Posts Categorized: Management

seeing the value of cooperation

Nancy Dixon tells a wonderful story about ‘Researcher’s Square’ and the hallway of learning. The whole story is well worth your time. It describes how a diverse group of mostly independent researchers who worked in their individual offices were able to cooperate and even collaborate due to a change in the built architecture. A central… Read more »

relatedness for knowledge sharing

In the HBR article Why Employees Don’t Share Knowledge with Each Other the authors find three main reasons [research paper behind a paywall]. First, people share knowledge when they are autonomously motivated, and not directed to do so, or pressured by peers. Second, cognitively demanding work is shared more frequently. Third, knowledge is shared best… Read more »

liberating meetings

In meetings, bloody meetings I covered some common issues with how meetings are conducted and also provided some ways to address these. Another form is the silent meeting, put forth by David Gasca at Twitter and used at Amazon as well. These meetings are based on the common phenomena that most attendees do not read… Read more »

meetings, bloody meetings

My introduction to organizing meetings was in the military, where different types of meetings had standard structures. The Orders Format was something any officer could recite from memory. During officer training we were shown the 1976 John Cleese film, which was updated in 1993 — Meetings, Bloody Meetings. Cleese, a manager, is convicted in a… Read more »

extracting human value

Automation + Capitalism makes for a perfect storm that many of us will not weather. Does ‘Artificial Intelligence’, the current top buzzword, really mean that we program our biases into automated decision-making systems, seal them in a proprietary black box, and let the status quo reign, with no illusion of ethics, morals, or humanity? Maintaining… Read more »

network management protocols

My principle of network management is an update of the principle of scientific management put forth by F.W. Taylor in 1911. “It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation… Read more »

autonomous workers in learning organizations

The Learning Organization The Fifth Discipline by Peter Senge, is one of the seminal management books of the previous 75 years. It is based on four interrelated disciplines unified by the fifth discipline: systems thinking. Personal Mastery Mastery comes through deliberate practice. Personal knowledge mastery is the ability to see patterns hidden to the undisciplined… Read more »

human capital

“No, people are NOT capital. YOUR ‘human capital’ is what you’ve learned and not forgotten. It’s ‘capital’ each person ‘owns’ themselves; FAR more equally distributed than financial capital. Our economy needs institutions to make learning and earning better for those with less money.” —Byron Auguste In firms that are ‘human capital-intensive’, “Should employees be shareholders?”… Read more »

agile sensemaking

“Complex environments represent a continuous challenge for sensemaking in organizations. Continuous ambiguity exerts continuous pressures on organizations to modify their patterns of interaction, information flow and decision making. Organizations struggle to address situations that are precarious, explanations that are equivocal and paradoxical, and cognitive dilemmas of all kinds. This creates a demand for innovative approaches… Read more »

connected coaching

“Teaching and coaching are fundamentally about helping making other people better. Learning to do this can’t be done via shortcuts. It requires a willingness to be patient, to take your time and have a deep desire to develop your craft.” —@IamSporticus My work over the past several decades has confirmed that the best leaders are… Read more »