot about the relationship between designing and operating systems and designing and operating organizations. Being able to mix in not only connecting with design, but connecting with design management and thinking about design organizations is such a bonus for me.

Creating emergent, adaptive systems in organizations

Ross Dawson

Since the collective intelligence of many – or even most – human organizations is significantly less than the intelligence of many of its participants, there are no doubt lessons we can learn. In my book Living Networks I included a small section on Creating adaptive systems in Chapter 6 on Network Presence. The system allows a broad range of participants to propose ideas, add comments, and assess the value of each others’ ideas and comments.

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. This is what led to our Coherent Organization model.

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.

Building the network era organization

Harold Jarche

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?

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.

self-organization and self-reflection

Harold Jarche

‘As we do not have bosses in our organization, we decided to have just one meeting every 6 months in order to share amongst us all where we are going as a company, defining a maximum of 3 primary objectives. The System vs the Medical Doctor , by @fewererrors.

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.”

Why it matters that networks in organizations and social systems are shifting to power-law distributions

Ross Dawson

’ * There are many factors, such as positive feedback loops and self-organisation , that are shifting systems towards power-law distributions. However these types of networks are also evident in biological systems such as cells and brains. *

First structure the work system

Harold Jarche

While some action and coordination in the workplace can be automated with performance support systems, collaboration and cooperation are still intensely human and require continuous learning. But radical new organizations are possible and are in fact happening. Working Together.

Leadership, Connectivity, Execution, Organization

Harold Jarche

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.

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.

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.

Social systems

Harold Jarche

“A System is a set of variables sufficiently isolated to stay constant long enough for us to discuss it. ~ JeanHouston – “It is as if a worldwide nervous system is in the works.

Design Principles for Complex, Unpredictable, People Oriented Systems

Irving Wladawsky-Berger

Then you pull together the needed resources - human, financial, technical, tools, equipment, etc - and organize a project to achieve the objectives. The problem is divided into a series of discrete components assigned to different parts of the organization, and the solution is then obtained by bringing all the components together as quickly and efficiently as possible. What do we mean by applying design principles to complex, unpredictable, people oriented systems and problems?

System 109

The Human-Centered Organization

Clark Quinn

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.

The Intersection of Systems and Network Leadership

Beth Kanter

Found when researching systems thinking. Rebecca Arno was doing some research on systems thinking, found this excellent, very friendly visual that defines systems thinking as: Looks at the big picture. Find the keys to a system.

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.

Big Data: Running out of Metric System…

Andy McAfee

The first is the great thirst mainstream organizations have for analytic talent. It turns out that in the era of big data, we’re about to run out of metric system: Yotta- , signifying 10^24, is the only metrix prefix left on the list.

Organizations, work, and learning

Harold Jarche

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?

The learning organization: an often-described, but seldom-observed phenomenon

Harold Jarche

Edwards Deming understood that systemic factors account for more organizational problems, and therefore more potential for change, than any individual’s performance. The role of managers should be to manage the system, not the individual functions.

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.” .

Reflections on the Nature of Human Organizations

Irving Wladawsky-Berger

For most of history, the vast majority of people lived in farms and villages, and worked in relatively small organizations. . We learned that in many cases, our human organizations are more efficient the larger they are. Furthermore, larger organizations are typically accompanied by an increase in human interactions which improve their overall creativity and potential for innovation. All that growth generally leads to ever larger, multi-layered hierarchical organizations.

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.

Why People Leave Organizations

Kevin Wheeler

Like so many others things, it is the systemic effect of several factors that leads to a final decision. Professor David Finegold and Senior Research Scientist Susan Mohrman, at the Center for Effective Organizations at the University of Southern California presented a paper in the Spring of 2001 at the World Economic Forum in Switzerland entitled: What Do Employees Really Want? Rewards based, in part, on how well the organization performs.

5 Use Cases for a Corporate YouTube in Organizations

Dan Pontefract

Previously I’ve discussed the benefits and uses of micro-blogging , badging and virtual worlds inside an organization. Once you have video sharing in place, what are some of the effective ways in which you can utilize it within your organization?

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.

Systems Thinking, Safety and Risk Management

Irving Wladawsky-Berger

Several participants cited the sharp rise in volume and speed of high-frequency trading over the past decade as an example of a current practice that is potentially increasing volatility and systemic risk in financial markets. Toward the end of the roundtable, the moderator asked us to reflect on the kinds of controls needed to make financial systems more stable and less prone to another major crisis. Financial systems are an example of such complex engineering systems.

A Neural, Digital System for the Economy

Irving Wladawsky-Berger

Dr. Arthur is external professor at the Santa Fe Institute and visiting researcher at PARC’s Intelligent Systems Lab. This second, digital economy is essentially acting as the neural system for the overall economy. A major portion of every complex biological organism, including us humans, is the autonomic nervous system. Other examples are found in our social organizations. Now it is developing a neural system.

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. A new special edition paper has just been released, Turn Your Company Outside-In.

Complex Sociotechnical Systems: the Case for a New Field of Study

Irving Wladawsky-Berger

Digital technologies are enabling us to develop systems with huge numbers of interconnected components and sophisticated software that infuses them with seemingly unlimited capabilities. And, they are profoundly changing the way all organizations operate, as well as our working and personal lives. . But, we have much to learn on how to best design and operate these systems. When dealing with CSS designs, we have much to learn from biological systems.

Social Business – Rethinking Innovation, Organization and Leadership

Luis Suarez

Well, here is one potential answer to them all: Social Business – Rethinking Innovation, Organization and Leadership.

People, Organization, Technology?

Martijn Linssen

For complex systems, for innovation efforts, for creativity – process engineering is not only the wrong approach, it is a mistake. It may be People, Organization, Technology; although we should not be in a rush to replace a failed triplet with another.

Learning Content Management Systems (LCMS) for Managing Course Assets

Tony Karrer

But I’ve seen organizations cobble together solutions using SharePoint more than I’ve seen LCMS solutions. This seems to be backed up by The LCMS at a Crossroads : Our research has shown that content management needs vary widely from company to company, and some organizations are well served by some combination of social and collaboration platforms, portals, and the lightweight content management functionalities now common to rapid development tools.

I’m Not Scared of Email; I Developed a System called DADDIO

Dan Pontefract

Not just an IBMer, a collaborator, an interlocutor or an inhabitant of Gran Canaria Island in Spain — how cool is that — he is one of the foremost outliers pushing our organizations towards a world without email. One of my favourite people on the planet is Luis Suarez.

The ‘Occupy IT’ Movement of Organizations

Dan Pontefract

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.