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The Cold Dark Path

The Cold Dark Path | Open Source Thinking | Scoop.it
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. 
Anne Landreat's 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.

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All over the world, the collaborative (r)evolution is growing. I am tuned on it. I work with it. I want to share what I collect and reflect with you.
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Design Management (An Introduction) - Taking Charge of Processes and People

Design management is a complex field; it doesn’t relate to a single design discipline and the exact responsibilities attached to a design manager will depend on the organization they work for, the size of that organization (and the tier in the hierarchy at which the manager operates), the industry they work in, the current market position and to a large extent the perceived importance of design to the business.That means that defining “design management” becomes a near impossible task

Via Mario K. Sakata
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Intersection16 & Conference

Intersection16 & Conference | Open Source Thinking | Scoop.it
A conference about Strategic Enterprise Design, held June 9–10, 2016 in Copenhagen by eda.c.
Anne Landreat's insight:
World's leading conference on Strategic Enterprise Design Bridging the gap between business, technology and people
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PCA Design Management Faculty Member Milan Guenther on Enterprise Design and "Intersection" ++ PARIS COLLEGE OF ART

PCA Design Management Faculty Member Milan Guenther on Enterprise Design and "Intersection" ++ PARIS COLLEGE OF ART | Open Source Thinking | Scoop.it
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Control stifles creativity and growth

Control stifles creativity and growth | Open Source Thinking | Scoop.it

 Control is the enemy of creativity!

Creativity is the driving force behind new products, stand out ideas, improved efficiencies and problem solving.  Creativity is the edge your organization needs to remain competitive and to grow.  Creativity can only exist when people are trusted, free of judgment and encouraged to experiment.

To foster a creative environment you need to inject some freedom.  People have to know they are free to break convention and take risks.  They need to be given space to formulate different thinking.  Most importantly, they need to be allowed to make mistakes and fail.  When failure happens – and it will – give people the time they need to study the failure so they can make improvements for next time.

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Design is a conversation - Inside Intercom

As conversational UIs continue to rise, messengers and bots are presenting with us a fundamentally new way to interact with computers.
Anne Landreat's insight:

"We’re innately tuned to converse with others. It’s how we share knowledge, how we organise ourselves, and how we share emotions. Language has been part of our makeup for hundreds of thousands of years. So of course we message all day long in bursts and binges, with family, friends, and colleagues. Messaging has become a layer through which daily lives are conducted."

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Ichiro Suzuki and Akio Toyoda: Facing Tough Situations Head-on

Tough situations come for anyone and we all have different ways of dealing with them. For Akio Toyoda, the safest course seems to be to run at danger headlon...
Anne Landreat's insight:

Face and even run towards the danger as it moves on to you to avoid being caught half way where it will hurt you most: a lesson of leadership, agility and resilience learned by the body playing field hockey.

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Rescooped by Anne Landreat from Management, Change management
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How Companies Are Using LEGOs to Unlock Talent Employees Didn’t Know They Had - Nextgov.com

How Companies Are Using LEGOs to Unlock Talent Employees Didn’t Know They Had - Nextgov.com | Open Source Thinking | Scoop.it

Via Olivier Leclerc
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The Fish Rots from the Head Down

The Fish Rots from the Head Down | Open Source Thinking | Scoop.it
The VW disaster is a leadership failure of epic proportion. It's connected to a leadership style and culture that, until now, was the source of incredible pride and success. Until a few days ago, the rise of Volkswagen from a sleepy German carmaker to a global powerhouse with 600,000 employees, 12 different auto brands, and more than 100 factories and plants in 31 countries, was a company saga admired around the world. Yet, the same cultural genes that gave rise to all of VW's successes have, as the environment changed but the culture of the company didn't, suddenly turned into the seeds of its potential self-destruction. The firm was and is dominated by old white males obsessed with becoming the world's biggest carmaker. Its top-down and control-based leadership culture, once a source of success, now prevented leaders from reading and recognizing information that, in a culture of fear and control, no one ever wants to communicate upwards - thereby preventing the company from learning as a system.
Anne Landreat's insight:

My immediate question when I first heard about the VW disaster, was exactly that : what kind of culture breads that kind of "unbelievable stupidity and irresponsability" ?

This article is the first I read which questions that.

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Design-Led Companies Work, But Not Without Designers

Design-Led Companies Work, But Not Without Designers | Open Source Thinking | Scoop.it
If “design-led” is the gospel in the Valley these days, it isn’t one that’s preached with much consensus. While many recognize it as a critical competitive advantage in this age of nearly instantaneous product parity, how design and designers should be integrated into a business remains a decidedly foggy issue. Design ends up looking a…

Via Mario K. Sakata
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Culture Change By Design in Toyota Europe

Slidedeck from the talk given jointly with Mark Adams (VP at Toyota Motor Europe) for the Intersection / DMI european '15 Conference in Berlin #designtoalign
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Design for Action

Design for Action | Open Source Thinking | Scoop.it
How to use design thinking to make great things actually happen

Via Mario K. Sakata
Anne Landreat's insight:

A vetted and powerful path.

