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Intelligent Organizations
What defines intelligent organizations? Why do some organizations seem so stupid? How can organizations become more intelligent?
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Can Children Teach Themselves to Read? | Collective Intelligence | Big Think

Can Children Teach Themselves to Read? | Collective Intelligence | Big Think | Intelligent Organizations | Scoop.it
Do we think it is possible for kids to learn to read on their own? A dispatch from a big bold idea in progress. 
 
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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.

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Don't Just 'Think Outside the Building': Think Differently! - Forbes

Don't Just 'Think Outside the Building': Think Differently! - Forbes | Intelligent Organizations | Scoop.it
Don’t Just Think Outside the Building: Professor Rosabeth Moss Kanter's recommendation doesn't go far enough. Instead: think differently: A paradigm shift in management is needed
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When the firm is focused on short-term profits and the stock price, sending engineers and salespeople on expeditions to identify new opportunities in unfamiliar countries is unlikely to have much impact.

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The Feds don’t know what to make of Audi’s new LED headlamps | ExtremeTech

The Feds don’t know what to make of Audi’s new LED headlamps  | ExtremeTech | Intelligent Organizations | Scoop.it
Department of Transportation is locked into old concepts and can't figure out new tech. This stubbornness and hesitance is delaying advances like Audi's matrix beam LED headlights.
Viktor Markowski's insight:

Know when you have to accept to adopt your round holes to new and better square pegs... 

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Four principles – 2: There are no rights | Tom Graves / Tetradian

Four principles – 2: There are no rights | Tom Graves / Tetradian | Intelligent Organizations | Scoop.it
Viktor Markowski's insight:

In essence, Principle #2 asserts that every purported ‘right’ can and should be reframed in terms of interlocking mutual responsibilities. Shifting the emphasis from ‘rights’ to responsibilities makes the desired-outcome of each ‘right’ much more achievable in real-world practice:

> a focus on the interlocking and interdependence of responsibilities identifies how the desired-outcome can be achieved

> a focus on the mutuality of responsibilities provides active protection against paediarchy and other ‘rights’-based dysfunctions

>any asymmetries in responsibilities can be highlighted, and where necessary can then also be described in defensible yet challengeable form – for example, the lesser ‘response-abilities’ of children relative to adults

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The Danger of Overcustomizing Education for Every Student

The Danger of Overcustomizing Education for Every Student | Intelligent Organizations | Scoop.it
For decades, I resisted the lure of video games. Then I had a son. When Sam was 6, he enjoyed a game called Pajama Sam, which encouraged me to explore the world of video games for adults.
Viktor Markowski's insight:

Interesting observation and contemplation.

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Capitalising on the Crowd - Collective Intelligence

Capitalising on the Crowd - Collective Intelligence | Intelligent Organizations | Scoop.it
Social technologies are increasing the ability of companies to tap into the distributed knowledge and expertise of individuals located inside and outside the formal boundaries of the enterprise. Ap...
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Don’t play games with people

Don’t play games with people | Intelligent Organizations | Scoop.it
One of the most satisfying contracts I’ve had involved working with a group of team leaders on a manufacturing line back in 2005.  We had an introductory tour of the factory floor before we e...
Viktor Markowski's insight:

Interesting viewpoint on Gamification!  Must read!

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What is systems thinking? (Part I)

What is systems thinking? (Part I) | Intelligent Organizations | Scoop.it
Viktor Markowski's insight:

Analytical thinking is hitting the laws of physics and has been found wanting.  The analytical mindset is at the foundation of our educational systems, our political systems, our financial systems and the business of business, all of which are reaching the end of their effectiveness in a world characterised by increasing complexity, volatility, uncertainty and ambiguity.  This is being felt by many, but the awareness of what underlies it is lagging behind, so in an effort to ameliorate chronically low employee engagement, increasingly low voter turnout at elections, poor customer loyalty, or low attainment at school, we deploy little tricks or try to invent new “tools” or “techniques”.  However, all the tools and techniques in the world are useless to really address these issues if they come out of the same old mechanistic, analytical mindset.  A more sophisticated mindset is required first.  A new kind of thinking, not a new trick devised out of old thinking, is required.

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Sue Hickton's curator insight, April 14, 3:46 AM

Rescooping this from @Viktor Markowski and I really like what he wrote, particularly contextualising it to our VUCA world - so I am unashamedly "flattering" him with borrowing his insights - cheers Viktor :)

 

Analytical thinking is hitting the laws of physics and has been found wanting. The analytical mindset is at the foundation of our educational systems, our political systems, our financial systems and the business of business, all of which are reaching the end of their effectiveness in a world characterised by increasing complexity, volatility, uncertainty and ambiguity.

This is being felt by many, but the awareness of what underlies it is lagging behind, so in an effort to ameliorate chronically low employee engagement, increasingly low voter turnout at elections, poor customer loyalty, or low attainment at school, we deploy little tricks or try to invent new “tools” or “techniques”. However, all the tools and techniques in the world are useless to really address these issues if they come out of the same old mechanistic, analytical mindset. A more sophisticated mindset is required first. A new kind of thinking, not a new trick devised out of old thinking, is required."

