Open Source Thinking
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Open Source Thinking
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.
Curated by Anne Landreat
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Why Employee Voice Results in Employee Engageme...

Why Employee Voice Results in Employee Engageme... | Open Source Thinking | Scoop.it

The value of the voice of the employee is something I've been passionate about for some time. I love this infographic because it provides clear proof points as to why it's so important to keep empl...


Via Margaret Driscoll, Learning Organization Librarian, Jean-Philippe D'HALLUIN, Fabrice De Zanet
Anne Landreat's insight:

Très intéressant. Limpide.

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Scoop : La Banque d'Angleterre démonte les dogmes !

Scoop : La Banque d'Angleterre démonte les dogmes ! | Open Source Thinking | Scoop.it

"Il existe de nombreuses manières d'organiser un système bancaire, celle que nous utilisons aujourd'hui est la pire de toutes." Mervin King, gouverneur de la Banque d'Angleterre du 1er juillet 2003 au 1er juillet 2013

Anne Landreat's insight:

En direct du coeur du coeur de la City !..

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GM Recalls Stalled in 10 Years of Committee Alphabet Soup

GM Recalls Stalled in 10 Years of Committee Alphabet Soup | Open Source Thinking | Scoop.it
At the heart of General Motors Co.’s slow response to fatally flawed ignition switches is a committee culture that impeded the flow of information from the engineering ranks to the corner office.

The company began investigating reports of faulty switches in 2004. Yet GM’s top executives, including new Chief Executive Officer Mary Barra, didn’t learn of the situation until “a few weeks ago,” she wrote March 4. Company documents show that during that period, multiple layers of engineers and corporate committees analyzed and failed to fix a flaw that led to the deaths of 13 people. GM told authorities that before announcing the recall, the company engaged in several internal probes featuring an array of committees that left federal bureaucrats baffled.

Anne Landreat's insight:

The very high cost of a deeply bureaucratic culture

 

- For Barra, the recall poses a challenge: Can the new CEO change the culture at a company where she has worked for 34 years?

 

- A failure of communications at General Motors on a massive scale, so that the various sections of the company didn’t talk to each other about the need for a recall.

 

- GM’s own timeline that it submitted to NHTSA shows how its investigation wound through a complex committee structure with an alphabet soup of acronyms. In 2011, for example, the automaker said the probe moved through a Field Performance Assessment (FPA), which conducted a Field Performance Evaluation (FPE) and assigned a Field Performance Assessment Engineer (FPAE). The engineer then presented findings to a Field Product Evaluation Recommendation Committee (FPERC), which may or may not be the same as the Field Performance Evaluation Review Committee (also FPERC), which received additional findings last year. !!!!!!!

 

- The GM bureaucracy is so convoluted and deep, it could take 10 years because there’s so many spots in the company where somebody can say, ‘Oh, this doesn’t matter,’

 

 

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Rescooped by Anne Landreat from Facilitating the management of transformation
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Facilitation & Management : 5 Heresies of Management

Facilitation & Management : 5 Heresies of Management | Open Source Thinking | Scoop.it

What is the place of a manager today ? According to some theories, organizations are open systems in a complex and chaotic environment. If this is true, the most efficient organization of an open system is self- organized : an organization where each member decides, acts and adapts independently.

In such a model, the manager is part of the system. Therefore he/she has an influence. But which one?

In many companies, the main function of the manager is controlling. Is it really useful to control a team when this team works at its best when the members self-organize ?

In view of this, Ralph Stacey asks the big question : "what are we doing when we don’t know what we are doing yet ?". Addressing to managers, the question is : « what should be the manager’s attitude and scope of intervention to facilitate self-organization and reduce control? »

Articles on this topic are becoming more numerous. Management theories converge with innovative management practices in a small number of companies.

As a facilitator, and also manager of a small team of 15 people, I suggest 5 "heresies" of management. I call them heresies, because they go against conventional practices of the controlling managers :

Heresy 1: The facilitating manager has no right answer, but good questions. In organizations where the contribution and intelligence of each employee is required, the intelligence of the manager should be focused on ... management of intelligence. His role is to ask the right questions to orchestrate the right answers.

