Mastering Complexity
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Le management de l’incertain ou la mort | Le Cercle Les Echos

Le management de l’incertain ou la mort | Le Cercle Les Echos | Mastering Complexity | Scoop.it

La mondialisation ne s’arrêtera pas et évolue sans cesse sous différentes formes. Ces dernières augmentent l’incertitude à une vitesse toujours plus grande à tel point que personne n’échappe(ra) à faire face à l’incertain. Nous devons donc nous préparer et préparer nos entreprises, au management de l’incertain, les budgets annuels et le management par les chiffres les conduiront à la faillite.


Via Claire Boutin
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Loïc CARO's comment, March 22, 2013 5:22 AM
Oui vous avez raison, le manque de confiance semble récurrent! Pour moi le manque de confiance s'apparente au manque de foi: Question: quelle type de foi? en quoi? en qui? Réflexion: si "La foi est une ferme assurance des choses qu'on espère, une démonstration de celles qu'on ne voit pas" alors ce pourrait être une définition qui en dit long et qui permettrai de changer les pratiques. Un excellent antidote à la peur, une excellente pensée qui amène le changement, le changement de posture face à "l'incertain"!
Claire Boutin's comment, March 22, 2013 6:40 AM
La confiance pour moi est la connaissance et la reconnaissance de ses capacités et des ses ressources pour rebondir, s'adapter, aller de l'avant... C'est en ce sens qu'elle peut être l'antidote de la peur.
Philippe Vallat's comment, March 22, 2013 8:56 AM
L'antidote de la peur, c'est le courage, mais sans confiance pas de courage...
Mastering Complexity
Systemsthinking in a complex world for better understanding
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The Future of Organization


Via Kenneth Mikkelsen
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Great is the power of steady misrepresentation

Great is the power of steady misrepresentation | Mastering Complexity | Scoop.it

I promised yesterday to clarify some aspects of Cynefin.  This was triggered by Roger's Linked In post and some of the response (reported yesterday) but it is not a specific response.  Rather see it as a summary of multiple responses both articulated or otherwise over the last few years.  


Via Philippe Vallat
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Philippe Vallat's curator insight, June 3, 12:09 PM

Cynefin Framework clarified by Dave Snowden. Must read!

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Systems Changers - Homepage

RT @SystemsThinking: Systems Changers involved in Systemic Change - worth a look | #systemsthinking | http://t.co/1WVQ4m8YZt
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Today I Read … “Systems Thinking in Business Analysis: Why It ...

Today I Read … “Systems Thinking in Business Analysis: Why It ... | Mastering Complexity | Scoop.it
Systems thinking can be described as “trying to understand reality by examining the relationship amongst the parts of the whole and the relationship of the parts to the whole instead of examining only the parts”.
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5 Keys to Becoming Indispensable at Work | Orga...

5 Keys to Becoming Indispensable at Work | Orga... | Mastering Complexity | Scoop.it
There are times when every business is going through a restructure. Some companies seem to do this every few years, some every year, and some seem to be undergoing one eternal restructure!
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Systems Thinking by Gene Bellinger [14.03.13] - YouTube

Overview of Systems Thinking presented as a preview of the session Gene will to at the STiA+ Conference in Seattle on April 16th, 2014 Video starts after 1 m...
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The Role of a Director in Leading Change

The Role of a Director in Leading Change | Mastering Complexity | Scoop.it
This article sets out the pivotal role of a director in making sure that strategic and cultural change happens in their organisation, with practical steps.
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Complexity based leadership: Navigating complex challenges

Strategic leadership presentation at INTASE Leadership Conference in Singapore April 2014

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Book Review: The Systems View of Life: Part One - An Exploration of Themes

Book Review: The Systems View of Life: Part One - An Exploration of Themes | Mastering Complexity | Scoop.it
Many of you will have seen from a couple of recent posts of mine that The Systems View of Life: A Unifying Vision by Fritjof Capra and Pier Luigi Luisi has recently been published (e.g. Guest Artic...
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Do We Really Need Managers?

Do We Really Need Managers? | Mastering Complexity | Scoop.it
How one company did away with its managers, and what happened next.

