Complex systems and projects
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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindful, complex adaptive thinking and leadership
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Pourquoi il est difficile de changer

Pourquoi il est difficile de changer | Complex systems and projects | Scoop.it
Il arrive que nous soyons tous d’accord sur ce qu’il faudrait changer sans que les choses évoluent pour autant. Pourquoi tant d’inertie ?
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Leadership in Complex Times

Leadership in Complex Times | Complex systems and projects | Scoop.it
My life has got more complex.  It was my own fault, there is no-one else to blame.  I now work with a greater number of schools, they are more diverse in nature and there are many more connections ...
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Du besoin de savoir penser

Du besoin de savoir penser | Complex systems and projects | Scoop.it

Dans son dernier ouvrage « La faillite de la pensée managériale » (1), François Dupuy s’attache à démonter le mécanisme par lequel la pensée managériale conduit les dirigeants, par le biais de décisions paresseuses (2), dans des impasses aux conséquences très concrètes. Examinons ensemble ce qui conduit à une pensée ordinaire et explorons les attitudes qui permettraient d’aller vers une connaissance élaborée.

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et vous, comment pensez-vous?

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Ten Ways LEAD and SUCCEED In Times Of Complexity And Change

Ten Ways LEAD and SUCCEED In Times Of Complexity And Change | Complex systems and projects | Scoop.it

It is time to realize that we must also use the changes we face to develop the solutions, optimize the potential, that can help us live and lead forward. Doing do is counter-intuitive, but it is NOT impossible.  It is real, it is doable, and it is accomplished in ten simple but powerful steps you can decide to take…or not.

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Is Love The Next Buzzword In Business?

Is Love The Next Buzzword In Business? | Complex systems and projects | Scoop.it

 relire su

“It’s easy to make a buck. It’s a lot tougher to make a difference.” ~ Tom Brokaw

It’s also easy to give away a portion of your profits to help bring water to remote villages in Africa. And yes, we should all be committing a portion of our profits to great humanitarian causes. But writing a check is easy. Breathing love into an organization is an entirely different proposition.


Via David Hain, Philippe Vallat
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David Hain's curator insight, November 13, 2014 2:52 AM

Leading with love is not an intellectual exercise!

Sandeep Gautam's curator insight, November 13, 2014 4:09 AM

The dreaded four letter word is being increasingly used in work contexts:-) hope it doesn't end up as a buzzword but gets adapted as a way of life/ work:-)

Philippe Vallat's curator insight, November 13, 2014 4:10 AM

A relire sur le même thème: Amour(s) et business: antinomie ou nécessité?

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How Systems Thinking Makes You An Effective Leader

How Systems Thinking Makes You An Effective Leader | Complex systems and projects | Scoop.it
There was a time when people thought of businesses as some sort of machine. However, people are not very good cogs. They are just too likely

Via Jürgen Kanz
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Olivia Perez's comment, November 15, 2014 12:12 AM
I defiantly believe that the business world needs people to become one team and to make themselves a team. It was interesting to read this article to kind of understand how the business world works.
Leeza Trainor's comment, November 17, 2014 9:30 AM
More people in the business world need to read this! It could help so many employee's and CEO's. Learn how to effectively communicate to make everyday at work easier
Lexie Ruscheinski's comment, November 17, 2014 10:55 PM
Very resourceful in helping companies with team building but also learning to be a team leader! Any aspiring business men and women can learn from this.
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Qu'est-ce que le management incantatoire et gesticulatoire ?

Qu’est-ce que le management incantatoire et gesticulatoire ? Pour répondre à cette question, plutôt qu’un long discours, je vous propose une courte vidéo réalisée par Obifive HR Valley

Philippe Vallat's insight:

Brève vidéo (3'), certes publicitaire, mais bien faite!

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La décision dans un monde VICA (1/2)

La décision dans un monde VICA (1/2) | Complex systems and projects | Scoop.it

Automne 1941. L’amiral américain Husband E. Kimmel,  commandant en chef de la flotte du Pacifique, a réuni son état-major. Les nouvelles sont mauvaises : la flotte japonaise a disparu et nul ne connaît ses intentions. Sont-elles belliqueuses ? Faut-il mobiliser l’armée des Etats-Unis qui ne sont pas encore en guerre ? Confusion, incertitudes, enjeux majeurs - la base de décision de l’Amiral n’est pas très confortable, aussi exhorte-t-il son état-major à « craquer le code radio des japonais » pour enfin savoir, afin qu’il puisse prendre « la meilleure des décisions ».

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Philippe Vallat's curator insight, October 27, 2014 9:32 AM

Premier de 2 articles sur la décision dans l'incertitude, publiés dans le Bulletin de la Société Fribourgeoise des Officiers.

