Nemetics
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Nemetics
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.
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There is no such thing as leadership – Peter Drucker classic, Change Leadership?

There is no such thing as leadership – Peter Drucker classic, Change Leadership? | Nemetics | Scoop.it

Wes Balda has written a compelling piece on Peter Drucker and our overwrought attention to defining leadership, which is timely, seeing the new Pew report on negative media and presidental election coverage.

 

Excerpts:


At lunch one day, [Wes] asked Peter to define leadership. He snorted in response, “There is no such thing as leadership.”

 

WB: He defended this by claiming it couldn’t be defined. He stressed that leaders were only labeled thus because they had followers.

 

PD: “At best, leadership may be a dimension of management,” he said, “and leaders could be identified because their actions were predictable, or perhaps trustworthy.”

_________________________


Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.
_________________________

 

 

WB: ...Max DePree identified an important concept – the absence of power. Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.


Results are achieved around or beyond the use of power. “Leading without power” may be the only way leadership works. By definition, then, using power in leading is not leading at all.

 

DN:  Perhaps it's just coercion, or intimidation.  From another article excerpted here, from Forbes, note the diagrammed split of leadership and management tools and the placement of "power tools."


WB:  So, when Drucker says leaders are only defined by the presence of followers, I believe he means that these followers first exist – and that they are absolutely free from all constraints in choosing to follow.


A well known video on being the first follower helps illustrate this point.

 

Power is absent, and the decision to follow creates the ultimate democracy. (Drucker, incidentally, was even more focused on civil society after Sept. 11, 2001.)


Read the full article here.

 

Photo credit:  by Jeff McNeill, Flickr.com CC

 

More about resources for leaders via Deb is here:
Planning & Strategy Retreats
Presentation Videos - Change Results
Deb's mothership: The REVELN website


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Victoria Morgia Jamolod-Umbo's comment, September 6, 2012 9:28 AM
In any organization, there will always be leaders and followers. It is true that many people hate the fact that they are just simple followers, the main reason why they often time make nasty comments about these leaders.But, despite all these negative comments, a true leader should never be onion-skinned, and should stand firm on what he believes is right and advantageous for the majority, regardless of any negative opinions.
Deb Nystrom, REVELN's comment, September 10, 2012 9:54 AM
@Victoria, thanks for your comment. It is true that "leaders" must have thick skins. Drucker's point, I believe, is that followers define the leaders, and that leaders may, in many, even most cases be an artifact of management, rather than the magical status we've given them over the years.

Indeed, where would Gandi, Nelson Mandela, Washington and Lincoln be without their first followers and the followings that emerged to turn the tides of public opinion to make significant changes in our histories.

It's a provocative article and I'm glad that people are rescooping it. ~ Deb
Erika Holthuizen's comment, September 25, 2012 9:58 PM
golden truth
!
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Leadership Challenges: Embrace paradoxes to move forward

Leadership Challenges: Embrace paradoxes to move forward | Nemetics | Scoop.it

"This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."

 

After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

 

___________________________

  

Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

___________________________

   

 

Excerpted:

  

Paradox 1: growth versus sustainability

Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.

 

The way forward is innovation, but another paradox present itself:

  

Paradox 2: innovating versus operating

Innovation is increasingly about service, process, business model and social innovation.

However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

  

Paradox 3:  change versus continuity

If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

  

Paradox 4: collaboration versus competition

Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

  

Paradox 5: complexity versus simplicity

Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

  

Paradox 6: Heart versus mind

Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

  

Read the full article by Dr Bettina von Stamm here.


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Cautionary News: Bangladesh cancels licences of 6000 charities - AsiaOne

Cautionary News: Bangladesh cancels licences of 6000 charities - AsiaOne | Nemetics | Scoop.it

"Bangladesh cancels licences of 6000 charities" ~ Sep 11, 2012

 

On a day that the USA remembers terrorist acts, it's also useful to also remember what is going on in the world in some of our most impoverished areas of the world, where non-profits, NGOs hope to make a difference.

 

According to this post, thousands of charities are being shut down in Bangladesh over the past 3 years, attributed to power moves.  (See the Peter Drucker "There's no such thing as leadership" article for how effective that really is, long term.)

 

Excerpt:

 

Bangladesh has revoked licences for more than 6,000 charities over the last three years, an official said Tuesday, in a policy that critics slammed as a government attempt to extend its powers.

 

______________________________

"The government increasingly acts as though it is interested in controlling the NGO sector to a minute level detail, which will only stifle civil society activity."

______________________________

 

Masud Rana, spokesman for the social services department, said the licences for non-government organisations (NGOs) were withdrawn after charities were found to have collapsed or have changed their area of work.

 

"Most of these NGOs were sitting idle doing nothing or doing things other than they were permitted," Rana told AFP.

