networks and netw...
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 Rescooped by june holley from Whole Brain Leadership onto networks and network weaving

# Leading Through Uncertainty - Guest Post from Jennifer Olney

Leaders today find themselves in many challenging external and internal situations. It is our responsibility as leaders to help our people navigate through these challenges as they arise. Our abili...

Bill Palladino - MLUI's curator insight,

It's the first I've seen Jennifer Olney's blog ELUMN8.  Well here's to her!  Nice post on how to lead through uncertain times.  Anyone think these times we're in are certain?

# networks and network weaving

How networks can transform our world
Curated by june holley
 Scooped by june holley

## The End of ‘Genius’

The idea of the solitary creator is a myth that has outlived its usefulness.
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 Rescooped by june holley from Social Foraging

## How collective comparisons emerge without individual comparisons of the options

Collective decisions in animal groups emerge from the actions of individuals who are unlikely to have global information. Comparative assessment of options can be valuable in decision-making. Ant colonies are excellent collective decision-makers, for example when selecting a new nest-site.

Via Complexity Digest, Ashish Umre
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 Rescooped by june holley from LeadershipABC

## Social Technology and the Changing Context of Leadership

Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.

Via Kenneth Mikkelsen
june holley's insight:

Some really important material on connection between leadership and social technology...

Joe Boutte's curator insight,

Everyday leadership integrates all modes of communications.  21st century leaders should leverage new social technologies to communicate strategy, ideas, news, and priorities.  Unleashing communications from the email treadmill to extend and enhance face-to-face and other traditional communications methods is a force multiplier for organizational leadership.

Donna Karlin's curator insight,

In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.

Donna Karlin's curator insight,

In an increasingly virtual work environment and global community this is critical

 Scooped by june holley

## Is being liquid enough to innovate toward policy success?

Is being liquid enough to innovate toward policy success?
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 Scooped by june holley

## 5 differences between complexity & systems thinking | Better Evaluation

june holley's insight:

Really good comparison...

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 Scooped by june holley

## Digital transformation requires better organisational structures

The following is an outline of the keynote I gave today at the 7th Social Business Forum in Milan, with slides embedded at the bottom of the post: When considering the ‘why’ of social business, it is worth starting at an even more fundamental level: why do large firms exist? Ronald Coase said it was …
june holley's insight:

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 Rescooped by june holley from Open Source Thinking

## The Cold Dark Path

Two Competing Loops

This week at the first meeting of the League of Social Intrapreneurs in Melbourne I was introduced to the Berkana Institute two loops theory of change. The model of change in complex systems resonated immediately.

When a system nears its peak, change agents identify the need for alternatives and drop out.  They connect and begin to explore alternatives nourishing a new system through experimentation. Eventually the stories of their success illuminates the change to those who remain in the old declining system.

A four step model with four simple verbs seems clear and straightforward. Why is it that the path of change is such a cold dark path?

Nobody Warns You about the Dip

Stepping out of a warm and comfortable ongoing system with its present day rewards is a daunting uncertain choice however bleak the future of that system may look. Those with most to gain will oppose the agents of change who name the issues and start to work on alternatives. Opposition will not always be fair or balanced.

Sign you made it as a change agent: someone misapplies a political label, impugns your integrity or questions your sanity. #caww

— Simon Terry (@simongterry)

July 3, 2014

Most difficult of all is that dip in the diagram above. The uncertainty and the need to build a new complex future means the alternative system starts along way back and with a great deal more risk. Selling another path even to yourself can be a challenge in this scenario.

All the discussions about collaboration, requests for advice and stories shared among change agents at the League of Social Entrepreneurs, in Responsive Organisation, in Change Agents Worldwide or in other conversations that I have with unreasonable people belong at the bottom of the loop where people struggle nourishing new alternatives.

We must embrace the fact that the road to change is a road with dips and uncertainties. Proceeding any other way does not prepare people for the work ahead.

Nourishing Change Takes Hard Work

Most change fails after the connect stage.  Declaring a need for change is initially easy and exhilarating. Manifestos are thrilling. Connecting with other like minded people has a wonderful effect for the spirits and is a great way to reinforce the need for change.

Then nothing happens for a really long time. It grows cold and dark on the path of change.

Lots of drudgery dogs those walking the cold dark path of change. Meetings need to be organised and venues found. Compromises need to be negotiated between people who are 99% aligned. Factions and fragmentation occurs and saps the energy of everyone. More change agents need to be recruited, especially for the work. Experiments need to be agreed, funded and run. Failed experiments need to be cleaned up. New experiments agreed, funded and implemented. Success needs to be found. Someone needs to find money or work out the details of the new model. Communication materials don’t write themselves. Just when success seems inevitable the dying system finds a way to set you back.