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Principles and Glossary of Presencing | Theory U

Principles and Glossary of Presencing | Theory U | Complex systems and projects | Scoop.it
Principles and Glossary of Presencing | Theory U on Leadership & Management curated by JLAndrianarisoa

Via JLAndrianarisoa, David Hain
Philippe Vallat's insight:

Important principle:

Energy follows attention. Wherever you place your attention, that is where the energy of the system will go. “Energy follows attention” means that we need to shift our attention from what we are trying to avoid to what we want to bring into reality.

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Leadership In The Age Of Complexity: From Hero To Host

Leadership In The Age Of Complexity: From Hero To Host | Complex systems and projects | Scoop.it
For too long, too many of us have been entranced by heroes. Perhaps it's our desire to not have to do the hard work, to rely on someone else to figure things out.

Via Ides De Vos
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Dealing With Complexity in Leadership

Dealing With Complexity in Leadership | Complex systems and projects | Scoop.it
Dealing with work complexity has become a major leadership development issue. And it has ethical implications. As our work becomes more complex, so do our ethical dilemmas.
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Be suspicious of stories

Be suspicious of stories | Complex systems and projects | Scoop.it

 Like all of us, economist Tyler Cowen loves a good story. But in this intriguing talk, he asks us to step away from thinking of our lives -- and our messy, complicated irrational world -- in terms of a simple narrative.
(Filmed at TEDxMidAtlantic.)

Philippe Vallat's insight:

About stories, mental laziness, cognitive biases, manipulation

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Pierre Gauthier's curator insight, July 15, 2014 9:46 AM

Anyone who practices mindfulness is very intimately familiar with "the storyteller". What Tyler Cowan talks about in the excellent TEDx talk could be quite upsetting to some people who haven't been deep in their practice. Very good! 

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Why Your Boss May Be Ineffective or Dysfunctional

Why Your Boss May Be Ineffective or Dysfunctional | Complex systems and projects | Scoop.it
New capacities are needed for effective, positive management today's workplaces.
Philippe Vallat's insight:

Leaders ask "How can I prepare for what I can't prepare for?"

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Highline & Leadership: Stürzen und Lernkultur (2)

Highline & Leadership: Stürzen und Lernkultur (2) | Complex systems and projects | Scoop.it

Slackline ist nicht nur ein Sport, es ist auch eine Show. Die Zuschauer haben wahrscheinlich gemischte Gefühle: zwischen Bewunderung und Angst. Wenn man Entscheidungsträger in einer exponierten Funktion (Politik, CEO etc.) ist, dann steht man auch unter Beobachtung.

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Study Reveals 4 Leadership Trends In Dealing With Complexity

Study Reveals 4 Leadership Trends In Dealing With Complexity | Complex systems and projects | Scoop.it
No longer is it enough to rely upon the leadership and managerial principles instilled upon you after initially arriving at your position years ago. Technology has changed, which means how you go about communicating and inspiring others has changed, as well.

Via David Hain, Kevin Watson
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David Hain's curator insight, April 2, 2015 6:13 AM

"How we see the problem is the problem!" Nice point!

Jaro Berce's curator insight, April 4, 2015 8:33 AM

More complexity?

Ron McIntyre's curator insight, April 4, 2015 9:20 AM

Technology changes are NOT going to slow down so we must adapt leadership styles to incorporate the changes and maintain value structures that sustain the organization.

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Resilient Leadership Navy Seal Style

Resilient Leadership Navy Seal Style | Complex systems and projects | Scoop.it

Leaders face stress and adversity in large part because, like the goldfish in dirty water, they can't see through their situation. Consequently, the limits set by a company's cultural blind spots, those places where the company is stuck in a rut of decision making and truly can't see the forest for the trees, pile on more stress. The result: Decision-making goes from bad to worse. It can happen to anyone.

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Leadership Development in a VUCA Environment

Leadership Development in a VUCA Environment | Complex systems and projects | Scoop.it
UNC white paper on leadership development in a VUCA environment.
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Leadership en zone d’incertitude: l’exemple des Forces Spéciales

Pour tirer pleinement parti des capacités très spécialisées de leurs membres, les forces spéciales ont développé un style de leadership s’éloignant de la relation chef-subalterne, pour se concentrer sur la relation entre le leader et son équipe.
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Philippe Vallat's curator insight, November 11, 2014 9:23 AM

Citation: "A l’instar des commandos, les managers doivent abandonner l’illusion du contrôle pour assumer l’incertitude, accepter de lâcher prise et de faire confiance à leurs équipes, développer des stratégies d’adaptation, et apprendre à improviser en situation."

