Nemetics, based on the science of complexity, is a process to understand, model and resolve 'wicked problems' by leveraging authentic constraints in various fields like engineering, social and economic movements & transformations, architecture, design of arrival cities and entrepreneurship to name a few. In order to do so Nemetics has developed a neutral language that can be fluently applied across various disciplines and subjects. The primary tool that it uses is designed on vibration and waves, vibrating strings, tubes and fields characterized by frequencies and amplitudes, which are then expressed and modeled in probabilistic terms to resolve 'wicked issues and problems' through co-created re-design.
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. Low levels of engagement hinder gains in economic productivity and life quality.
One of the simplest and possibly a powerful tool is to keep employees and people engaged with the job. With merely 13% engaged employees it becomes a serious problem. It means paying the balance 87% is a loss to any organization. Therefore, one of the top priority of a manager's job is to see how people engage or engagenot. Productivity lies in the #powerofengage.
The Latin American Node of FuturICT (http://futurict.unam.mx ) is launching a call to identify potential collaborators in Latin America with research groups within the FuturICT FET Flagship project (http://futurict.eu ).
Latin American researchers, companies, organizations, and governments interested in participating in FuturICT are invited to submit a two page proposal describing their interests, expertise, and contact details. The proposal should specify in which aspect of FuturICT the collaboration is proposed. At the Latin American Node, we will integrate the proposals and facilitate the contact with particular groups in Europe and elsewhere.
Please submit your proposal before January 7th, 2013 to firstname.lastname@example.org
Another handy concept and tool, Stakeholder mapping. During a change management process one can check the possibility of a successful outcome of an engagement and helps one to strategize as to what needs to be done to tilt the scales in favor of successful implementation of an idea.
"Nine (9) agile leader qualities are listed and explained as a leader / culture toolkit for sustainable leadership practices as well as a checklist."
Along with Drucker's "there's no such thing as leadership" article that is getting some attention, this list is also useful for followers, staffers and for examining culture and values. In my own experience with leader competencies, flexibility and adaptability is key to being ABLE to change, the core of sustainability. ~ Deb
Elaine Rumboll suggests:
Adaptability Back Up Curiosity Diversity Ease of Access Foresight Grace in Failure Hubs Inclusiveness
The first in the list, Adaptability (Flexibility) is defined to:
be ready to change our plans when they are not working the way we expected create alternatives to be ready to change course mid direction build a healthy robustness around how we are going to react [let go of] things remaining stable
Read the full article here.
Read further on in this newletter about dealing with a VUCA world, once that is Volatile, Uncertain, Complex and Ambiguous
"Change leader competencies that also include mindsets. All can be developed."
This is a handy list worth reviewing from colleague Gail Severini. There's more to come, including a top-ten competencies for change agents those who are the focus of the change. ~ Deb
Change Leaders' Competencies include:
1. Determination and discipline - The leader …“Has a profound resolve toward the specific shifts the organization has identified as essential for its future success,...” And, has the personal discipline to ...ake difficult and challenging actions.
2. Self-Knowledge and mindfulness - ...calm in the midst of high-stress, dynamic change. The ability to concentrate and be attentive to other people and concepts...are intricately connected.
6. Integrative thinking - Once we accept that transformational change presents enormous ambiguity it becomes obvious that the ability “to hold two conflicting ideas in constructive tension”.
7. Culture awareness - An understanding of the organization’s current and desired cultures [and] plans for making the shift.
10. Make meaning - Making the change relevant to every resource who has to make the transition --the unusual capability to put yourself in someone else’s shoes, to ...help them ...navigate their way through it.
"Eliminating waiting rooms? Medical Assistants that act as project managers for physicians? The Toyota method reaches healthcare for increasing efficiency and reducing cost."
New healthcare efficiencies were featured in a special report on PBS this week. Cleveland Clinic is shown eliminating waiting rooms.
Virgina Mason is featured highligting the "flow director" status of medical assistants. A crisis drove change at Virgina Mason, which brings up the idea of danger: crises + opportunity. How they fared:
For... routine or uncomplicated back pain, Mecklenburg offered a surprising conclusion...“most of our care process was no help at all.”
A crisis drove an innovative breakthrough at Virginia Mason Medical Center. Robert Mecklenburg, MD, was chief of medicine at the hospital in 2004 when the insurance company Aetna threatened to exclude Mecklenburg’s healthcare organization from an elite network.
Aetna was in a powerful position as a purchaser of care for such major companies in the Greater Seattle area as Starbucks, Costco, and Alaska Airlines, among others.
At Virginia Mason, the patient was at the top of the pyramid that embodied...its vision to transform health care. But ...employers paid the bills. ...Mecklenburg realized that neither he nor his physician colleagues had ever really considered the companies paying the bills as customers.
