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Rescooped by Liz Rykert from Corporate Culture and OD
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Laughing at Corporate Culture

Funny look at corporate culture. If you don't find it funny you can "draw your laughter" :) (Taken from the latest series of quite an interesting show.)


Via Alexis Assimacopoulos
Liz Rykert's insight:

Thanks to Alexis for this piece!

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The New Role Of Leaders

The New Role Of Leaders | Culture Change | Scoop.it
Hierarchy fails in the digital age not because it is illegitimate, but because it is slow and the world has become fast.
Liz Rykert's insight:

Great blog post by Greg Satell. 


Fave quotes:


"Strategy is no longer a game of chess.  We can’t think only in terms of planning and execution, but need to understand how information flows and cascades self-organize around strategic intent.  Hierarchy fails in the digital age not because it is illegitimate, but because it is slow and the world has become fast."


and


"Today, you gain power and capability not by increasing scale, but by deepening and widening connections."

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Liberating Structures Workshop

Liberating Structures Workshop | Culture Change | Scoop.it
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 ­ liz@metastrategies.com
 
To learn more about Liberating Structures please visit www.liberatingstructures.com
 
Time: 9-4
Cost: 150.00 plus HST
Location: St. James Cathedral Centre | 65 Church Street, Toronto 
 
 
 
Liz Rykert's insight:

Very Excited about planning this workshop!

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Amazon.com: Flex: The New Playbook for Managing Across Differences eBook: Jane Hyun, Audrey S. Lee: Kindle Store

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!

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Rescooped by Liz Rykert from Self-organizing and Systems Mapping
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▶ Yochai Benkler on Distributed Innovation, Creativity, Peer Production - Ch@nge - YouTube

Professor of Law at Harvard, Yochai Benkler, introduces his OpenMind Ch@nge article: Distributed Innovation and Creativity, Peer Production, and Commons in N...

Via june holley
Liz Rykert's insight:

Thanks June Holley - this look great!

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The Re-Emerging Art of Funding Innovation (SSIR)

The Re-Emerging Art of Funding Innovation (SSIR) | Culture Change | Scoop.it
A growing number of foundations are reintroducing risk-taking into their processes and portfolios as one way to create breakthrough change.
Liz Rykert's insight:

Great article on funding innovation. It digs into what it takes to truly innovate and the risks and opportunities. All the attributes of complex systems are there. Worth the read. 

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The Science of ‘Paying It Forward’

The Science of ‘Paying It Forward’ | Culture Change | Scoop.it
How generosity among strangers becomes socially contagious.
Liz Rykert's insight:

Great piece in the Sunday NYTimes. Here is the essence: "

We conclude that observing an act of kindness is likely to play an important role in setting a cascade of generosity in motion, since many people can potentially observe a single act of helping. But we found that it was receiving help that sustained the cascade as it spread through the group."

Makes you want to do something good for someone else. I also loved the lead as the author describes the 226 cars that went through a Tim Hortons Donuts in Winnipeg - each paying for the car behind them! 

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Apparently, Organizational Culture Needs Help

Apparently, Organizational Culture Needs Help | Culture Change | Scoop.it
The one thing we can be assured of until humans safely land and colonize Mars is "organizational culture" will continue to be a topic of conversation. It's about on par with the Leadership vs.
Liz Rykert's insight:

Nice summary of the challenges and opportunities in understanding what we mean by organizational culture. I am not sure I entirely agree with Pontefract's definition of culture in an organization:"An organization’s culture is defined by the manner in which employees are treated by their direct leader."


Regardless, I do think having a way to talk about what can feel ephemeral is important.


Lots of interesting comments in this thread too.

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A Sneak Peek: What are Leadership Programs Saying about Network Leadership? | Leadership Learning Community

A Sneak Peek: What are Leadership Programs Saying about Network Leadership? | Leadership Learning Community | Culture Change | Scoop.it

Via june holley
Liz Rykert's insight:

Great to be learning about what it takes to lead in networks from June Holley and the Center for Creative Leadership. If culture change happens as result of the patterns of interacting then understanding how networks work is critical. It is in networks, formal and informal that these patterns of interaction take place.

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june holley's curator insight, March 3, 2014 10:28 AM

Tons of great survey result information here about network leadership.

