“proper citation will make you a star”

I recently had one of my images used in article that was posted to LinkedIn and Academia.edu (one of the articles has since been removed) without giving proper attribution. What is ‘proper’ attribution? On the bottom of each page of this website is my Creative Commons license: BY-NC-SA (attribution / non-commercial / share alike). The license is simple and has stood the test of courts in many countries. (more…)

marketing-oriented learning

Jane Hart sees modern day learning and development (L&D) professionals as agents of change, who are not “order takers” but “trusted advisers”. Therefore the challenge is to become a trusted adviser. Trust is not gained by being an expert, but by doing something of value for others. People trust those who help make useful connections, or initiate change for the better. (more…)

holding the space

There is an aspect of leadership that gets little attention in the popular management press. It is about holding space. Holding space means protecting the boundaries so that people can work. Nations hold their space through laws, treaties, and armed forces. Organizational leaders need to hold their space so that people can work. I do not mean controlling place, just holding it. (more…)

gatekeepers of truth

Every fortnight I collate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

“Zen pretty much comes down to 3 things – everything changes; everything is connected; pay attention.” – Jane Hirshfield – via @jhagel (more…)

moving to social learning

“We are living in a world where access trumps knowledge every time. Those who know how to search, find and make the connections will succeed. Those who rely on static knowledge and skills alone will fail.”Charles Jennings

We are all interconnected because technology has enabled communication networks on a worldwide scale, so that systemic changes are sensed almost immediately, which means that reaction times and feedback loops have to be better. Therefore we need to know who to ask for advice right now, which requires a level of trust, but this takes time to nurture. So we turn to our friends and trusted colleagues, who are those with whom we have shared experiences, which means that we need to share experiences in order to trust each other. This is social learning. (more…)

democratizing distribution

One of the greatest issues that will face Canada in the next decade will be wealth distribution. While it is currently not a major problem, the disparity between rich and poor will increase. The main reason will be the emergence of a post-job economy. Almost all of our institutions and many of our laws are based on the notion of the job as the normal mode of working life. Schools prepare us for jobs. Politicians campaign on job creation. Labour laws are based on the employer-employee relationship. Amongst those Canadians who had or have a job are the few who also have a drug plan, a missing component from our universal health care system. The haves are becoming outnumbered by the have-nots. (more…)

building the intelligent enterprise

Managers need to be given non-traditional roles in order to become key units of intelligence in the organization. They will then have the mission to come back to pollinate intelligence throughout the organization.

However, managerial innovation is primarily reflective and collaborative. This is a real challenge in terms of societal evolution!

Making business intelligent is providing our organizations the opportunity to become more humanistic, which would in my view be a real proof of intelligence. – Marine Auger [l’originale en français à la fin]

These are the concluding paragraphs of Marine Auger’s book, Et si vous rendiez votre entreprise intelligente? which I have loosely translated. It is accompanied by an image showing the three components of an intelligent enterprise: organizational; managerial; and cultural. These are supported by the foundation of intelligent communication. (more…)