Mecklenburg invited Starbucks and Aetna to join with Virginia Mason in forming a marketplace collaborative to identify and solve the quality and costs issues around the treatment of routine or uncomplicated back pain.
Mecklenburg found that money and time were being wasted on expensive visits with primary care physicians and specialists that added little relief to the patients’ conditions.
Mecklenburg found money and time were being wasted on expensive visits with ...physicians and specialists that added little relief to the patients’ conditions.
Mecklenburg offered a surprising conclusion...“The value stream showed that most of our care process was no help at all.”
A Virginia Mason marketplace collaborative delivered the following benefits.
Increased patient capacity. By reducing the number of patients who obtained procedures and tests unnecessarily Improved treatment pathways for other health conditions including migraine headaches; breast nodules; shoulder, knee, and hip pain; acid reflux; and cardiac disease. Evidence-based scheduling of expensive imaging tests. Using a Toyota principle called “mistake proofing” patients check boxes on a questionnaire to determine their need for MRIs and other imaging tests.
Read the full article here.
Photo credit: frances1972 (Waiting Room) on Flickr.com
Excerpt is from Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health and Lower Costs by Maureen Bisognano and Charles Kenney. Copyright (c) 2012 by John Wiley & Sons Inc.
From Karen: Below is a review written by my fellow curator Jan Gordon for her Curation, Social Business, and Beyond Scoop.it. Both the article and Jan's review are great!
I re-scooped this piece from Jan because a foundation storytelling skill is listening -- and here is how listening and working with the unconscious and archetypes pays out (read below). Now if we could only get the dynamics of story sharing into the equation we'll be even better off!
This piece was written by Bolivar J. Bueno for MarketingProfs. I selected it because I thought the suggestions were excellent.
Whatever you're doing to build an audience, customer or client base, listening at deeper levels is crucial for your business success.
Engaging online with customers is not unlike real life. The difference is we have social media/networks and great tools to help us really get to know them and speak to their listening, then deliver solutions
"Years of research have revealed that the single most important factor that separates the good companies from the great companies Adidas from Nike is the ability to listen to their customers. That's the starting poing".
"Dominant organizations, are those that can discern meaning from the information given. In other words, they're doing more than listening. They're hearing. And they're deriving their direction from what they hear".
How, exactly, does such effective listening work?
Here is what caught my attention:
Understand the unconscious
**A vast majority of human experience, communication and thought take place on an unconscious level - this is the first step to listening to the customer.
**We're continually taking note of the enviornment around us - how people interact within that enviornment and what role we play as individuals
**That information has a profound role in guiding customer behavior
**Truly effective communication means being able to listen on
multiple levels to what is said and what is left unsaid
Access Archetypal Images: A single image is worth a thousand words for a simple reason:
**The unconscious mind does not bother with language. Symbols, pictures, and iconography speak directly to your customer's psyche,
**bypassing and transcending all other forms of communication to take on the leading role in influencing your customer.
Listening, then, also means understanding which archetypal images resonate most with your customers and are the most relevant to them.
Selected by Jan Gordon covering "Content Curation, Social Business and Beyond"
Leaders in the public and private sectors are facing unprecedented challenges as they operate and make decisions in a context of increasing complexity. Hyper-connectivity calls into question many traditional problem-solving approaches – regarding diverse matters, from urban population growth to global capital flows – and it limits our capacity to manage these problems. At the same time, opportunities for solutions – via which to deliver greater benefits for stakeholders, cutting across traditional silos and offering more sustainability – are growing.
The Global Agenda Council on Complex Systems examines how insights gleaned from complexity science and systems analysis can best be applied to improve the thoroughness and quality of decision-making and to deliver better results for larger numbers of beneficiaries worldwide.
Our world is at crisis. Global challenges abound. However, they have a "dark" and a "bright" side. The dark side is the imminent danger of the breakdown of interdependent societies with the perspective of extermination of civilised human life. The bright side marks a possible entrance to a new stage of evolution of humanity, to the self-organisation of a humane world society. Cybernetics, systems research, the sciences of complexity -- all of them have the potential to endow the subjects of history with guidance and a means for mastering the current transformation.
Kotter's 8 step process is applied in this case study example, happening now with NetApp.
NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.
Note: Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs. Another approach is a collateral organization (temporary, ever changing ad hoc change groups.) We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years. ~ Deb
in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.
Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.
In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via Harvard’s Dr. John Kotter and Kotter International.
