“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.
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?
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 ».
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.
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.
It’s not enough to say your organization is simple or complicated—you must also understand what kind of complexity you’re dealing with.
Philippe Vallat's insight:
Quote: "Rather than settling for simplistic representations of reality, leaders must continually work to provide clarity on the complexity, particularly along three lines: purpose, values, and performance."
... and COMITANS may help you in understanding the kind of complexity you are dealing with.
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.
Natural disasters, technological disruptions, transitory advantages, fractured markets, multifarious competitors, increasingly demanding customers and fickle consumers. Thanks to the military, we have a useful descriptor for the conditions and environment these drivers create; ‘VUCA’ – volatility, uncertainty, complexity and ambiguity… a combination of the magnitude and speed of change, the lack of predictability and prospect of surprise, the multitude of forces and confounding issues, and the lack of ‘one right answer’ or single course of action.
Complexity theories, science and scientism Lankaweb I have authored several publications on the shortcomings of social science, a creation of Western thought, and the need to De-Westernize it by seeking the truth” through a method combining systems...