Notes from the edge

Friday’s Finds:

friday2

“I want to stand as close to the edge as I can without going over; on the edge you find things you can’t see from the center.” – KurtVonnegut. – via @JenniferSertl

“Everyone is a born leader … We were all leaders until we were sent to school to be commanded, controlled, and taught to do likewise.” – Dee Hock – via @Jan Höglund

“By the excessive promotion of leadership, we demote everyone else.” – Henry Mintzberg – via @flowchainsensei

“Privacy is a side effect of people not being connected.” – Buster Benson – via @tar1na

@claytoncubitt“Turning your phone off at the door is the new taking your shoes off at the door.”

@MarkFederman “‘Organizations are too complex; we must make things simpler.’ Wrong. Organizations are made too complicated in response to complexity.”

Peter Kruse: Transforming Organizations into Social Brains | sense-making strategy – via @toughloveforx

Organizations that do not develop connectivity, arousal (or engagement) and collective valuation facility will have a poor chance of survival in the competition with organizations that do.  That includes the organizational approach to strategy, leadership and communication, whose main task will be to enable neural facility (or at the very least not stand in its way!)
Success in the neural world will depend strongly on social empathy and an ability to work with social resonance phenomena, that steer and focus attention and energy through the net (Kruse—part 4).

The Financialisation of Labour – via @lpgauthier

At present companies are hoarding capital and worried about the future, so it is not in their interests to invest in plant – which is what robots are. Their outlook is essentially reactive and short-term, so they want a reactive, short-term workforce. They don’t want to undertake the capital expenditure required to automate. They don’t want to invest in workers long-term either because training and development is also a capital expense. And they don’t want to wait for full productivity: they want to buy in workers who can “hit the ground running” – hence the impossible requirement for young people entering the workforce to have “experience”. However you look at this, there are structural problems in the labour market caused by companies’ short-term outlook and lack of confidence about the future.

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