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Rescooped by Deb Nystrom, REVELN from Personal Knowledge Mastery!

The Military Case For Sharing Knowledge

The Military Case For Sharing Knowledge | Agile Learning |

When General Stanley McChrystal started fighting al Qaeda in 2003, information and secrets were the lifeblood of his operations. But as the unconventional battle waged on, he began to think that the culture of keeping important information classified was misguided and actually counterproductive. In a short but powerful talk McChrystal makes the case for actively sharing knowledge.

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  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.

Via Kenneth Mikkelsen
Deb Nystrom, REVELN's insight:

This piece features an interactive transcript of a talk with this four-star general credited for creating a revolution in warfare that fuses intelligence and operations. ~ D

Kenneth Mikkelsen's curator insight, July 21, 2014 10:47 AM

This is a strong case for personal knowledge mastery.

Powerful reflections from General McChrystal: 

"What we found is we had to change. We had to change our culture about information. We had to knock down walls. We had to share. We had to change from who needs to know to the fact that who doesn't know, and we need to tell, and tell them as quickly as we can. It was a significant culture shift for an organization that had secrecy in its DNA."

"What we did was we changed the idea of information, instead of knowledge is power, to one where sharing is power. It was the fundamental shift, not new tactics, not new weapons, not new anything else."

Scooped by Deb Nystrom, REVELN!

Getting Stronger through Stress: Making Black Swans Work for You

Getting Stronger through Stress: Making Black Swans Work for You | Agile Learning |

"...our focus in modern times on removing or minimizing randomness has actually had the perverse effect of increasing fragility."

Excerpts - Edge Perspectives with John Hagel: 

...we all need to find ways to harness the power of randomness, volatility and extreme events to help us grow and develop more of our potential.

Focusing on Black Swans

Nassim Nicholas Taleb writes about black swans [including] three books: Fooled by RandomnessThe Black Swan and, now, Antifragile.

Black Swans, in Taleb’s parlance, are “large-scale unpredictable and irregular events of massive consequence.’

The latest book focuses on approaches that enable us to thrive from high levels of volatility, and particularly those unexpected extreme events.

It...willl...prove infuriating to most of our economic, educational and political elites, for he argues that these elites have played a major role in making us increasingly vulnerable to volatility and Black Swans.

...The quest for antifragility

The real opportunity, in Taleb’s view, is to learn and grow from volatility and unexpected events – not to return to where you were, but to become even better as a result of the exposure and experience.   

He makes an important point: biological systems in nature are inherently antifragile – they are constantly evolving and growing stronger as a result of random events. In contrast, man-made systems tend to be fragile, they are the ones that have a hard time coping with random events.  

Taleb highlights a key paradox: our focus in modern times on removing or minimizing randomness has actually had the perverse effect of increasing fragility.

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Deb Nystrom, REVELN's insight:

Resilience, Robustness? - Nope.  The blog author references another author who uses nature to describe "Antifragility."   I see a parallel with the concept of Agile systems, including learning agility and "unlearning."  ~  Deb

Photo credit:  by Tamsin Slater, Flickr CC

Deb Nystrom, REVELN's curator insight, April 10, 2013 2:00 PM

This post was originally Scooped in Agile Learning.  It also seems a very useful perspective for Change Management Resources with the concept "Anti-Fragile" compared to resilience and resistance.  ~  Deb

Photo credit:  By Tamsin Slater

Harry Cannon's curator insight, April 11, 2013 6:25 AM

Are we becoming too risk averse, in projects and society? We seem less tolerant of failure, which makes us less able to deal with the setbacks that do occur.

Rescooped by Deb Nystrom, REVELN from Change Management Resources!

Strategic Agility? FLIP & use Smart Mobs to thrive in our VUCA world: Volatile, Uncertain, Complex, Ambiguous

Strategic Agility?  FLIP & use Smart Mobs to thrive in our VUCA world:  Volatile, Uncertain, Complex, Ambiguous | Agile Learning |

"If you stand still, you’ll fall behind in today’s VUCA (volatile, uncertain, complex and ambiguous) world. Movement alone, however, doesn’t guarantee success." ~ Liz Guthridge

Great post by Liz!  On her blog, I commented that Liz speaks to a practical tool for VUCA preparedness so well, especially in cultivating a state of strategic agility, a big interest of mine this past year in assisting clients.

