"Perpetual Beta is my attitude toward learning and work – I’ll never get to the final release and my learning will never stabilise. I’ve realized that clients and colleagues with a similar attitude are much easier to work with than those who believe that we will reach some future point where everything stabilizes and we don’t need to learn or do anything else. I think this point is called death. Perpetual Beta is pretty well an artist’s perspective, always seeking a new creative endeavour and not just producing the same work over and over..."
Hier soir, Camille Lacourt a fini 4ème du 100m dos. A 10 mètres de l’arrivée, il était encore en tête. Quelques minutes plus tard, Nelson Monfort tentait de comprendre sa défaite en l’interviewant. Le succès ne tient parfois à pas grand-chose !
"Un dirigeant en entend parfois des vertes et pas mûres, comme un père qui recueille les plaintes de ses enfants. Il demande qu’on lui apporte des solutions en même temps que l’énoncé des problèmes, mais souvent il entend d’autres choses. Comment replacer l’échange sur un terrain productif et pertinent ? Je vous propose de revisiter l’histoire des « trois tamis », attribuée à Socrate, dans le monde de l’entreprise.
En se promenant un peu pendant les vacances sur les sites internet « collaboratifs » on ne peut que s'étonner du décalage croissant entre les techniques permettant l'expression de tout un chacun et la capacité à utiliser ce qui est exprimé.
I think it's time women have a candid conversation about power. It's a conversation that will impact men and needs to include them. Together, we've reached a population of 7 billion; in another 38 years, we'll rise to 9 billion.
"Leaders encourage dialogue and collaboration, leading to the identification of common experiences and shared aspirations"
Here are the highlights:
**Real leadership, in any venue, brings perspective, dialogue and collaboration in measure equal to or greater than individual conviction.
**while the dialogue may be disconcerting at times, the progress of a team, an enterprise or any diverse community depends on the honest dialogue and collaborative spirit that leads to the identification of common ground.
**Perhaps even shared experiences and unifying aspirations.
in search of leadership that will make a difference?
**Don’t be seduced by charisma. Find someone unafraid of the tough conversations, skilled as a listener, and relentless in the pursuit of dialogue.
Selected by Jan Gordon covering "Curation, Social Business and Beyond"
"First, I don’t think your front line supervisors are intentionally subverting your lean initiative. Nor do I think that your front line supervisors are naturally inclined to resist your lean initiatives. In my own experience, they tend to be very supportive of lean concepts and tools. But your supervisors, over the years, have probably learned some behaviors that don’t fit well with lean practices.
“Over the coming decades, these forces will mostly destroy management as we know it.” Gary Hamel
Management is in a chaotic state of mind. Demands surround them, markets shift at the click of a mouse, customers expect more, competitors are giving more and employees need more. Managing in the 21st century is about giving more but the management models of the past were designed to control rather than give more.
In most organizations 96% of the problems are caused by management’s design of their “system”. The organization’s “systems” represent the flow of work, information, data, interactions and knowledge. If the few (management) are controlling the flow of work, information, data, interactions and knowledge then by default the few are relied on to solve 96% of the problems. Since the attributes of markets in the 21st century are about constant chaotic change it is impossible to expect that the old “management system’s” and the related thinking could solve the majority of today’s problems. If no one is solving repetitive problems then the problems get worse....
The notion that production work should be done standing has been controversial in Lean implementations, and resisted in particular by experts in ergonomics. Now several health researchers are saying that sitting is about as healthy for humans as smoking.
This article is about Anup Kanodia, form Ohio State's Center for Personalized Health Care, and his recommendation to reorganize offices for stand-up work. See also NASA's Joan Vernikos's Sitting Kills Moving Heals (http://amzn.to/Rivvlf)
LE CERCLE. Quelle que soit la taille de l’organisation, le constat est le même : les entrepreneurs, dirigeants et managers sont chaque jour confrontés à un puzzle qui leur impose d’être à la fois créatif, développeur, gestionnaire mais également sage, moteur, transmetteur, acheteur, vendeur, conciliant, intransigeant, ami, parent.