Heresy 2: The facilitating manager creates the conditions of trust: relationship, competence , reliability and honesty[4]. The manager is first a manager of efficient relations in his/her team. Confidence replaces control.

Heresy 3 : The facilitating manager organizes the co-development. Co-development is not merely a few meetings where employees are authorized to express their opinions. It is a comprehensive process that includes an active dialogue on sense, targets, planning, implementation, and shared evaluation.

Heresy 4: The facilitating manager connects his/her team to the stakeholders . If the organization is an open system, the more a diversity of stakeholders are involved, the more the organization will be adaptive and effective to its environment.

Heresy 5: The facilitating manager accepts blur and error. This is probably the largest effort zone for managers. No stage of his/her projects is fixed , precise, immutable. The manager is no longer in charge of controlling a fixed process, but he/she is in charge of a framework and a set of shared values in which each member of his/her team moves and interacts freely.

In conclusion, which of course is a set of questions, I would let the reader ponder Ilya Prigogine’s observation: " When the system is allowed to evolve, patterns emerge spontaneously : spots, stripes ... Such structures , called dissipative structures, stay only in an unbalanced system that is constantly fed by reagents. Otherwise, the reaction runs and classical diffusion takes over." Is the manager's role today to constantly feed his/her team and organization with reagents ? What kind of reagents ? I'd like to hear your thoughts.


Via Philippe Schoen
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The Secret Weapon of Intrapreneurial Innovators

The Secret Weapon of Intrapreneurial Innovators | Open Source Thinking | Scoop.it
Last summer, Jennifer Sigler, the Chief Operating Officer at Global Giving, shared with me that her entire staff was reading the Lean Startup by Eric Ries. The idea that a senior manager of a non-profit would have all of her employees read a book about start-up strategy sounded unconventional and [...]

Via Olivier Leclerc
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18 choses que les gens créatifs font différemment des autres

18 choses que les gens créatifs font différemment des autres | Open Source Thinking | Scoop.it
CERVEAU - La créativité opère de manière mystérieuse et souvent paradoxale. La pensée créative est une caractéristique stable qui définit certaines personnalités, mais elle peut aussi changer en fonction du contexte.
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Rescooped by Anne Landreat from Agilité managériale et entrepreneuriale
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Why Agility Matters

Brussels & Paris December 2013

Via Michel CEZON
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Michel CEZON's curator insight, February 26, 2014 4:22 PM

A Prezi from Jérôme Maybon about Agility and his Agility-Board.

Enjoy :-)

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Coworking : la montée en puissance d'une nouvelle organisation de travail

Coworking : la montée en puissance d'une nouvelle organisation de travail | Open Source Thinking | Scoop.it

Les lieux de travail partagé et collaboratif se développent partout dans le monde. Les entreprises, en quête d'innovation et de nouveaux modèles, commencent à s'y intéresser.

Anne Landreat's insight:

Le bureau sans la vie de bureau mais avec le sentiment d'appartenance et la stimulation... que demander de plus ?..

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Serious about Fun

Serious about Fun | Open Source Thinking | Scoop.it
Image source Woody Allen said, “Most of the time I don't have much fun. The rest of the time I don't have any fun at all.” On the other hand, Thomas Edison remarked, “I never did a day's work in my...
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Management collaboratif : le nouveau "vivre ensemble" de l’entreprise

Management collaboratif : le nouveau "vivre ensemble" de l’entreprise | Open Source Thinking | Scoop.it
Et si c’était ça, la vraie révolution dans le monde économique du XXIe siècle : l’installation de l’homme au centre du dispositif de l’entreprise ?
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The Container Store: How to Create an “Employee-First” Culture

The Container Store: How to Create an “Employee-First” Culture | Open Source Thinking | Scoop.it
What does it mean to have an employee-first culture, and why is it worthwhile?
Anne Landreat's insight:

Culture drives the value of our business.  Staying true to our seven Foundation Principles, the tenets of Conscious Capitalism and working to build an organization where everyone associated with it can THRIVE helps us to be a financially healthy company.  And profits aren’t a bad thing.  Without them we can’t properly take care of our employees, we can’t pay our bills on time and we can’t give back to our local communities.

