Posts Categorized: Leadership

hunters in the jungle

The challenge for workers in what is becoming a freelance & gig economy is to survive in the global jungle. Work is moving toward temporary, negotiated hierarchies. The challenge for the modern organization is to have a flexible enough structure to let people move in and out of the jungle. Workers can also find short-term… Read more »

organizing for the network era

In my last post I noted that many organizations today are nothing more than attractive prisons. The current organizational tyranny was a response to a linear, print-based world. 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… 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 learning loop

John Boyd’s OODA loop (Observe, Orient, Decide, Act) was developed as a framework to help pilots make better decisions in battle. Since its inception in the 1970’s it has been adapted for other areas of operations, including business. “Decision makers gather information (observe), form hypotheses about customer activity and the intentions of competitors (orient), make… Read more »

learning from the peloton

“The peloton is the main group or pack of riders in a road bicycle race. Riders in a group save energy by riding near other riders. The reduction in drag is dramatic; in the middle of a well-developed group it can be as much as 40%” —Wikipedia “Pelotons are able to operate in the way… Read more »

connected leadership is smarter

If diverse teams are smarter, why do most organizations only put one person in charge, and then continue to replace that person with another individual ‘leader’? “In a nutshell, enriching your employee pool with representatives of different genders, races, and nationalities is key for boosting your company’s joint intellectual potential. Creating a more diverse workplace… Read more »

a network perspective

The three overlapping circles of the network learning model – social networks, communities of practice, work teams – have been described by Patti Anklam as three network types – connectivity, alignment, productivity. This makes sense, because in social networks we mostly connect, while in communities of practice we strive to find alignment between ideas and… Read more »

a note to business ‘leaders’

Would you still be a leader if you lost your positional authority? How would you know? In networks, your authority is derived from your reputation and the value of your connections to others in the network. Value and authority come from engagement with a network, usually over a long period of time. It’s the sum… Read more »

leadership in an age of pervasive networks

Leadership can be examined from the perspective of Marshall McLuhan’s famous media tetrad. Using the tetrad, explained by Derrick de Kerkchove, co-author of McLuhan for Managers — every technology has four effects: 1. extends a human property (the car extends the foot) 2. obsolesces the previous medium by turning it into a sport or a… Read more »

What is connected leadership?

Connected leadership is an emergent property of a network in balance and not some special property available to only the select few. This requires leadership from an intelligent and engaged workforce learning with each other. Connected leaders practice the discipline of personal knowledge mastery which comprises working and learning out loud as well as critical… Read more »