Posts Categorized: Work

self-determination ensures democracy

Self-determination theory (SDT) is based on three innate human requirements: Competence, Relatedness, and Autonomy. Deci and Ryan [the researchers] claim that there are three essential elements of the theory: 1. Humans are inherently proactive with their potential and mastering their inner forces (such as drives and emotions) 2. Humans have an inherent tendency toward growth… Read more »

business schools are a technology of the last century

Our dominant models of how we organize and work as a society are fundamentally changing as we transition from an Information-Market economy to a Creative-Network economy. Charles Green succinctly explained the order in which this transition happens: “Ideas lead technology. Technology leads organizations. Organizations lead institutions. Then ideology brings up the rear, lagging all the… Read more »

automation + capitalism = a perfect storm

I have often discussed the automation of work here and how we need to focus our development and education efforts on human competencies that cannot be done by software or machines. But is automation really the major cause of workplace disruption? For example, in Sweden automation is welcomed by workers who have state support systems for… Read more »

soft skills are human skills

Creative people are at all levels of an organization, including the janitor, and are not ‘human resources’ but individuals who have the capability of  gaining wisdom. What are often referred to as ‘soft skills’ are becoming more important than traditional hard skills. Why is this? First of all, work in networks requires different skills than in… Read more »

we don’t need no stinking hierarchies

When we think of management we usually think of control over others. Management decides. F.W. Taylor in the early 20th century saw management as the necessary controlling layer in order to systematize work and make it efficient and so developed his Principles of Scientific Management. If labourers could not adapt to managers’ directions, then they… Read more »

the random organization

“Post-industrial work is learning. Work is figuring out how to define and solve a particular problem and then scaling up the solution in a reflective and iterative way – with technology and alongside other people.” “The future of work has to be based on willing participation by all parties, and the ability of all parties… Read more »

retrieving gender balance

This is a follow-up post from our future is networked & feminine. Power & Media The TIMN model, developed by David Ronfeldt describes how human societies have organized: first in Tribes, later with Institutions added (T+I), and in our current society where Markets dominate (T+I+M). As we enter an era where the Network form (T+I+M+N)… Read more »

vanity fare

There are many rankings and listings published for most industries and fields. There are also industry prizes, like the Academy Awards or the BAFTA film awards. With some you even have to pay to submit your application. I work in several fields and from time to time get listed as an influencer in some category…. Read more »

leadership is enabling

I have often said that the essence of leadership or management in organizations is helping make your network smarter, more resilient, and able to make better decisions. It is not telling people what to do, or managing how they get things done, especially in an age where more work is unique and non-routine. Those doing the work are often the… Read more »

working smarter case study

In 2010/2011 Jay Cross and I worked worked with a corporate university of a large US company with the objective to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, self-directed learning. The aim was for employees to learn fast enough to keep up with the demands of their jobs and grow into… Read more »