 

But the New York-based Human Rights Watch (HRW) group said the closures were a deliberate move by Prime Minister Sheikh Hasina's government.

 

"This is just a smoke screen to exert political control over civil society," said Brad Adams, Asia director at the HRW.

 

"The government increasingly acts as though it is interested in controlling the NGO sector to a minute level detail, which will only stifle civil society activity."

 

Read the full article here.


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Victoria Morgia Jamolod-Umbo's comment, September 14, 2012 11:02 AM
This is a very terrible act to cancel all these charitable institutions. Politics is in the air again, controlling the lives of people. It is bad enough that we have war in these districts, but what is worst is the fact that they all seem not to care for the those who have least in life.
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How to Weave a Story that Instantly Captivates Your Audience

How to Weave a Story that Instantly Captivates Your Audience | Nemetics | Scoop.it
Most writers neglect the power of a story to captivate their audience immediately ...

 

This is a quick article with several key messages. But the one that strikes me is that when crafting a story, the most interesting beginning that gets reader's hooked, is often found in the middle of the story.


So true! And I love the example he uses to demonstrate this tip.

 

Beginnings and endings of stories are always hard for those new to storytelling. Even veteran storytellers could benefit from the author's tip here.

 

Think about your stories -- do they need an upgrade by exploring their middles and finding a more compelling opening?

 

This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it ;


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Growing networks of learning – part one – Learning to nurture ideas

Growing networks of learning – part one – Learning to nurture ideas | Nemetics | Scoop.it

what does the topology of a network of learning look like?


are there benefits to network learning over individual learning experiences, and why?


how do we (can we?) explicitly architect these networks with the best chance of propagating learning for children & youth?


do these networks exhibit characteristics of complex adaptive systems? Affinity spaces? Can we implicitly design for serendipity and discoverability to engender forms of salience, bridging principles from interaction design? How do we privilege agency within such networks?


what theories or evidence can we observe that create this situation? Where are we trending? Where do we want to head? Why?

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[1206.3084] Quantitative analysis of pedestrian counterflow in a cellular automaton model

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1206.0816.pdf

The Complex Dynamics of Bicycle Peloton

 

Found this paper extremely interesting.

A peloton may be defined as two or more cyclists riding in sufficiently close proximity to be located either in one of two basic positions: 1) behind cyclists in zones of reduced air pressure, referred to as 'drafting', or 2) in zones of highest air pressure, described here alternately as 'riding at the front', 'in the wind', or in 'non-drafting positions'. Cyclists in drafting zones expend less energy than in front positions. Two broad models of peloton dynamics are explored. The first is an energetic model that describes peloton dynamics that oscillate through observable phase states as they emerge from collision avoidance and riders' coupled energy outputs. These phases exhibit behavioural characteristics such as convection patterns and synchronization, among others. Under the second, economic model, we discuss some basic parameters of the peloton as a system of economic exchange, and identify the resources within a peloton for which riders compete and cooperate. These include the energy savings of drafting, a near-front positional resource, and an information resource.

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1206.1120v1.pdf

Collective Decision Dynamics in the Presence of External Drivers

 

The researchers have developed a sequence of models describing information transmission and decision dynamics for a network of individual agents subject to multiple sources of influence. Our general framework is set in the context of an impending natural disaster, where individuals, represented by nodes on the network, must decide whether or not to evacuate. Sources of influence include a one-to-many externally driven global broadcast as well as pairwise interactions, across links in the network, in which agents transmit either continuous opinions or binary actions. We consider both uniform and variable threshold rules on the individual opinion as baseline models for decision-making. Our results indicate that 1) social networks lead to clustering and cohesive action among individuals, 2) binary information introduces high temporal variability and stagnation, and 3) information transmission over the network can either facilitate or hinder action adoption, depending on the influence of the global broadcast relative to the social network. Our framework highlights the essential role of local interactions between agents in predicting collective behavior of the population as a whole.

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JSTOR: International Journal of Sociology, Vol. 11, No. 1/2 (Spring - Summer, 1981), pp. 3-50

On the formation and development of the Competitive Social Order.

 

This paper studies the emergence and development that are structurally characteristic of the bourgeois revolution in Brazil.

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15 Of The Sharpest Up And Coming CEOs In Silicon Valley

15 Of The Sharpest Up And Coming CEOs In Silicon Valley | Nemetics | Scoop.it

Here's the Tech CEO best of the best list via Business Insider. Tech startups CEOs give a great view of what's next.

 

Here's two from the full list that were quite fetching in ingenuity and business style.  It's also an easy to browse, via click, article. ~  Deb

 

Excerpts:

 

Jamie Wong speaks multiple languages and has spent her life traveling the world. Now she's building a startup that makes it much easier for everyone to do the same.]