Anne Landreat's curator insight, November 11, 2014 12:48 PM
A l’instar des commandos, les managers doivent abandonner l’illusion du contrôle pour assumer l’incertitude, accepter de lâcher prise et de faire confiance à leurs équipes, développer des stratégies d’adaptation, et apprendre à improviser en situation.
3- Les exigences du leadership commandoDans une opération commando, la prise de décision engage la vie du groupe. le succès de l’équipe repose sur la performance collective, qui dépasse la somme des efforts de chacun. Mais rien ne peut se produire sans un chef préparé et respecté par les membres de son équipe. Animé d’une véritable culture stratégique, et d’une forte capacité de dialogue, le chef d’équipe est capable de prendre du recul y compris lorsqu’il est sous pression. A l’aise dans les situations ambigües, c’est un manager rompu à l’art du « décryptage » des signaux faibles précurseurs des menaces et des crises.

 

4- Les leçons de la culture commandoLa culture commando met l’accent sur la créativité et l’esprit d’innovation en situation de stress, ainsi que sur le leadership et la résolution de problèmes en situation d’incertitude.
En cela elle constitue une source d’inspiration et un exemple pour des managers confrontés à la pression à l’incertitude et à la crise.
Comme le souligne très justement Daniel Hervouët (*), l’expérience de l’exercice du leadership chez les commandos constitue une sorte d’élixir obtenu à haute pression. Ce qui a été mis au point dans des conditions plus dures peut être ensuite mis en œuvre dans des conditions normales, car les tests en ont validé le contenu.

 


Stéphane RENAUD's curator insight, November 12, 2014 6:10 AM

En situation extrême ou dans le management quotidien, la confiance et l'intelligence collective sont le binôme de choc !

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Thinking as a subversive activity

While a number of posts on this blog have been dedicated to calling in to question the claims of contemporary management theory to enable managers to predict the future, there can be no doubt that much of it is dedicated to controlling employees.



Philippe Vallat's insight:

If you don't take time, as manager, to reflect and think about what is vital for your organisation, what are you doing all the time?

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David Hain's curator insight, November 6, 2014 12:34 PM

How do you give people time to reflect on what they do. A good start - lay off the management control models!

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Quelles aptitudes développer pour le manager de demain ?

Quelles aptitudes développer pour le manager de demain ? | Complex systems and projects | Scoop.it
Ce billet fait suite à celui sur les 4 bonnes raisons de réinventer le management et pose les bases des aptitudes nécessaires au manager « post moderne » d
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ou l'urgente nécessité de remettre en question les pratiques habituelles...

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A Military Leader's Approach to Dealing with Complexity

A Military Leader's Approach to Dealing with Complexity | Complex systems and projects | Scoop.it

I know how daunting it can be to lead dedicated professionals to undertake complex endeavors, and I’ve lived the reality of trying to bring positive change to large, bureaucratic organizations. Here are four principles I’ve learned that can help you enhance your leadership while concurrently bringing out the best in those around you.

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Comment apprendre à faire avec la peur et l'incertitude (dans le management)?

Ne pas savoir, ne pas être sûr, ne pas pouvoir anticiper, être dans...

Philippe Vallat's insight:

Brillante démonstration!


Lire aussi mon article blog sur le même thème: http://www.comitans.ch/fr/blog-philippe-vallat/leadership-dans-l-incertitude/145-la-peur

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Zones d’inconfort et ancres de certitude (2/2): la sérénité

Zones d’inconfort et ancres de certitude (2/2): la sérénité | Complex systems and projects | Scoop.it

Ca y est, nous sommes définitivement très loin de notre zone de confort : peur, doute, panique nous submergent. Comment gagner (un peu) en sérénité de manière à redevenir un tant soit peu apte à la réflexion et à l'action ?



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14 qualités d’entrepreneurs exceptionnels

14 qualités d’entrepreneurs exceptionnels | Complex systems and projects | Scoop.it
Les entrepreneurs qui réussissent sont des personnes comme tout le monde, avec toutefois quelques différences significatives en termes de personnalité et de mentalité. Voici, selon Joël Basgall, co-fondateur et PDG de la...
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How to thrive in a world where change is constant

How to thrive in a world where change is constant | Complex systems and projects | Scoop.it
As director of the MIT Media Lab, Joi Ito is constantly thinking about what the future might hold. But, he says, an obsession with what's to come is unhealthy and unhelpful. Here, he shares 8 piece...

Via Christophe Bredillet, Philippe Vallat
Philippe Vallat's insight:

Worth reading: good hints to avoid linear thinking

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Christophe Bredillet's curator insight, July 9, 2014 12:49 AM

"Common" "complexity" sense, but not the best shared everyday practice...

Philippe Vallat's curator insight, July 9, 2014 7:11 AM

Worth reading: good hints to avoid linear thinking