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Micromanagement could have a huge long- and short-term negative impact on your ability to be effective as a manager.
Do you tell your employees what to do?Do you oversee all aspects of their projects?Do you direct rather than empower?Do spend more time on day-to-day tasks vs the growth of your company?
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A newspaper on Organizaional Intelligence created by Viktor Markowski - built from articles, blog posts, videos and photos shared on Twitter:
A newspaper on Knowledge Management created by Viktor Markowki - built from articles, blog posts, videos and photos shared on Twitter by KM professionals and experts:
Please also visit my Topic on Collective Intelligence:
Most business leaders may be spending their time and energy on solving the wrong problem. Yes, of course, growth is critical in business but the MAIN PROBLEM is that most businesses fail to survive long enough to grow!
Imgur is home to the web's most popular image content, curated in real time by a dedicated community through commenting, voting and sharing.
On a funny side-note....
How do you influence your people to adopt productive behaviors around collaboration and knowledge sharing? The answer may be found in a new concept-at least as far as KM is concerned-called gamification.
Case study of Accenture
The knowledge sharing paradox is that enterprise social tools constrain what they are supposed to enhance.
Now go solve that.... !
“We found that brainteasers are a complete waste of time. How many golf balls can you fit into an airplane? How many gas stations in Manhattan? A complete waste of time. They don’t
The ability to hire well is random. “Years ago, we did a study to determine whether anyone at Google is particularly good at hiring,” Bock said. “We looked at tens of thousands of interviews, and everyone who had done the interviews and what they scored the candidate, and how that person ultimately performed in their job. We found ...
Doug has just passed away. I honor his memory by publishing this interview I made with him 26 years ago. Conversations with Douglas Engelbart by George Pór Computer Currents, 1987 The coming "big b...
It's all about knowledge objects, addresses and hypertexting. Obviously with a little bit more eloquent words...
I discovered this week an extraordinary paper from Prof. Anne Marie Knott of the Washington University of Saint Louis. This is one of the best research I have
R&D returns causality: Absorptive capacity or Organizational IQ.
Employed as a leadership coach for various organizations over the past two years I encountered many working environments; some great, some good, and unfortunately, some not so good. The most demora...
Having seen several of these organisations, I can concurr that fear based working environments reduce employees to mere machines. And machines can't be creative.
Why Mindfulness and Meditation Are Good for Business by Knowledge@Wharton, the online business journal of the Wharton School.
In terms of feedback, the vice president of organizational management development said this: "The most noticeable change in the largest group, which included scientists and some of the foundation team, was a shift from cynicism to hope. When people talk about what happened to them or how it's changed them, they talk about how they went from being negative, pessimistic and cynical to being hopeful, being more centered."
There's another quote from a project coordinator. He said, "Mindfulness helps clear all the chatter that goes on constantly in your head, and you begin to find out what's real for you in your life. What makes this program so great is that it can effect long-term evolution in individuals, and therefore, in the organization. It's provided more purpose and meaning to what I'm doing at work."
Unfortunately for us, Bob stepped down as CEO, and somebody else came in. The new CEO did away with anything that had to do personally with the former CEO. He got rid of our program. But all these years later, I still see people who say that the program really changed them and that they took those benefits with them wherever they went in the corporate world.
Seven suggestions to guide the development of smart teams.
Life shouldn't be that complicated. Life should be simple - and often it can be, if we allow it. We just have to realize that we are the instruments of complexity, not life itself. There are ma...
We stand on the frontier of an emerging social environment. We got here because our elders and predecessors established standards for network protocols and services that eventually became the Internet. It took us almost 30 years to reach this level of ubiquity and universal acceptance, but good lessons were learned along the way including the fact that complex standards rarely get adopted, and simple ones often stand the course of time.
If successful business depends on innovation, wonders Ricardo Semler, why are automobiles made essentially the same way today as they were in Ford's first assembly line 100 years ago? ...
If you have 45 min, watch. If you don't, make 45 min of your time free and read the previous sentence.
The more controversial your decisions, the more influential the judgments about them will be.
The water cooler hasn’t vanished; it’s simply become virtual, transported into the cloud. What’s fundamentally different, of course, is the new speed and scalability of sentiment. Where rumors and reactions once took weeks to coalesce into enterprise attitudes, internal networks and “gray market” social media now compress into days. Global firms — indeed, any organizations of size and/or scale — are now captive to social-mediated “information cascades” that can turn quiet doubts into open skepticism and reluctant accommodation into passive resistance.
