J'ai participé à divers débats sur LinkedIn autour de la notion de « quantification de la complexité ». Sur ces forums, certains prétendent que la complexité non seulement peut être quantifiée, mais qu’elle doit l’être, que seule une telle démarche est rigoureuse et scientifique et qu’elle est la base indispensable de toute prise de décision sérieuse...
Graves described human development as ‘an unfolding, emergent, oscillating, spiralling process’ marked by progressive movement upwards through increasingly complex stages. This upward movement is an adaptive response to our changing life conditions. So as our lives become more complex (ie more connected), we are prompted to develop higher, more complex thinking and behaviours in order to cope.
Summary of Positive psychology Research by Martin Seligman. Here is a summary of the research findings (and areas of inquiry) in the area of positive psychology in the Positive Psychology Network Concept paper: ...
" Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?"..." Ce sont les process, les indicateurs de performance ( les fameux KPI's), et les reportings".
Integral Vision a introduit l’Holacratie en France en 2008. A l’époque nous recherchions une alternative aux systèmes de gouvernance traditionnels, basés exclusivement sur une hiérarchie de pouvoir et une philosophie de management du type « Je ne ferai pas mon bonheur contre celui de mon chef » (leitmotiv préféré de mon dernier patron lorsque je travaillais au sein du groupe Bouygues).
Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability is a key element of complexity science. Many complex systems tend to be selfsimilar across levels—the same dynamics work at multiple levels. They are explained by scaling laws. Scalability results from what Mandelbrot calls fractal geometry. A cauliflower is an obvious example. Fractals often show Pareto distributions and are signified by power laws. Researchers find organization-related power laws in intrafirm decisions, consumer sales, salaries, size of firms, movie profits, director interlocks, biotech networks, and industrial districts, for example. Power laws signify Pareto distributions, which show “fat tails,” (nearly) infinite variance, unstable means, and unstable confidence intervals. Pareto distributions are alien to most quantitative organizational researchers, who are trained in Gaussian statistics and are trained to go to great lengths to configure their data to fit the requirements of linear regression, normal distributions, and related statistical methods.
Il propose une relecture de l’histoire de l’humanité en y intégrant l’évolution des sentiments et des émotions. Il propose de faire de l’empathie un moteur de civilisation. Il veut nous faire comprendre correctement l’évolution sociale de l’élan empathique dans l’histoire de l’humanité pour démontrer qu’aujourd’hui la capacité innée des êtres humains à ressentir de l’empathie les uns pour les autres est au moins aussi forte que leur agressivité
Good argument for new paradigm concepts and a vision of "awareness-based, love-infused, presence-centered, evolutionary leadership” (but beyond green meme concepts :-)) drawing on Steiner, Campbell, Kegan, Torbert, Wilber, etc. The article gives a solid overview over qualities, concepts and practices that are emerging and gives a taste on what a new paradigm of leadership and development "in relationship to nature, community and meaning" could actually look like embodied, and nd most importantly, scaled up. AC
Economics writer Tim Harford studies complex systems -- and finds a surprising link among the successful ones: they were built through trial and error. In this sparkling talk from TEDGlobal 2011, he asks us to embrace our randomness and start making better mistakes.
There are two distinct views of project management practice: the rational view which focuses on management tools and techniques such as those espoused by frameworks and methodologies, and the social/behavioural view which looks at the social aspect of projects – i.e. how people behave and interact in the context of a project and the wider organisation. The difference between the two is significant: one looks at how projects should be managed, it prescribes tools, techniques and practices; the other at what actually happens on projects, how people interact and how managers make decisions. The gap between the two can sometimes spell the difference between project success and failure. In many failed projects, the failure can be traced back to poor decisions, and the decisions themselves to cognitive biases: i.e. errors in judgement based on perceptions. A paper entitled, Systematic Biases and Culture in Project Failure, by Barry Shore looks at the role played by selected cognitive biases in the failure of some high profile projects. The paper also draws some general conclusions on the relationship between organisational culture and cognitive bias. This post presents a summary and review of the paper.
These have been floating around the net for quite a few years and I happened to stumble across them again and thought I should share them with you. All credit goes to Jerry Madden at NASA for this compilation of common sense tips for project managers.
The list might come from NASA but none of it is rocket science.