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.
Over my lifetime, I have learned from experience that holding an intention for change can result in creating the desired change. I have seen it work in bringing people and relationships into my life, creating the work I desired, and helping me develop a path forward to create the change. Essentially, I learned that if I could envision it, I could bring it into reality. It has worked so effectively that I know I have to be careful that what I think I want to create is what I really want or need.
The evolutionary psychologist, Steven Pinker has published a new book: The Better Angels of Our Nature: Why Violence has Declined. I came across a review of the book in the Dec/Jan 2012 edition (Volume 18, Issue 4) of Book Forum, which, by the way, I thoroughly enjoy. It is a great periodical.
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).
Wissenschaftler lehren uns Atomstruktur, Urknall, antike Geschichte, Evolution, Wettermodelle, Geld- und Managementtheorien, etc. Alles ist reiner Glaube, der allenfalls von mehr oder weniger einleuchtenden Indizien gestützt wird.
Der wichtigste Motivationsfaktor für Mitarbeiter weltweit ist Respekt. Auch auf den folgenden Plätzen liegen nicht-finanzielle Faktoren: die Work Life-Balance auf Rang zwei, die Art der Arbeit auf Platz drei und die Kollegen sowie die Qualität der Führung auf den Rängen vier und fünf.
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