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What Is Organizational Culture? And Why Should We Care?

What Is Organizational Culture? And Why Should We Care? | Culture Change | Scoop.it
What leaders need to know to change orgs for the better.
Liz Rykert's insight:

Nice summary from a discussion the author led on Linked In on organizational culture.


He comes to this conclusion: "Finally, cultures are dynamic. They shift, incrementally and constantly, in response to external and internal changes. So, trying to assess organizational culture is complicated by the reality that you are trying to hit a moving target. But it also opens the possibility that culture change can be managed as a continuous process rather than through big shifts (often in response to crises). Likewise, it highlights the idea that a stable “destination” may never — indeed should never — be reached. The culture of the organization should always be learning and developing."

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Does Kindness Change School Culture? - YouTube

Hear from principals, teachers, counselors, students and parents how the Random Acts of Kindness Foundation's free K-8 classroom materials positively impact ...
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Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community

Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community | Culture Change | Scoop.it

With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?

 


Via jean lievens, Kevin Jones, june holley
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Monica Ambrosini's curator insight, December 6, 2013 1:13 PM

Despite a bit too simple it's a concise and effective snapshot..

Ivon Prefontaine's curator insight, February 19, 2014 1:14 PM

Effective collaboration is about handling the tension that emerges from integrating personal and collective. It is about positive uses of power and its flow through the collective and each person.

Leadership Learning Community's curator insight, February 23, 2014 6:20 PM

Nice chart!

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Changing a business culture: Get people to feel they can make changes on their own

Changing a business culture: Get people to feel they can make changes on their own | Culture Change | Scoop.it

"If your team doesn't feel empowered to do something, then, in essence, nothing ever really will gets done." Larry Leatherman

Liz Rykert's insight:

Great tale of transformation form within by Larry Leatherman when he as at Bristol Myers Squibb.

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Leadership Learning Community's curator insight, February 23, 2014 6:25 PM

About empowerment and initiation.

Jacob M Engel's curator insight, August 12, 2014 6:29 PM

Too many organization and business owners, miss this very important point! Empowering your people will allow them to take ownership of the issues and fell obligated to do it...

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The moment of clarity | ReD Associates

The moment of clarity | ReD Associates | Culture Change | Scoop.it
The human sciences address the reality of people’s lives at their most complex and, quite frankly most interesting
Liz Rykert's insight:

Looks like a great read on engaging the human sciences to solve difficult problems. Adding it to the list!

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To Create Change, Leadership Is More Important Than Authority

To Create Change, Leadership Is More Important Than Authority | Culture Change | Scoop.it

HBR Blog

Liz Rykert's insight:

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."

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Want to Innovate Government? Focus on Culture | PublicCEO

Want to Innovate Government? Focus on Culture | PublicCEO | Culture Change | Scoop.it
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: ...
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The Guide to Understanding Corporate Culture | Switch and Shift

Key to understanding culture is to recognize that what executives think impacts culture is different than what employees think. In the differences is the
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Programs Aren’t Everything (SSIR)

Programs Aren’t Everything (SSIR) | Culture Change | Scoop.it
The evaluation of nonprofit outcomes shouldn't focus exclusively on programmatic activity. Here's a look at what it means to take frontline work seriously.
Liz Rykert's insight:

It really is all in what you measure. this refreshing article form the Stanford Social Innovation review is a good first take on how to factor in the qualitative measures that speak to relational practices of connection, co-creation and linking. 


Worth a look - especially for people struggling with measuring the value of networks.

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Leadership Learning Community's curator insight, March 24, 2014 8:06 AM

Especially for those involved in evaluating networks.

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LEGO Foundation LEGO Foundation - Research & Learning - Foundation Research - Cultures of Creativity

LEGO Foundation LEGO Foundation - Research & Learning - Foundation Research - Cultures of Creativity | Culture Change | Scoop.it

Via june holley
Liz Rykert's insight:

Amazing article on creativity and building a culture that supports and creates it. It also includes bridging cultures and a model to think about how to build a creative culture. From the Lego Foundation.

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june holley's curator insight, March 16, 2014 12:09 PM

FABULOUS GRAPHICS IN HERE. Much to learn about the kind of leaders we need.

