Posts Categorized: Complexity

The rapidly changing workplace

8) So what have I learned that will help us change our own experience of work? That knowledge is becoming more abstract, conceptual, distributed and complex. 9) We know what social and thinking skills are needed for complex contexts – we know how to hone these skills through practice. – Anne Marie McEwan

Reinventing Organizations – Review

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. Laloux lists three breakthroughs of Teal organizations: Self-management: driven by peer relationships Wholeness: involving the whole person at work Evolutionary purpose: let… Read more »

Learning in a connected enterprise

In 2003 I was suddenly unemployed, jettisoned shortly before the learning technology company where I was CLO went bankrupt. Look where I live, in Sackville. My network in 2003 was quite small and mostly Canadian. So how did I get to Sydney, NSW today? How did I learn to do what I now do? The… Read more »

Re-wiring for the Complex Workplace

Note: The following article appears in Inside Learning Technologies & Skills – May 2014. This is the “No Flash Required” version. Complexity is the new normal We are so interconnected today that many cannot imagine otherwise. Almost every person is connected to worldwide communication networks. News travels at the speed of a Tweet. Meanwhile, inside… Read more »

A world of pervasive networks

According to Derrick de Kerckhove, Director of the McLuhan Program in Culture, the McLuhans’ tetradic Laws of Media state that every medium (or technology in the broader sense of the word) has four major effects: extends a human property (the car extends the foot); obsolesces the previous medium by turning it into a sport or an form of… Read more »

Organize for Complexity

Niels 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.” Well I think Niels has answered much of that question himself, in his… Read more »

Retrieving cooperation

According to Dion Hinchcliffe, we need to rethink work and reinvent collaboration. At a high level, there appear to be three major root causes for why collaboration — the very core of how people come together and function as a business — is in the midst of reinvention: 1. Hierarchical management styles break down in… Read more »

Industrial disease

some blame the management, some the employees; and everybody knows it’s the Industrial Disease – Dire Straits Complexity is the new normal We are so interconnected today that many cannot imagine otherwise. Almost every person is connected to worldwide communication networks. News travels at the speed of a Tweet. Meanwhile, inside the enterprise, reaction times… Read more »

Actually, it’s not complicated

Most IT, HR, KM, etc. projects seem to assume the situation is complicated. Complicated – relationship between cause & effect requires analysis, investigation, and expertise. We should Sense – Analyze – Respond & we can apply good practices. However, most projects involving people should assume they are complex. Complex – relationship between cause & effect… Read more »

Management in perpetual Beta

“Our research indicates that, contrary to what one might assume, good analysis in the hands of managers who have good judgment won’t naturally yield good decisions.” – What Matters More in Decisions Is it because they are assuming the problem is complicated … Complicated, in which the relationship between cause and effect requires analysis or… Read more »