“The lack of competitive price intelligence leads to two adverse pricing consequences. First, it may cause you to set lower list prices than you otherwise might. Second, it may cause sales to increase discounting resulting in lower contract prices.
In working with tech companies and talking to service leaders, seven common pricing shortcomings emerge again and again. These pricing “sins” cost companies revenues and margins, lengthen sales cycles, and annoy both sales directors and customers. These sins occur in both essential and value-added services, whether revenues are recurring or not, and have both strategic and executional impacts.
Ten questions to help you understand the
You can teach skills; character and attitude, not so much.
I use a trick with co-workers when we’re trying to decide where to eat for lunch and no one has any ideas. I recommend McDonald’s. An inter…
There’s no defined process for all creative work, but I’ve come to believe that all creative endeavors share one thing: the second step is easier than the first. Always.
Once I got an email from Steve Jobs, and it was just one word: “Go!” Exactly. Dive in. Do. Stop over-thinking it.
Susan Cain, author of “Quiet. The Power of Introverts in a World That Can’t Stop Talking” pinpoints the 1920s in America as the starting point of the “Extrovert Ideal“; a general shift driven by economy and advertising towards a society that relies heavily on what others think of them, thus making it important to always leave behind a lasting impression.
On the other hand though, the rise of the Internet and its use at work has been a welcome change: Studies have shown that introverts are more likely than extroverts to express intimate facts about themselves online, for example. Additionally, online collaboration (which is very different from its face-to-face counterpart) has become a norm for many companies these days, allowing them to interact with other people with the screen acting as a filter. Participating in an online working group is a form of solitude all its own and therefore makes it easy to achieve true collaborative results between both introverts and extroverts – which according to Susan Cain is the ultimate goal in today’s economy: A Steve Jobs for every Steve Wozniak, so to say.
Hojun Song is a tech-obsessed installation artist who is trying to advance both art and usable technology. In a fun keynote Hojun will share his rebellious experience…
How do you determine what a "cool" work culture is? Do you want to work for gadgets and games ... or do you want to be valued for what you bring to the table?
But instead of focusing on all of the shiny gadgets to make us forget that we are actually at work, should a company focus on creating a culture where people feel appreciated, valued, and supported in what they do? One study of leading CEOs found that employees value CEOs who invest in corporate culture. One executive consultant noted, "Employees want to work at places where they can grow their skills and flourish in ways other than picking up a pay check."
The leaders we have studied have done just that: they have focused on helping employees grow their skills and flourish in their careers by participating in the mission of the firm.
New research finds that mindfulness training leads to improved scores in tests of reading comprehension and working memory.
Studies reporting the benefits of mindfulness training keep rolling in—not quite with the regularity of those distracting thoughts that keep popping up in your head, but at a good clip nonetheless.
The latest, from a team at the University of California, Santa Barbara, reports even a short, two-week course in focusing the mind can lead to immediate, tangible results: higher scores on tests measuring reasoning and comprehension.
Your biggest opportunity to strengthen relationships with key stakeholders, stand out in your market and enter new ones, and to boost employee performance, retention, morale and esprit de corps may be to support and train employees to be authentic,...
Even with the priceless brand-building glow enjoyed by a few celebrity CEOs likeRichard Bransonand Tony Hsieh isn’t it strange that so few CEOs attempt the same success? Odder still, few companies tap the scalable, brand-building power of their employees. In fact, it may be their biggest missed opportunity in our increasingly connected yet complex era.
The author and strategist describes why effective knowledge management within enterprises requires replacing e-mail with social media. A McKinsey Quarterly Organization article.
How do we get beyond e-mail to these new social platforms that include an industrial-strength social network? Not through Facebook, because that’s not the right tool. But there are tools now: wikis, blogs, microblogging, ideation tools, jams, next-generation project management, what I call collaborative decision management. These are social tools for decision making. These are the new operating systems for the 21st-century enterprise in the sense that these are the platforms upon which talent—you can think of talent as the app—works, and performs, and creates capability.
Do we think it is possible for kids to learn to read on their own? A dispatch from a big bold idea in progress.
So can children learn to read on their own? In the video below, Breazeal describes "an idea in its formation," and how her team is taking risks to trying to understand it.