The optimal way to do work is to constantly probe the environment and test emergent practices - This requires an empowered workforce. Emergent practices are dependent on the cooperation of all workers (including management) as well as the free flow of knowledge. The is a need for #skilfulcollaboration skills at all levels
Many of us desperately crave change at work--and yet we’re uncomfortable and terrified when it occurs. But change is inevitable (and necessary for businesses to survive and thrive), so you’ll need to learn how to overcome those fears.With help from Michael Kerr, an international business speaker, author and president of Humor at Work, career coach Phyllis Mufson, Dr. Tamar Chansky, author of Freeing Yourself from Anxiety, Sara Menke, the founder and chief executive of Premier, a boutique staffing firm in San Francisco, Joyce K. Reynolds, an expert business coach, and Stever Robbins, an executive coach and top 10 business podcaster, I've compiled a list of 12 tips for overcoming your fear of change at work.
In a complex world, experts may inform our decisions but we should not rely on them. We need to try things out in context. Lots of things, lots of times, and with little fanfare. It means thinking for ourselves and developing our own expertise for our constantly changing environments. Getting current managers to understand and accept this is one of our major organizational challenges. #PUREthinking
The NET Model of Social Leadership defines a style of leadership suitable for the Social Age. It consists of three Dimensions: Narrative (which covers 'Curation', 'Storytelling' and 'Sharing'), Eng...
Heather Bunney's insight:
Social leaders need a strong reputation in both formal and social spaces. They need to be adept at ‘playing the game‘ within the formal spaces (having data driven conversations, influencing, building formal authority), but also at social approaches (challenging and supporting, even subverting inefficient processes and controls). They have to play both games.
David McCandless turns complex data sets (like worldwide military spending, media buzz, Facebook status updates) into beautiful, simple diagrams that tease out unseen patterns and connections. Good design, he suggests, is the best way to navigate information glut -- and it may just change the way we see the world.
Organizations face more complexity in the type of work they do, the problems they face, and the markets they interact with. This is due to increasing connections between everyone and everything. To deal with this complexity, organizations must structure around loose hierarchies and strong networks. #PUREthinking
Today’s workplace should look more like a jazz band rather than a Dilbert-style bureaucracy that looks more like a dysfunctional marching band. As Dilbert pointed out (in the best selling management book of all time) our approach to talent management is deeply flawed. But meaningful change is beginning to happen. The digital revolution is enabling new […]
Heather Bunney's insight:
Don’t recruit: initiate relationships and engage the best talent
Senior leaders, can expect great things when they focus on and emphasize collaboration, including:
An Enhanced Workplace Profile: A collaborative work environment is very attractive to potential new hires. .
Better Operational Decision-Making: Stronger collaboration generates better solutions for the enterprise. And, new and diverse solutions are more readily brought to the surface within collaborative organizations
Improved Performance: Businesses perform better when they recognize the importance of employee buy-in and understanding.
It’s time to flip the office. Instead of going to work, we should be going to socialize, converse, and collaborate. Productive solo time is not for the office. Knowledge workers can be productive anywhere but at the office
Seeking is finding things out and keeping up to date. Building a network of colleagues is helpful in this regard. It not only allows us to “pull” information, but also have it “pushed” to us by trusted sources. Good curators are valued members of knowledge networks.
Sensing is how we personalize information and use it. Sensing includes reflection and putting into practice what we have learned. Often it requires experimentation, as we learn best by doing.
Sharing includes exchanging resources, ideas, and experiences with our networks as well as collaborating with our colleagues.