 

Vayable basically shortens the process of planning a vacation from 30 hours down to about 5 minutes. It makes it easy to plan "experiences," like touring the Louvre with a French student instead of riding a tour bus around town.

 

Patrick Collison's Stripe has become the go-to provider for accepting payments online. It makes it dead simple to add a way to pay for things on just about any app.

 

That's great for other founders, because payments are typically the most tricky part of building an application, and can take months to finally get off the ground. With Stripe, it's just a few lines of code.


Read more: http://www.businessinsider.com/25-hot-ceos-of-silicon-valley-startups-you-cant-afford-to-ignore-2012-8?op=1#ixzz258nSrsMH


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Social Storytelling: How Brands Are Streaming Stories | MSLGROUP ...

Social Storytelling: How Brands Are Streaming Stories | MSLGROUP ... | Nemetics | Scoop.it

“I had to know and understand my own story before I could listen to and help other people with theirs.” - Barack Obama, US President

 

“Once people make your story their story, you have tapped into ‘faith’.” - Seth Godin, US entrepreneur, author, public speaker 

 

This article is a little long, but it is a gem. It's focus is to highlight the various ways storytelling in marketing/branding has become more complex. And the author Dominic Payling gives us some ways to think about this complexity that helps us untangle storytelling in this area.

 

Truly, storytelling is creating fundamental change in the marketing and branding field. Payling lays this out, and offers us information about new patterns of attention that have emerged with the use of technology and the internet.

 

Payling doesn't offer any specific solutions, but clearer thinking about the evolution of working with stories in marketing/branding and some of the unique characteristcs that are emerging is always welcome.

 

This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it ;


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Victoria Morgia Jamolod-Umbo's comment, September 20, 2012 10:10 AM
This is an article which serves as an inspiration to everyone in terms marketing, branding and the use of the internet. It is promoting the power of technology to our everyday lives.
Karen Dietz's comment, September 20, 2012 12:36 PM
Thank you Victoria! Glad you got so much out of it :)
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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Nemetics | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”


Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  


He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb


Excerpts:


_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________


Weiner described how powerful the phrase, "Next Play" has been for the company.

 

On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.


7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!


Read the full post here.


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Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 10, 2013 12:25 AM

Few more lessons on Leadership...!

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the way Whole Body Vibration is used as an anti-aging therapy

the way Whole Body Vibration is used as an anti-aging therapy | Nemetics | Scoop.it
Why Whole Body Vibration is becoming a outstanding anti aging alternative: The straightforward reason is that with the Baby Boomer age group delivered between 1946 and 1964 being the biggest human population group ...
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The Urban Challenge

Urbanization has continued around the world, sometimes diminishing rather than enhancing social and environmental capital. Urban populations then 2 billion are estimated to have reached 3.5 billion. But three unforeseen new factors have changed the world's urban landscape since the 1980s:

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1206.0816.pdf

The Complex Dynamics of Bicycle Peloton.

 

Found this paper extremely interesting.

 

A peloton may be defined as two or more cyclists riding in sufficiently close proximity to be located either in one of two basic positions: 1) behind cyclists in zones of reduced air pressure, referred to as 'drafting', or 2) in zones of highest air pressure, described here alternately as 'riding at the front', 'in the wind', or in 'non-drafting positions'. Cyclists in drafting zones expend less energy than in front positions. Two broad models of peloton dynamics are explored. The first is an energetic model that describes peloton dynamics that oscillate through observable phase states as they emerge from collision avoidance and riders' coupled energy outputs. These phases exhibit behavioural characteristics such as convection patterns and synchronization, among others. Under the second, economic model, we discuss some basic parameters of the peloton as a system of economic exchange, and identify the resources within a peloton for which riders compete and cooperate. These include the energy savings of drafting, a near-front positional resource, and an information resource.

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1206.0375v1.pdf

Some Computational Aspects of Essential Properties of Evolution and Life.

 

While evolution has inspired algorithmic methods of heuristic optimisation, little has been done in the way of using concepts of computation to advance our understanding of salient aspects of biological phenomena. We argue that under reasonable assumptions, interesting conclusions can be drawn that are of relevance to behavioural evolution. We will focus on two important features of life--robustness and fitness--which, we will argue, are related to algorithmic probability and to the thermodynamics of computation, disciplines that may be capable of modelling key features of living organisms, and which can be used in formulating new algorithms of evolutionary computation.

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Logical vs

Logical vs | Nemetics | Scoop.it

A paper on Artificial Intelligence by Marvin Minsky of MIT.

 

Liked the discussion on Logical vs Analogical or Symbolic vs Connectionist or Neat vs Scruffy.

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