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Self-organization in Communicating Groups – the emergence of coordination, shared references and collective intelligence

In the last few decades a new scientific paradigm has been slowly emerging: complexity. This paradigm departs from the reductionism, determinism and materialism of classical, Newtonian science by focusing on the non-linear interactions between the components of a complex system. Out of these interactions new properties or forms of organization emerge, a phenomenon termed self-organization. The present paper will sketch the basic ideas of the complexity paradigm, and then apply them to social systems, and in particular to groups of communicating individuals who together need to agree about how to tackle some problem or how to coordinate their actions.

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Ignoring the inbox - a new morning mantra

Ignoring the inbox - a new morning mantra | Intelligent Organizations | Scoop.it
A 'mindfulness' guru says emailing is the worst way to start your day.
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Attention Dilution

Attention Dilution | Intelligent Organizations | Scoop.it
I’m well used to being reminded that as a man I can’t multi-task.  I’m not wholly in agreement but if you want to argue the toss then perhaps take a read of this and this.  I’ll also see if I can’t...
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Cooperation comes easily but thinking makes us selfish

Cooperation comes easily but thinking makes us selfish | Intelligent Organizations | Scoop.it
Stopping to think makes research subjects less generous.
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Foucault and social media: the call of the crowd

Foucault and social media: the call of the crowd | Intelligent Organizations | Scoop.it

Forget Farmville and World of Warcraft. Creative self-affirmation is the most popular game online. We play this game whenever we ...

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7 Reasons You Can't Learn Leadership on Your Own

7 Reasons You Can't Learn Leadership on Your Own | Intelligent Organizations | Scoop.it
Very few entrepreneurs, board members, or investors give much thought to leadership development. That's a huge mistake.
Viktor Markowski's insight:

Very few founders, startup CEOs, board members, investors, and others supporting the entrepreneurial community actively pursue and advocate disciplined, professional leadership development. This is an enormous missed opportunity.

 

Entrepreneurs, especially founders and startup CEOs, need not wait to be encouraged to do this work. They should not consider their own development as a nice-to-have, an indulgence, or an unnecessary expense. They certainly should not delay until their jobs are threatened by their poor performance. 

 

Here are seven reasons (among many) that every founder and entrepreneurial CEO should actively develop their leadership, and a question about each.

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The culturally intelligent organization

The culturally intelligent organization, Globalisation & Offshoring. Management Thinking. The culturally intelligent organization: Management and Business News
Viktor Markowski's insight:

Most of us know what a culturally intelligent individual looks like. We have more than 15 years of research that answers that question. And we can predict someone's global potential in light of their CQ scores. But what does a culturally intelligent organization look like?

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More on reframing entropy in business | Tom Graves / Tetradian

More on reframing entropy in business | Tom Graves / Tetradian | Intelligent Organizations | Scoop.it
Viktor Markowski's insight:

As soon as we have ‘order’, or ‘control’, over the context, the fact of entropy should warn us that we’re already starting to lose it. Once the loss of ‘order’ or ‘control’ moves far enough towards a tipping-point, we’re likely to be pushed over the Inverse-Einstein boundary into uncertainty and ‘unorder’, whether we like it or not. The key here is to realise that that far side of the Inverse-Einstein boundary is the only space where counter-entropy becomes possible –  in other words, a place where we can leverage the uncertainty itself to reframe the structure and capability of the variety in our ‘control’-system, and thence to revitalise our ‘useful-order’ in the context.

 

In the longer term, what entropy really tells us is that the only way to maintain order is to let go of order - and to know when (and under what conditions, and so on) to hold onto order, and when to let it go. That’s a real skill in itself… for which the key trick is to choose to let go before it’s forced upon us by that decay of entropy.

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Four principles – 1: There are no rules | Tom Graves / Tetradian

Four principles – 1: There are no rules | Tom Graves / Tetradian | Intelligent Organizations | Scoop.it
Viktor Markowski's insight:

Some quotes that made me smile and think - and vice versa

 

...the only real law is Murphy’s: if something can go wrong, it probably will. 

Yet Murphy’s is so much of a law that it also has to apply to itself: hence if Murphy’s Law can go wrong, it probably will.

In other words, most of the time, Murphy’s cancels itself out. Which is why we get the illusion that things are predictable, that they follow rules.Which in reality they don’t:....


The primary purpose of rules in organisations is to speed up decision-making and to clarify roles and responsibilities. Since organisations are also systems in their own right, all of the notes above about the limitations of rules in systems-design also apply here. The natural decay over time of relevance and appropriateness of rules is also a key source of organisationalentropy, which, if not addressed, will eventually cause the decay and death of the organisation itself.


