Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.
The Twitter Paradox — “I loathe the fact that Twitter is a place where I am exposed to profound thoughts and new experiences, as well as a breeding ground for hate and harassment.” —@TheWorstDev
“There are three ways of dealing with difference: domination, compromise, and integration. By domination only one side gets what it wants; by compromise neither side gets what it wants; by integration we find a way by which both sides may get what they wish.” —Mary Parker Follett
What are some of the things that currently frustrate you about the learning and development profession?
“The same thing that frustrated me 45 years ago — the fact that it’s a solution in search of a problem. People have developed all this wonderful stuff around learning and development, and it’s become a thing in and of itself rather than something that exists to help people be more effective in their jobs.
Bad management makes it worse because managers read the magazines, see the fads, and call the training people to say, ‘I want us to try this’. There’s no corrective force in that relationship. In fact, training has become in many ways the enabler for bad management because now the default solution is to fix the people. You’ve got vendors inventing things, business publications promoting them, managers reading them and thinking they should be doing this, and the training department going along with it all too eagerly. It is a whole business.” —Geary Rummler (2007)
To put their findings in perspective and offer a framework for future research, the researchers emphasized the nature of a patent examiner’s work, which requires little coordination with co-workers on a daily basis. Examiners perform their work independently, adhering to the same best practices of patent searches—a style of work that prior research has termed “pooled interdependence.” Choudhury stresses that the research results apply only to companies or units that employ this type of worker.
“For the vast majority of such employers, remote work is a win-win, because the employee can move to a location of choice and save money in cost of living, and the employer will see higher productivity and lower attrition, and save on real estate costs,” says Choudhury.
Many people believe that complexity is just higher order complicatedness i.e. that there is a continuum and that the difference is one of degree, not type. When one considers however how very different these states are from each other, I tend to agree with Dave Snowden when he says that there are in fact phase shifts between them i.e. they are fundamentally different types of systems.
Why is this important: as long as decision-makers believe they are dealing with complicated systems, they will assume they are able to control outcomes; find solutions to problems and waste a lot of money on expert consultants to give them the ‘answers’. For organisations to become more resilient and sustainable, business science simply has to move beyond its Newtonian foundations towards an understanding of complexity.