Liz is also doing some great things of interest to peer learners via her focus on smart mobs and crowdsourcing.  I've dipped my toe in the water in a parallel way to these practices via my experiences facilitating Open Space and Appreciative Inquiry and soon, my first UnConference.  All of these practices could be considered VUCA-friendly.



By committing to FLIP (focus, listen, involve and personalize), you’re leading from wherever you are. And you’re serving as a role model to encourage others to be active, not passive, about your responsibilities.


With #3, INVOLVE, Liz talks about smart-mob organizing, bringing together groups of people for a common business challenge or social change.  This can easily include social media or other technology.

  • Liz is conducting a Best Practice Institute webinar on Change Through Crowdsourcing: How to Use Peer-by-Peer Practices to Transform Organizations on June 19 at 2 pm


With smart mobs, you can collaborate and cooperate in new, clever ways faster and more effective than ever before.


Rather than be content living with uncertainty and ambiguity in a VUCA world, you’re switching them around. You’re showing “agility” instead of “ambiguity” by seeking “understanding” instead of floundering in uncertainty.

Full post here.

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Scooped by Deb Nystrom, REVELN!

Why Leadership Development Programs Fail - McKinsey & Co

Why Leadership Development Programs Fail - McKinsey & Co | Agile Learning |

Sidestepping four common mistakes can help companies develop stronger and more capable leaders.

1. Overlooking context   A brilliant leader in one situation does not necessarily perform well in another. ....Too many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.

...Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance.   (Bold mine, DN)

2. Decoupling reflection from real work   ...On the one hand, there is value in off-site programs ...offering ...Ftime to step back.... On the other hand...adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing. large international engineering and construction player built a multiyear leadership program that not only accelerated the personal-development paths of 300 midlevel leaders but also ensured that projects were delivered on time and on budget. Each participant chose a separate project... linked to specified changes in individual behavior...

3. Underestimating mind-sets  ...too often these organizations are reluctant to address the root causes of why leaders act the way they do. 


4. Failing to measure results      ....One approach is to assess the extent of behavioral change, perhaps through a 360 degree–feedback exercise at the beginning of a program and followed by another one after 6 to 12 months.   .... monitor the business impact, especially when training is tied to breakthrough projects. 

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Deb Nystrom, REVELN's insight:

McKinsey has featured some excellent stories and principles to take leader learning beyond the classroom with focused & clear strategies. ~ D

Ivon Prefontaine's curator insight, April 2, 2014 12:57 AM

Context is important. This has been known for some time so it is not something new. The challenge is how do we change what goes on?

Rescooped by Deb Nystrom, REVELN from Transformational Leadership!

A Vision of Leadership Development for the 21st Century

A Vision of Leadership Development for the 21st Century | Agile Learning |

"...a group of people, passionate about leadership, gathered together to reflect on current leadership development."

a key theme emerged… under­stand­ing the self was cru­cial to lead­er­ship development.

Other dis­cus­sion points emerged about the next gen­er­a­tion, their pas­sions and there­fore their pos­si­ble needs; sus­tain­abil­ity, global teams and moral lead­er­ship in the post cap­i­tal­ist paradigm.

Not to men­tion the role of reflec­tion and silence to facil­i­tate deci­sion mak­ing and self-management.


Via Dr. Susan Bainbridge
Deb Nystrom, REVELN's insight:

This format reminds me of elements of "Presencing."  As  far as the key theme, of course!  ~  Deb

Thomas Gelmi's curator insight, March 10, 2013 2:25 PM

Key sentence for me: under­stand­ing the self is cru­cial to lead­er­ship development.

Thomas Gelmi's comment, March 28, 2013 5:03 PM
Agree - there are some parallels with theory U, in which presencing is a key element.