Thanks June Holley for this Scoop! It looks like a great summary of the emerging importance of culture in the workplace, how it is generated and is shaped or changed over time. Nice set of rules. One thing that seems missing is any ref to Ed Schein and his book Organizational Leadership and Culture ??
Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.
Foundations need to adopt a more emergent approach to strategic philanthropy.
Liz Rykert's insight:
Quote that got my attention:
"We have now come to the conclusion that if funders are to make greater progress in meeting society’s urgent challenges, they must move beyond today’s rigid and predictive model of strategy to a more nuanced model of emergent strategy that better aligns with the complex nature of social progress."
The Surprising Power of Liberating Structures: Simple Rules to Unleash a Culture of Innovation Smart leaders know that they would greatly increase impact and innovation if only they could get everyone fully engaged. The challenge is how. Liberating Structures are novel, practical and effective methods to help you accomplish this goal with groups of any size. During this roll-up-your-sleeves immersion workshop, participants will learn and immediately practice 10-12 Liberating Structures while receiving tips on how to use them in the workplace or community settings and traps to avoid. A practical understanding of most individual Liberating Structures activities can be developed in less than one hour each. This is enough to go out and apply them with little risk. From social entrepreneurs to healthcare teams, to artists, planners and community organizers Liberating Structures help you tap into the creativity and ideas of everyone you are working with. Liberating Structures users act their way into new thinking rather than thinking their way into new acting. Facilitators Liz Rykert, President, Meta Strategies, a Toronto-based strategy group working in complex organizational change and digital technology. Liz is a strategist and coach who works with people on complex and stubborn problems. As a skilled Liberating Structures facilitator, Liz creates opportunities for learning packed with fun and meant to have you experience new ways of working. Liz works in community based organizations, healthcare, and academic settings to help people transform the systems they work in and build a productive and healthy culture. Liz is a student of complexity science and a big believer in the power of networks. Liz has a knack for uncovering new ideas and bringing them to life for the benefit of everyone. Erika Bailey is a Change Facilitator at The Moment Inc. Erika has designed and delivered programs, interventions and large-scale problem solving in complex and adaptive organizations across multiple sectors. Her expertise includes front-line change and innovation processes, experiential learning, and developmental innovation. Erika employs her solid academic background (including a Masters of Human Systems Intervention), years of field experience, and artistic roots to think and act creatively with people and challenges. She uses Liberating Structures regularly to maximize the sustainability of positive behavioural change for her clients. Leah Gitterman MHSc, Manager and Senior Consultant, IGNITE Consulting, Infection Prevention and Control, University Health Network. Leah is a consultant specializing in behavioural and culture change across the spectrum of healthcare. With over eight years of experience working with the infection prevention and control team at the University Health Network Leah has been at the forefront of work in Canada and the U.S. to improve safety in healthcare using behavioural change approaches, including ‘Positive Deviance’ and ‘Front Line Ownership’. Leah has a MHSc degree in Community Health and Epidemiology from the University of Toronto and is a certified Patient Safety Officer. Come on your own or even better, bring a team and a challenge you are facing and get ready to move it ahead! Additional Details and Contact Information Refreshments provided – lunch on your own. If you have used Liberating Structures in your work we want to hear from you! We will be incorporating lots of stories and examples into the day so send an email to Liz Rykert (her email is below) and let us know your experience with Liberating Structures. For questions and inquires please contact Liz Rykert Meta Strategies email@example.com
Flex: The New Playbook for Managing Across Differences - Kindle edition by Jane Hyun, Audrey S. Lee. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Flex: The New Playbook for Managing Across Differences.
Liz Rykert's insight:
Looks like an interesting new resource for culture change strategists and people working in new distributed systems. Adding to my reading list!
This inventory lists a variety of free resources that are available to support health care organizations in determining what they need to do to improve patient experience and how to implement those improvements.
Great summary of resources for people working on improving the patient experience in healthcare from the people at the Robert Wood Johnson Foundation - an innovator and leader in finding new ways to tackle intractable problems.
Great piece on the type of leadership one needs to effect culture change (One might even assume the kind of leadership needed to work in networks and distributed systems).
Two great quotes:
"That’s why change management efforts commonly fail. All too often, they are designed to carry out initiatives that come from the top. When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way. To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership." and
..."That essentially is what the threshold model of collective behavior predicts: Ideas take hold in small local majorities; many stop there and never go any further, but some saturate those local clusters and move on to more reluctant groups through weak ties. Eventually, a cascading effect ensues."
By Ben Balter. When innovating in government, the technology’s the easy part. Innovative efforts often do one of two things: They take long-established technology from the private sector and inject it into an agency, or They reimagine long-assumed processes from the citizen’s perspective. The ultimate meta yak shave If you want to innovate government, 90-day, 120-day, or six-month “fellowships” (read: ...