Here are some of the things I found via Twitter this past week.
“I’m an outsider by choice, but not truly. It’s the unpleasantness of the system that keeps me out. I’d rather be in, in a good system. That’s where my discontent comes from: being forced to choose to stay outside.” George Carlin, Napalm and Silly Putty. via @cburell
“In human affairs, times of advancement are preceded by times of disorder. Success comes to those who can weather the storm.” —The I-Ching – via @ken_homer
The secret life of chaos – BBC video via @complexified
It turns out that chaos theory answers a question that mankind has asked for millennia – how did we get here?
In this documentary, Professor Jim Al-Khalili sets out to uncover one of the great mysteries of science – how does a universe that starts off as dust end up with intelligent life? How does order emerge from disorder?
It’s a mind bending, counter intuitive and for many people a deeply troubling idea. But Professor Al-Khalili reveals the science behind much of beauty and structure in the natural world and discovers that far from it being magic or an act of God, it is in fact an intrinsic part of the laws of physics. Amazingly, it turns out that the mathematics of chaos can explain how and why the universe creates exquisite order and pattern.
“throwing out the web is like breaking a mirror because you don’t like your own reflection” — @stoweboyd — via @sebpaquet
Value Networks and the true nature of collaboration by @vernaallee (Digital Edition)
The true shape and nature of collaboration is not the social network – it is the value network. Value networks are purposeful groups of people who come together to take action. Value network modeling and analytics reflect the true nature of collaboration with a systemic human-network approach to managing business operations. It shows how work really happens through human interactions, and provides powerful new practices and metrics for managing collaborative work. It provides a way to a) better support non-hierarchical organizations such as cross-boundary teams, and task forces, and b) quickly and effectively model emergent work and complex activities that have multiple variables and frequent exceptions.
The HR ‘Wheel’ that adds no value. by Paul Kearns
Paradoxically, while HR is pretending to play a strategic game, there is plenty of evidence that it is actually wasting huge amounts of value every day just doing the reactive, transactional work that is the comfort blanket of the majority of HR practitioners. The disciplinary, grievance and contractual query work they pretend to dislike is actually the only job they know. Worse still, they have a perverse incentive to ensure they have as many problems to deal with as possible (that’s why they make such a meal of trivial issues). This has the dual appeal of not only keeping them in employment (for now) but also, simultaneously, making them ‘too busy’ to do the really difficult, but high value, strategic work.
How Information Overload and the Rate of Change Effect Training. by @charlesjennings