Posts Categorized: Complexity

learning to create the future of work

I recently wrote that when we look at the future of work, the loss of current jobs, and the effects of automation we should use a compass to guide us, not a list of what the jobs of the future may look like. These kinds of maps get dated too quickly. In preparing for this… Read more »

culture is complex

I am in a rural village in France enjoying my last day here before heading home. This week was spent mostly in Paris, running a workshop and meeting with a few people. One of the frequent topics was AI: artificial intelligence, not actionable insights. I admit that I know very little about AI, but luckily… Read more »

collaborating with the enemy

Collaborating with the Enemy by Adam Kahane gives a framework of how to work with people you don’t agree with, like, or trust. Kahane developed it through his years of conducting collaboration workshops such as the Mont Fleur sessions to prepare for a post-apartheid South Africa. I read his first book in 2005, Solving Tough… Read more »

it’s not complicated – review

“In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists” —Eric Hoffer A major focus of my work is getting people to think in terms of complexity and understand the difference between complicated and complex systems. I use the Cynefin framework… Read more »

self-managing for complexity

“What processes will be effective in helping people to unlearn the disposition or stance that made them successful in the ordered domains of Cynefin? How can they most effectively learn the skills required in the complex domain? How do leaders start creating environments that support this transition – if we simply focus on training people,… Read more »

look for disconfirming data

Adam Kahane hosted a webcast this week to discuss his new book, Collaborating with the Enemy. I thought his first book, Solving Tough Problems, was an excellent read so I attended. What follows are from my notes. The quotes are as I wrote them down and may not be Kahane’s exact words. Kahane opened the… Read more »

attractive prisons

Today we hear a lot about models like holacracy and teal organizations that are focused on changing how we work together in organizations. Teal organization: A new kind of organization designed to enable “whole” individuals (not narrow professional selves) to self-organize and self-manage to achieve an organic organizational purpose (determined not through hierarchical planning but… Read more »

networked knowledge triad

There are three structures that exist in all organizations, with three different sources of power, and three types of leadership required for each structure. This is the thesis that Niels Pflaeging puts forth in Organizational Physics. Formal Structure – Hierarchy – Compliance Leadership Informal Structure – Influence – Social Leadership Value Creation Structure – Reputation… Read more »

the arts in perpetual beta

Next month I will be facilitating a workshop at The Arts in a Digital World Summit, hosted in Montreal by the Canada Council for the Arts. Among other things, the summit will be a chance to share knowledge, mobilize – and possibly even incubate projects. We’ll consider our digital reality as an opportunity to: develop… Read more »

one person at a time

Are networks the new companies? Can our markets shift from capitalism to cooperativism? Can our institutions become networks? Can any of us escape our tribal roots and become network era citizens of the world? We still lack good network models for organizing in society. Instead, many turn back to older, and outdated organizational models, like… Read more »