Countries that score high on uncertainty avoidance score low on innovation (as measured in the innovation union scoreboard of the European Commission) and high on bureaucracy (as measured on the easiness to do business ranking of the World Bank).
While some project managers may experience a "gut feeling" about impending problems during a complex project, most acknowledge that they're not very good at detecting or acting on these early warning signs.
Philippe Vallat's insight:
"Gut feelings" or Intuition: a valuable ressource under uncertainty
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.
The Beer Game illustrates how difficult it is to manage dynamic systems. It was originally developed in the late 1950 s by Jay Forrester at MIT to introduce the concepts of dynamical systems. This blog post investigates the effect of different playing strategies.
Little animations trying to master a computer game are teaching neuroscience researchers how the brain evolves when faced with difficult tasks. Neuroscientists have programmed animated critters that they call 'animats.' The critters have a rudimentary neural system made of eight nodes: two sensors, two motors, and four internal computers that coordinate sensation, movement and memory.
Philippe Vallat's insight:
Quote: ""This shows that a rich environment is a driving force towards developing both complexity and integration,"
In a complex adaptive system we have dispositionality not causality, so when we act we cannot know what will happen. That means we need to maintain the ability to respond quickly, something I brought in at the end when I talked about complexity approaches to project management.
'Systems thinking', is a wildly complex discipline and this piece of work aims to build greater systems literacy and familiarity as it explores the applicability of systems thinking to social policy issues.
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.
I strongly disagree with Ralf's statement pretending that "Projects are not complex. (...) People and poor management of the project are what make project management complicated."
It's a kind of insult to me, could be read as "Projects are basically easy, the world is basically perfect, BUT we have bad luck having to deal with humans...". It's a denial of reality, seing problems and risks where there is creativity and life.
si une ou deux personnes mobilisent la parole dans un collectif, l’intelligence collective chute brutalement
La présence de femmes dans le groupe est corrélée avec l’intelligence collective
la cohésion, la motivation et la satisfaction seraient de médiocres contributeurs à l’intelligence collective
L’intégration affective est une variable qui inclut la confiance, le respect, l’appréciation affective de l’autre, la cohésion et la discussion ouverte. Lorsqu’elle est basse, le groupe a tendance se diviser,ce qui à son tour réduit l’intégration affective et ainsi de suite. Cette spirale descendante provoque de l’insatisfaction et de pauvres performances.
les équipes les plus performantes sont celles qui forment le moins de sous-groupes et ont une basse intégration cognitive: la créativité collective aurait besoin de controverse, des points de vues trop proches ou trop compréhensifs n’étant pas propices à la génération d’idées nouvelles.
l’auto-motivation intérieure tournée vers le « Nous » améliore sensiblement les performances collectives
By now we know that empirical research can be more effective than scientific research when studying the social sciences, but what can we do when the problem we are trying to address is too large and complex, and how can we make sure that our assumptions always map to physical reality?In an earlier article, I wrote about physical reality as the reification of an abstract concept. I did not mean that physical reality itself is abstract. I was giving an illustration of physical reality as a concept that would be assumed in science in order to avoid ontological discourses and make progress (hidde
Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.
Disruptive innovation has become business' biggest paradigm. Harvard's Clayton Christensen coined the term and the New Yorker's Jill Lapore recently tore it down. While many companies scramble to create disruptive innovation strategies, the problem is that it isn't a linear process or methodology. No single strategy or theory (even the theory of disruptive innovation itself) has captured how it really works or how to do it.
Philippe Vallat's insight:
Finally: true words about what innovation is and is NOT!
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