The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:
take a break from their normal day jobs creatively solve problems and drive change Include a balance of individual contributors and managers, directors and vice presidents agree to leave their titles behind when participating on the Guiding Coalition knows that they will need to do this work in addition to their day jobs collectively identify and guide key business initiatives to accelerate NetApp’s growth evangelizes their change vision and drive a sense of urgency into the organization serves for a period of one year
The first year over 350 passionate and urgent change leaders applied.
Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.
In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.
NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.
The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.
Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.
The answers we get out of data will always depend on the questions we ask.
Useful. It also reminded me of one of the tools we use in Whole Scale change thinking: Data, Purpose, Plan, Evaluate, or DPPE. Thanks to twitter follower @resilientchange for this link this week.
"Throughout history ....science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."
Data-driven predictions can succeed — and they can fail. It is when we deny our role in the process that the odds of failure rise. Before we demand more of our data, we need to demand more of ourselves.
One key role we play in the process is choosing which data to look at. That this choice is often made for us by what happens to be easiest to measure doesn't make it any less consequential, as Samuel Arbesman writes,
"Throughout history, in one field after another, science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."
In his book, political forecaster Nate Silver writes about a crucial element,
how we go about revising our views as new data comes in.
Silver is a big believer in the Bayesian approach to probability, in which we all have our own subjective ideas about how things are going to pan out, but follow the same straightforward rules in revising those assessments as we get new information.
It's a process that uses data to refine our thinking. But it doesn't work without some thinking first.
Read the full article here.
Perspective on change planning, facilitating, organizing, implementing or sustaining via Reveln.
"China’s Lenovo is now the second-largest PC maker in the world and hopes to grab the top spot from Hewlett-Packard soon."
Read on for goood competitive change insights here on how 2nd and 3rd tier companies in China and India are now vying for global branding recognition, and why they've got a good shot at making it happen.
Non-branded companies earn margins of 3-8% and are at risk of being undercut by cheaper rivals. Branded firms enjoy fatter margins of 15% or more.
Chinese and Indian companies are no longer content to do the grunt work for Western firms, for two simple reasons:
non-branded companies typically earn gross margins of 3-8% and are constantly at risk of being undercut by cheaper rivals. Branded firms enjoy fatter margins (15% or more) and more loyal customers.
Yet becoming a global brand is exceedingly hard. ...GfK, a consumer-research company, found that only one-third of Americans were willing even to consider buying an Indian or Chinese car.
...How can others make the leap? “The New Emerging-Market Multinationals”, a book by Amitava Chattopadhyay, of INSEAD, and Rajeev Batra, of the University of Michigan’s Ross School of Business, offers some clues.
...global firms need new products and processes that generate buzz.
The article illustrates three basics:
First, they must exploit their two basic advantages—economies of scale and local knowledge—to expand into new markets, Some firms use their understanding of local markets to expand globally, Others move swiftly to exploit opportunities.
The research in the book offers three more ingredients to these basics:
1. The first is focus: they should define a market segment in which they have a chance of becoming world-class.
Natura Cosméticos, a Brazilian cosmetics-maker, zeroed in on the market for “natural” cosmetics with ingredients extracted from the rainforest. Lenovo focused on computers for corporate clients before expanding into the consumer market.
2. The second is innovation: global firms need new products and processes that generate buzz.
HTC produces 15-20 new mobile-phone handsets a year. Natura releases a new product every three working days. 3. The third ingredient is old-fashioned brand-building: Questions to decide: Use the company’s name (as Toyota does) or another name (as Procter & Gamble does - Gillette razors to Pampers diapers)? How to market effectively in multiple countries without budget-busting? Lenovo has hired an expensive American marketing firm, but saves money by doing most of its advertising work in Bangalore.
Read the full article here.
NOTE: Do you need perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing?
You can contact Deb Nystrom here to find out more, without obligation.
"A great quote can provide personal inspiration and can be used to educate others. The contributor shares his top 100 leadership quotes of all time."
Excerpted (some of my own favorites taken from Kevin's list):
You don’t need a title to be a leader. –Multiple Attributions A leader is one who knows the way, goes the way, and shows the way. —John Maxwell My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence. —General Montgomery Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations. —Peter Drucker Never doubt that a small group of thoughtful, concerned citizens can change world. Indeed it is the only thing that ever has. —Margaret Mead The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born. —Warren Bennis To command is to serve, nothing more and nothing less. —Andre Malraux He who has never learned to obey cannot be a good commander. —Aristotle
Deb: It seems to be true, per another Scoop, that leadership, in a sense, doesn't really exist, from Peter Drucker's perspective. It is about trust, respect, leader development opportunity, influence and community (relationship / networks / feedback.) That's my perspective on the leadership-train-talk.
(Have a favorite quote that didn't make the list? Share it in the comments section below.)