Via Roger Francis, David Hain
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VanguardInHealth: Systems failure and systems thinking

VanguardInHealth: Systems failure and systems thinking | Mastering Complexity | Scoop.it
Systems failure and systems thinking. This article first appeared on the Nesta website on 18 March 2013. Professor John Seddon - 18.03.2013. Mid Staffordshire NHS Foundation Trust and successive tragic events in ...
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PETER DRUCKER FORUM 2013: "Complexity - Looking at the world though different lenses" by Don Tapscott

Don Tapscott (CA) was told by his second grade teacher that he would never graduate from high school. Nowadays Don is one of the world’s leading authorities on innovation, media, and the economi...
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The Cynefin Framework and emotional intelligence

The Cynefin Framework and emotional intelligence | Mastering Complexity | Scoop.it

Via Philippe Vallat
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Philippe Vallat's curator insight, April 29, 2013 7:37 AM

Feedbacks, comments, thoughts, suggestions are welcome!

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An All-Call for a New Style of Leadership

An All-Call for a New Style of Leadership | Mastering Complexity | Scoop.it

It’s time for a new style of leadership. Today’s employees want to work for an organization that they can feel proud of: an organization that has values and viewpoints compatible with their own; an organization that is oriented toward the long haul, working toward the prevention of ills, not just curing the symptoms; an organization that cares about morals and ethics, doing what is in the best interests of its customers; and an organization that cares about the impact it has on the environment. Employees want this because they recognize that such an organization will also care about them.


Via Kenneth Mikkelsen
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The Missing Piece - T+D

The Missing Piece - T+D | Mastering Complexity | Scoop.it
The Missing Piece
T+D
Encourage systems thinking by allowing learners to see a problem from an individual perspective and also from the organizational view.
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Systems Thinking and the Future of Cities

Systems Thinking and the Future of Cities | Mastering Complexity | Scoop.it
The idea that nothing exists in isolation−but only as part of a system−has long been embedded in folklore, religious scriptures, and common sense. (Some big-picture #systemsthinking around #sustainableurbanplanning from PCI Fellow David Orr....
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Systems Thinking for Problem Solving | LeadStrategic

Systems Thinking for Problem Solving | LeadStrategic | Mastering Complexity | Scoop.it
Russell Ackoff, known for his work on systems thinking and management science, provided a very helpful, simple way to look at people, organizations, and problems. This approach is rooted in systems thinking, which is the ...
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What is Organizational Change Management and Why Do I Need It?

What is Organizational Change Management and Why Do I Need It? | Mastering Complexity | Scoop.it

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Systems Thinking and Conscious Business

Systems Thinking and Conscious Business | Mastering Complexity | Scoop.it
Today one of my sons told me he had been trying out the text-to-speech option on the Kindle. He thought it funny it couldn't speak properly - all it does is read the words with no intonation or sen...
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Join the Revolution: Systems Thinking to transform Thailand's health system - YouTube

We, at ST4C Health, seek to improve health through the application of Systems Thinking ideas and approaches. We strongly believe that we can maximize health ...
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Lead Through Personality Complexity: Enough with Change Resistance Already!

Lead Through Personality Complexity:  Enough with Change Resistance Already! | Mastering Complexity | Scoop.it

People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!

 

______________

...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.

______________

 

...Explore the symptoms of resistance:

 

[Try] using David Kersey’s Temperaments combined with the stages of Satir:

Satir Change Model Stages: Old Status Quo, Foreign Element, Chaos, Transforming Idea, Practice and Integration, New Status Quo.  This model explains how people respond to change physically, psychologically and logically. David Kersey’s Temperaments (Carl Jung based):
SP (Artisans): Live for the chaos! Love the excitement... inventing problems that might not exist so they have “something to solve. SJ (Guardians): Fight to preserve the status quo because it’s familiar...because they don’t want to dive into chaos until they know every possible detail of the change NF (Harmonizers): Help people through the pain of chaos...Will want to not implement a change if it’ll upset the ‘herd.’ NT (Rationals): Fly through the change when it appeases their logic and moves on to the next change before anyone else has integrated the first change.

 

...Imagine...a team with people [with] competing preferences trying to make sense of an Agile transformation? How about if you have Artisans [the author of this piece - Jason Little] keeping the organization in a constant state of chaos?    ....Now I realize it isn’t “the other people”, it’s my approach.  