Change falls apart when the connected agents of change won’t work the experiments long or hard enough to nourish the success of the new system. If they won’t invest the time to build new connections, share successes, to solve the daily issues and to innovate a path forward then the nourish stage will never offer an opportunity to others to join in the change.

If the organisers of the first meet up about a change end up with all the actions, then a change initiative has work to do to find others to nourish the change. Engaging others in the work matters more than engaging them in the idea of the change.

Join in the Work

Lots of people want to join change at the exhilarating beginning and again at the celebratory end. Traditional management focus only on the beginnings and the endings but leadership is found in realising the collective potential of the journey.

The question is who is willing to walk the cold dark road. Those change agents who do the leadership work of nourishing new experiments shape the future. That path is hard but the work is the most purposeful and rewarding.

Via Anne Landreat
Anne Landreat's curator insight,

Ardu, le chemin de la transformation réelle, incarnée, du passage grandeur nature d'un système à un autre, l'est certainement.

Décourageant, déstabilisant, submergeant parfois aussi. Mais froid et sombre ? Non, pas si la transformation est effectivement accompagnée et nourrie, avec bienveillance et savoir-faire. Et que l'effet boule de neige, engagement d'un nombre toujours croissant de participants actifs dans le projet de changement est recherché et facilité sans relâche.

Alors, tout est possible.

 Rescooped by june holley from Social Foraging

## Frontiers in Ecology Evolution and Complexity

Advances in molecular biology, remote sensing, systems biology, bioinformatics, non-linear science, the physics of complex systems and other fields have rendered a great amount of data that remain to be integrated into models and theories that are capable of accounting for the complexity of ecological systems and the evolutionary dynamics of life. It is thus necessary to provide a solid basis to discuss and reflect on these and other challenges both at the local and global scales. This volume aims to delineate an integrative and interdisciplinary view that suggests new avenues in research and teaching, critically discusses the scope of the diverse methods in the study of complex systems, and points at key open questions. Finally, this book will provide students and specialists with a collection of high quality open access essays that will contribute to integrate Ecology, Evolution and Complexity in the context of basic research and in the field of Sustainability Sciences

Frontiers in Ecology, Evolution and Complexity
Editors: Mariana Benítez, Octavio Miramontes and Alfonso Valiente-Banuet
Prologue by Stuart A. Kauffman
http://scifunam.fisica.unam.mx/mir/copit/TS0012EN/TS0012EN.html ;

Via Complexity Digest, Ashish Umre
june holley's insight:

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 Rescooped by june holley from Complex World

## The Strength of the Strongest Ties in Collaborative Problem Solving

Complex problem solving in science, engineering, and business has become a highly collaborative endeavor. Teams of scientists or engineers collaborate on projects using their social networks to gather new ideas and feedback. Here we bridge the literature on team performance and information networks by studying teams' problem solving abilities as a function of both their within-team networks and their members' extended networks. We show that, while an assigned team's performance is strongly correlated with its networks of expressive and instrumental ties, only the strongest ties in both networks have an effect on performance. Both networks of strong ties explain more of the variance than other factors, such as measured or self-evaluated technical competencies, or the personalities of the team members. In fact, the inclusion of the network of strong ties renders these factors non-significant in the statistical analysis. Our results have consequences for the organization of teams of scientists, engineers, and other knowledge workers tackling today's most complex problems.

Via Claudia Mihai
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 Rescooped by june holley from LeadershipABC

## Social Technology and the Changing Context of Leadership

Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.

Via Kenneth Mikkelsen
Donna Karlin's curator insight,

In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.

Donna Karlin's curator insight,

In an increasingly virtual work environment and global community this is critical

june holley's curator insight,

Some really important material on connection between leadership and social technology...

 Rescooped by june holley from Talks

## ▶ Dirk Helbing: How to Create a Better World - YouTube

It probably started with Linux, then came Wikipedia and Open Street Map. Crowd-sourced information systems are central for the Digital Society to thrive. So, what's next? I will introduce a number of concepts such as the Planetary Nervous System, Global Participatory Platform, Interactive Virtual Worlds, User-Controlled Information Filters and Reputation Systems, and the Digital Data Purse. I will also introduce ideas such as the Social Mirror, Intercultural Adapter, the Social Protector and Social Money as tools to create a better world. These can help us to avoid systemic instabilities, market failures, tragedies of the commons, and exploitation, and to create the framework for a Participatory Market Society, where everyone can be better off.

Via Complexity Digest
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 Rescooped by june holley from Leadership, Strategy & Management

## The Future of Organization

Aiming to eliminate the compromises in organizational life. Covering some interesting and provocative ideas, spanning human rights, complexity science, the d...

Via Emeric Nectoux
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 Rescooped by june holley from CxBooks