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Intersection16 & Conference

Intersection16 & Conference | Open Source Thinking | Scoop.it
A conference about Strategic Enterprise Design, held June 9–10, 2016 in Copenhagen by eda.c.
Anne Landreat's insight:
World's leading conference on Strategic Enterprise Design Bridging the gap between business, technology and people
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Rescooped by Anne Landreat from Dynamique collective
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10 HR Trends You'll See In 2016

10 HR Trends You'll See In 2016 | Open Source Thinking | Scoop.it
The rise of technology and social media have completely redefined the role of Human Resources around the world.

Via Philippe Prunier
Anne Landreat's insight:

Improving Employee Experience (EX), Developing the human side of the Business, Relationships, not Programs.

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It Works! People Innovation in the Industry

It Works! People Innovation in the Industry | Open Source Thinking | Scoop.it

It’s been a blast. A year has passed already since I’ve started getting involved in an amazing people-centric transformation project. Now is a good time to look back and reflect on the progress that happened, what remains to be done, and what I’ve learnt along the way.

Anne Landreat's insight:

An inspiring story by @Celine Schillinger

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Fujitsu et Leroy Merlin lancent le plus grand FabLab français

Fujitsu et Leroy Merlin lancent le plus grand FabLab français | Open Source Thinking | Scoop.it
Le DG de Fujitsu France Benjamin Revcolevschi et le PDG de Techshop en France, Cedric Huellou, présentaient ce matin le plus grand FabLab de France avec pr

Via Michel Briand, Corinne Chauffrut Werner
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If you’re not thinking conversation first, you are doing it wrong

If you’re not thinking conversation first, you are doing it wrong | Open Source Thinking | Scoop.it
Conversation is the purest form of interaction and should be the basis for higher level designs.

Via Mario K. Sakata
Anne Landreat's insight:
"Conversation is the purest interaction possible. It mimics the iterative process people use to think through and analyze decisions and learn new things. In a conversation, a person asks a simple high-level question, then iteratively drills down into specifics, with the option to take a tangent if needed. It’s also very close to how humans naturally analyze problems. "
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Digital Transformation: The 4 Shifts of Corporate Culture — Shift & Shuffle

Digital Transformation - Shift & Shuffle - Medium

Corporate Digital Transformation is about Entrepreneurship. What needs to change in Organisational Culture to make it happen?

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Slack is going to eat your old office software alive

Slack is going to eat your old office software alive | Open Source Thinking | Scoop.it
Slack is quietly building a tool to replace all of your office's software -- and it'll happen before you know it.
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Comment le design thinking redonne du souffle à la conduite du changement ?

Comment le design thinking redonne du souffle à la conduite du changement ? | Open Source Thinking | Scoop.it

Tout en s’appuyant sur les recettes qui font toujours le succès de la conduite du changement, le design thinking apporte un nouveau langage, revient sur certaines idées reçues et met l’accent sur de nouveaux concepts.

 

Anne Landreat's insight:

Merci @Rémi Rivas

 

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Les Enjeux de l’Expérience Utilisateur (1/2)

Les Enjeux de l’Expérience Utilisateur (1/2) | Open Source Thinking | Scoop.it
Ce billet est la première partie d'un article sur l'explication détaillée des différents éléments constitutifs de l'Expérience utilisateur. Expérience partout, Expérience nul part ?UX Design, User Experience, Experience Utilisateur, Consumer Experience… Après Coworking en 2014, Expérience s’annonce bel et bien comme le buzzword de l’année 2015. Ce qui n’est pas sans provoquer moult quiproquos et divergences d’opinions et d’interprétations.Qu’est-ce qu
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Rescooped by Anne Landreat from Acting for Change
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Quality Mindset. Health & Care Radicals Inspiring Industrial Quality …

How do you change a corporate culture, from top-down command-and-control, to purpose-based and activist? How do you leverage the power of communities and massi…

Via Celine Schillinger
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Rescooped by Anne Landreat from Blue Sky Change
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Experiential learning: What’s missing in most change programs

Experiential learning: What’s missing in most change programs | Open Source Thinking | Scoop.it
Successful transformations demand new capabilities. To build them, experiential learning leverages the intimate link between knowledge and experience. A McKinsey & Company article.

Via Blue Sky Change
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