 ...I need to know when to push, and when to lay off...and I didn’t even touch the hundreds of cognitive biases that affect how people respond to change. 

 

...you cannot put a budget and schedule on change, there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.

 

 

Related tools & posts by Deb:

Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.        Creator, Challenger, Coach through Change: Getting out of the Drama

             

Beyond Resilience: Black Swans, Anti-Fragility and Change

     

Messing up a Change Implementation with Someone Else’s Learning Culture?

 


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, May 19, 3:49 PM

Leading through complexity is an essential element of change management.  This post  is a good reminder of the layers of difference in change adoption - useful for Jungians - and the MBTI familiar  (Myers Briggs, Keirsey) as well as those using similar personality tools.  


It's also a good reminder for leaders, who know the nuances of any personality assessment.  It highlights that your perspective is quite limited.  Different perspectives of those on your leadership team, if they are diverse and helpful in their differences, and speak up, is of great value in true leadership teamwork.  ~  D

Philippe Vallat's curator insight, May 19, 5:06 PM

Because complexity management has something to do with emergence, and emergence leads to change...

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Hierarchy is dead! Long live Holacracy! ...Right?

Hierarchy is dead! Long live Holacracy! ...Right? | Mastering Complexity | Scoop.it

Why do so many articles on implementations of management-less companies being referred to as “eliminating hierarchy” mix that with Holacracy? Why would a company then need Holacracy?


Take the Zappos gets rid of managers example – read on because there’s no mentioning of eliminating hierarchy. They are implementing a holacracy for a clear Purpose: they attempt to prevent bureaucracy from infiltrating Zappos, while maintaining a start-up culture within what is now, a quite large organization. They attempt to build Resilience against bureaucracy. It is what they believe to be needed to maintain a start-up culture.

 


Via Kenneth Mikkelsen, David Hain
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Eli Levine's comment, May 3, 11:31 AM
Patrick: I was wondering how it could be applied within the government agencies, I see how it can be applied from government to the larger social and environmental ecosystems. Sorry for the confusion! :)
AleksBlumentals's curator insight, May 6, 3:58 AM

The ideas we have developed and used for at least 4 decades are gradually becoming incorporated into how we think of organizations on a more regular basis

Stephen Dale's curator insight, May 7, 6:18 AM

The article challenges the assumption that holocracy eliminates hierarchies. From the piece: 

 

"Holacracy claims to ....change  the concept of organizational structure from one that is autocratic and top-down to one that is decentralized, organic, and bottom-up. Ultimately, the vision of Holacracy is to allow the emergent, creative properties of the individuals playing roles within an organization to self-organize and flourish, much like human cells are organized into organs, which in turn are organized into bodies and minds, which in turn go forth into the world to express their purpose as humans."


#socbiz

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The Downsides of Avoiding Complexity

The Downsides of Avoiding Complexity | Mastering Complexity | Scoop.it
By embracing the complexity of today’s intricate systems that knit together the programmatic audience buying landscape, we arm ourselves with more tools.

Via Philippe Vallat
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Philippe Vallat's curator insight, April 24, 9:57 AM

I like that one: "The course of history has shown that irrationality is one of our specialties, which means there’s no one better than a human to think like a human."

Eli Levine's curator insight, April 24, 11:55 AM

You gotta take the whole that is present, and make intutive sense of it in order to make anything valuable out of "big data".

 

The human brain can only process so much information.  Most likely we will have to use computers to translate the big data into the relevant chunks that we need in order to understand a given situation and to then make choices based on those decisions relative to all sorts of policy and programatic situations, in business and in society.

 

You can't simplify things and just take things at face value anymore.  It didn't really work then, and it certainly should not be used now that we ought to know better.

 

It's amazing to me how human beings fail to register these things!

 

Think about it.

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Catch Systems Thinking in Action Online | Institute of Play

Catch Systems Thinking in Action Online | Institute of Play | Mastering Complexity | Scoop.it
This week, at the 23rd annual Systems Thinking in Action conference, leaders of organizations around the world are gathering to learn how to make sense of complexity, shift an organization's culture, and create meaningful ...
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Organizational Development: The Big Picture by Frederick Janson, MBA

An overview of how organizational development integrates into the other business administration and management sciences. www.innometrics ...youtube.com
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