Humanize is a guided tour of what the next era in management is going to look like.
Maddie Grant's insight:
"Throughout human history, we have been dependent upon machines to survive. Fate, it seems, it not without a sense of irony. "
- Morpheus, in The Matrix, 1999
Humanize is a guided tour of the next era in management.
The current era in management is winding down. It started 100 years ago, when management was invented by people who were focused on efficiency and productivity and modeled the way we run organizations after machines. This has worked for us. We have become very productive over the last century.
But this approach has limitations, the most obvious of which is our inability engage employees in their work. 70% are disengaged, and the numbers have been like that for years. That’s a lot of potential, wasted. And we’re also finding that our organizations have become too slow. Regardless of size, we can’t keep up with the pace of change. These are two of a growing list of management problems that never seem to go away—an indicator of an era coming to a close.
Humanize is a guided tour of what the next era in management is going to look like. Inspired by the ways in which social media has been successful, we identify twelve aspects of organizational life, spanning across culture, structure, process, and behavior, that will allow us to retain our machine-like efficiency while simultaneously solving our most pressing management problems (e.g., engagement, agility).
Each aspect is a door to be opened, a path to be followed, where you can experiment with what this new way of leading and managing will look like. And it doesn’t matter where you are in the org chart. We all will have the opportunity to define this new era of management. The book gives you examples from companies who are embracing these ideas already and provides resources for you to plan your own activities.
So come join the movement. Help us usher in this new era of management and leadership. We’re encouraged by the growing body of research, writing, and practice that is bringing this new approach to life. Join us.
Much has been made recently about one of the stand out trends of the times we live in: Everything is becoming infused with technology. Software is eating the world it is said. Some have claimed that next it might even eat the jobs, which to some degree is almost certainly the case. With only a little bit of irony, Hugh MacLeod humorously noted this week that software may eventually eat all the people. But even that could be a bit closer to the truth than some of us might expect.
But the point is this: In the last half-decade alone, most of us would admit the societal and cultural shifts that technology and global digital networks have wrought is nothing short of astounding:
Social media is relentlessly chipping away at the power and control that companies and governments have long enjoyed almost exclusively over the rest of the world. Supply chains, talent management (hiring), customer service, product development, and just about every function of business is being transformed by things like 3D printing, social recruiting, customer care communities, crowdsourcing, to only name a few of the more important examples. That’s not even looking at the macro changes (example: Arab Spring), in which digital/social is impacting the fabric of entire nations. In all of these cases, the power and control is shifting to the other side of the network, to what many now call the ‘edge’, where most of us are.
Unfortunately, there remains a constituency that remains stubbornly in the back of the pack when it comes to the large scale changes happening in the world today. Surprisingly, this constituency formerly used to actually lead the technology world. Instead, it is now dragged along by consumer technology companies and their customers. Yes, I am referring to our corporations, to which I’ll add our institutions, including our governments and associated entities.
The growing power, secrecy and opaque decision-making processes of corporations are often cited as a major threat to free, democratic societies. But what if those decisions were laid out for all to see? What if the public could influence a company’s business decisions directly, in a democratic process: what to produce, who to source from and sell to, how to market and what to do with the profits? And what if people could directly benefit from their participation in decsion making?
Human-Centered Design for Social Innovation is a seven-week course thatwill introduce you to the concepts of human-centered design and help youuse the design process to create innovative effective and sustainablesolutions for social change. No prior design experience necessary. Acumenbelieves in the importance of incorporating the principles ofhuman-centered design when creating solutions to problems of poverty sothat low-income customers are provided with choice not just charity.
Why do people feel so miserable and disengaged at work? Because today's businesses are increasingly and dizzyingly complex -- and traditional pillars of management are obsolete, says Yves Morieux. So, he says, it falls to individual employees to navigate the rabbit's warren of interdependencies. In this energetic talk, Morieux offers six rules for "smart simplicity." (Rule One: Understand what your colleagues actually do.)
The rules for the new economy haven't been written yet. Well, they have...it's just that they were written 50+ years ago when the 9-to-5, 30-years-and-a-gold-watch career path was the rule, not the exception. They haven't kept up with the changing economy or the new workforce. The laws and regulations laws that guide the economy have to adapt to the way people are working and building their lives. That's where Janelle Orsi comes in. Janelle is the innovative founder of the Sustainable Economies Law Center, an organization that "charts the changing legal territory of the new economy, educating communities and individuals ...
When Facebook opened up to the general public in 2006, I was living in Jerusalem, covering the Israeli-Palestinian conflict. Before that I'd spent two years in Vladimir Putin's Russia. My work involved trying to gain the trust of groups of people who were sometimes out to kill each other. I was circumspect and maybe a...
Maddie Grant's insight:
"So I’ll protect myself the way anyone should: by being careful. I won’t share or “like” much; I’ll use Facebook mostly passively. I’ll be selective about whom I friend, and I won’t friend anyone I need to protect. I’ll keep the privacy settings cranked up to the max and watch out for when Facebook quietly changes them.
And when I have to win the trust of suspicious people, I may just have to earn that trust through openness instead of by concealment. And that may not be such a bad thing."