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Conversations with Leaders About Thriving amid Uncertainty

Conversations with Leaders About Thriving amid Uncertainty | Culture Change | Scoop.it
These five leaders favor fluid decision making. They impart a directional vision for their organizations to follow. Finally, they embrace complexity rather than wish it away.
Liz Rykert's insight:

Fav quote: "In a fluid and fast-changing environment, the leaders we interviewed recognize that they cannot set strategy and control decision making as directly as they might have in the past. They are delegating duties downward so that the people closest to the market—closest to the complexity—can solve problems."

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Rescooped by Liz Rykert from Corporate Culture and OD
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Why You Need to Develop 'Informal Leaders' Among Employees

Why You Need to Develop 'Informal Leaders' Among Employees | Culture Change | Scoop.it
Just as important as getting leadership on board is engaging the company's middle tier of informal leaders, notes expert Jon Katzenbach.
When Jon Katzenbach speaks, you should listen.

Via Alexis Assimacopoulos
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Rescooped by Liz Rykert from CxAnnouncements
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Guided Self-Organisation

Typically, self-organisation (SO) is defined as the evolution of a system into an organised form in the absence of external pressures. SO within a system brings about several attractive properties, in particular, robustness, adaptability and scalability. In the face of perturbations caused by adverse external factors or internal component failures, a robust self-organising system continues to function. Moreover, an adaptive system may re-configure when required, degrading in performance “gracefully” rather than catastrophically. In certain circumstances, a system may need to be extended with new components and/or new connections among existing modules — without SO such scaling must be preoptimised in advance, overloading the traditional design process.
In general, SO is a not a force that can be applied very naturally during a design process. In fact, one may argue that the notions of design and SO are contradictory: the former approach often assumes a methodical step-by-step planning process with predictable outcomes, while the latter involves non-deterministic spontaneous dynamics with emergent features. Thus, the main challenge faced by designers of self-organising systems is how to achieve and control the desired dynamics. Erring on the one side may result in over-engineering the system, completely eliminating emergent patterns and suppressing an increase in internal organisation with outside influence. Strongly favouring the other side may leave too much non-determinism in the system’s behaviour, making its verification and validation almost impossible. The balance between design and SO is the main theme of guided self-organisation (GSO). In short, GSO combines both task-independent objectives (e.g., information-theoretic and graph-theoretic utility functions) with task-dependent constraints.


http://guided-self.org


Via Complexity Digest
Liz Rykert's insight:

Love the paradox in this. Worth digging into. 

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Eli Levine's curator insight, March 3, 2014 9:24 PM

Indeed, you must obey the laws of society and those of economics, environmental science and psychology in order to govern a world.

 

The simple rules are already in place.  The question is how do we conform to those rules so that we realize the most optimal social function for everybody?

 

This is where lawyering and traditional politiking takes a back seat, and the technical world of governing begins.

Think about it.

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Test the Strength of Your Culture

Test the Strength of Your Culture | Culture Change | Scoop.it
I am releasing today a new "Culture Strength Test," that you can take online, for free. This is by no means a full culture assessment (a service I also offer, of course), but it is a quick way for ...
Liz Rykert's insight:

Fun  - You take a the Test!


Take a look at tool it is build in too -  www.decisionaire.com - it allows you to design a questionnaire and design a customized report. If someone tries it let me know what you think!

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The key to transformational leadership in business is self-doubt

The key to transformational leadership in business is self-doubt | Culture Change | Scoop.it
Leaders need confidence, but businesses that can transform the world require curious leaders that question their own certainties
Liz Rykert's insight:

Favourite Quote: "Imagine the society we could create if we chose to serve the wellbeing of people and nature first, and the generation of profits second." It seems a little self-doubt by leaders can go a long way.

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TEDx MidAtlantic 2013: Monique Sternin discusses Positive Deviance - YouTube

TEDx MidAtlantic 2013: Monique Sternin discusses Positive Deviance, highlighting the first application of the Positive Deviance Approach in Viet Nam.
Liz Rykert's insight:

Monique is a delight - it was an honour to learn from her and apply Positive Deviance as a practice that truly changes culture.

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Leadership Learning Community's curator insight, February 23, 2014 6:24 PM

Positive deviance - identifying those who have succeeded and getting them to share what they have figured out with others - is a key strategy for network leaders.