The ISO-9000 quality-system standards provide a useful worked-example of layered structure to manage rules in an organisational context. At the point-of-action, work-instructions provide explicit step-by-step rules, and guidance on how to address expected variance. When the work-instruction becomes insufficient, we turn to procedures that, in effect, describe how to adapt or redefine the work-instruction to fit the context. When procedures prove inadequate to cope with the actual variance, we turn to current policy for that overall scope; and if and when a context occurs where policy will not fit the case, we turn to the vision, as the ultimate anchor for the overall organisational-system.

 

Enjoy!

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A New Way to Network Inside Your Company

A New Way to Network Inside Your Company | Intelligent Organizations | Scoop.it

Pharmaceuticals manufacturer Boehringer Ingelheim offers a creative way to break down silos in the organization.

Viktor Markowski's insight:

Brilliant!  Anyone up for lunch?

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What is systems thinking - part III

What is systems thinking - part III | Intelligent Organizations | Scoop.it

John Wenger

Viktor Markowski's insight:

In both of these cases, systems thinking forces us to look at the whole, not the individual parts.  It is the job of the modern manager to re-vision their function from one of “controller” to one of “steward”.  The focus is on purpose, values and meaning.  What does this business exist to achieve or create in the world?  What values will guide us in doing this?  How is this meaningful for the people who work here?  It is the role of managers to ensure that the correct conditions exist for these things to be realised, not to tell people what to do.

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Sue Hickton's curator insight, April 14, 3:57 AM

"We must stop ourselves from repeating old mistakes and develop our abilities to think bigger so that we can go further.  Hand in hand with this, we need also to develop greater ease with the complexity we will see before us and greater confidence to deal with being a little less certain about things.  The effects of the system are there, whether we decide to look or not. "

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What is systems thinking? Part II

What is systems thinking? Part II | Intelligent Organizations | Scoop.it

Click here to edit the title

Viktor Markowski's insight:

If we are systems thinkers, we don’t lose the ability (or valuing of) analytical thinking; we are, however, extending ourselves in our abilities to apply both when applicable.  There may be something of a butterfly’s “essential being” that existed when it was a caterpillar, but I think we’d all agree that “caterpillar” and “butterfly” are two entirely different things.  ”Butterfly” is not merely “Caterpillar 2.0″; it is “butterfly”, incorporating some elements of, and transcending “caterpillar”, if you like.

 

It’s about working with things as integral wholes.  It’s about thinking bigger.  Water is inherently wet.  We cannot understand water’s wetness by breaking it down into its component parts; oxygen and hydrogen.  Neither of those elements has an inherent quality of “wetness”.  Similarly, with businesses, we cannot get a truly comprehensive understanding of them simply by breaking them down into their component parts.  Everything is connected to everything else and we are limited in our abilities to manage them effectively if we isolate “problem parts”.  Making a holistic assessment of the system will give us a bigger picture view that highlights strengths, inter-relationships, tensions, the forces at work (both from within and without the system) and areas of hope (where intervention can be applied).

 
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Sue Hickton's curator insight, April 14, 3:51 AM

"If we are systems thinkers, we don’t lose the ability (or valuing of) analytical thinking; we are, however, extending ourselves in our abilities to apply both when applicable."

 

"Systems thinking is a fundamental change to business orthodoxy.  The assumptions we hold about the business of business mostly orient us to measure things that don’t matter and attack problems that are only really indicators of a systemic pattern.  We try to find answers for questions that are often irrelevant.  Time to think bigger"

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Four Factors Supporting a Culture of Organizational Intelligence - Carbonview Research, Inc.

Four Factors Supporting a Culture of Organizational Intelligence - Carbonview Research, Inc. | Intelligent Organizations | Scoop.it
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Internet Time Alliance | The Coherent Organization

Internet Time Alliance | The Coherent Organization | Intelligent Organizations | Scoop.it

This post continues an ongoing conversation about The Coherent Organization. While I’ll focus on interchanges among Harold Jarche, Clark Quinn, and myself, as with everything at the Internet Time Alliance, the discussion bears the fingerprints of Charles Jennings, Jane Hart, and Paul Simbeck-Hampson as well.

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K-Briefing: The Networked Organization

Although the term 'networked organization' is not as prevalent as it was in the late 1990s, many of us in our professional lives network as a matter of course. And at the organizational level the need for structures and arrangements that are agile and responsive to their environments are as important as ever. In this K-Briefing, we explore the key elements of organizational structure that can help organizations remain competitive and innovative in the highly connected global knowledge economy of the 21st century.

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Anita Williams Woolley, Collective Intelligence of Teams

Anita Williams Woolley, Assistant Professor of Organizational Behavior & Theory, on the Collective Intelligence of Teams.
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Why Your Company Needs A Chief Collaboration Officer

Why Your Company Needs A Chief Collaboration Officer | Intelligent Organizations | Scoop.it

Collaboration. Everyone talks about it, but only a few know how to do it well. Here's Motley Fool's chief collaboration officer on best practices for working together better.

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