When employees feel safe and secure, challenged, empowered, cared for, are well-paid, communicated to in an extremely transparent and compassionate way, they tend to take really, really great care of our customers.  They’re excited to come to work alongside other great people, they’re extremely productive and committed to helping the company succeed.  And if our employees and customers are ecstatic, then our shareholders will benefit as well.

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Stop "Fixing" Women and Start Fixing Managers

Stop "Fixing" Women and Start Fixing Managers | Open Source Thinking | Scoop.it
Like any corporate change, gender balance requires leadership.

Via Diane Saura
Anne Landreat's insight:

Stop "Fixing" Women and Start Fixing Managers

Oh, yes !! (women managers also...)

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Rescooped by Anne Landreat from Leadership et Management
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Le vrai « mal français » : un système de management autocratique et non performant

Le vrai « mal français » : un système de management autocratique et non performant | Open Source Thinking | Scoop.it

La France est bloquée à cause d’un mode de décision "top-down".


Via JLAndrianarisoa
Anne Landreat's insight:

Et ça commence à l'école.

 

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Rescooped by Anne Landreat from Innovation et Intelligence collective
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No Value Creation Without Culture - Corporate Culture Is The Glue

No Value Creation Without Culture - Corporate Culture Is The Glue | Open Source Thinking | Scoop.it

Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Not paying attention to culture undermines performance.

 

The most important thing about culture is that it’s the only sustainable point of difference for any organisation. Anyone can copy your strategy, but nobody can copy your culture. So don’t leave it untended!


Via Kenneth Mikkelsen, Eveil & Emergence
Anne Landreat's insight:

"Anyone can copy your strategy, but nobody can copy your culture."

So true and so undervalued !

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Christian Bartosik's curator insight, March 17, 2014 4:53 AM

"Culture is everything. The culture is the number one most important thing about a company. And the success of the company really depends on having the right culture and keeping it strong."

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Busting Bureaucracy | MIX Hackathon

Busting Bureaucracy | MIX Hackathon | Open Source Thinking | Scoop.it
WELCOME
Welcome to the “Busting Bureaucracy” Hackathon. Over the next several weeks, you’ll have the chance to collaborate with other leading thinkers and practitioners from around the world to address a truly pressing challenge:
How can technology enable tomorrow’s winning management practices and “bust” the bureaucracy that stifles most organizations today?
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Rescooped by Anne Landreat from Intelligence collective et innovation au service de tous
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Accompagner le changement avec le coaching d'équipes

Accompagner le changement avec le coaching d'équipes | Open Source Thinking | Scoop.it
Journal du Net
Accompagner le changement avec le coaching d'équipes
Journal du Net
Le processus de coaching est un pari sur l'intelligence collective.

Via J-Marc Messan
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Sheraut's curator insight, March 21, 2014 12:12 PM

On pourrait même coacher des équipes municipales de mon point de vue :)

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Quel climat social dans les entreprises françaises ?

Quel climat social dans les entreprises françaises ? | Open Source Thinking | Scoop.it
Ce qu’il faut retenir de l’analyse « macro sociale »

Météo sombre & orageuse sur l’ensemble du territoire

 

Ce qu’il faut retenir de l’analyse « micro-sociale »

Formation & Gestion du Changement : les politiques mises en œuvre fortement critiquées.

Un travail replié sur son environnement immédiat

Anne Landreat's insight:

Conclusion:

"

Une hypothèse prospective audacieuse : et si l’avenir du travail passait par d’autres formes que le salariat ?

6 orientations d’ordre général pour nos politiques sociales et un scénario du rebond : 

Miser réellement sur la dimension humaine de l’entreprise comme source de performanceRevisiter les formes d’organisation communément admisesAfficher un projet clair permettant aux salariés de se considérer comme partie prenanteDécentraliser, redonner de l’autonomieTravailler sur les relations de proximitéPratiquer le dialogue social autrement que par l’apparence"
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The Future of Collaboration Lies in Human Resources' Hands

The Future of Collaboration Lies in Human Resources' Hands | Open Source Thinking | Scoop.it
Here we are, 2014 and still wondering what the future of collaboration is -- as if we didn't know already. Despite all efforts to trump it or get rid of it altogether in favor of other noble concepts like cooperation, the hard truth is that collaboration has always been here. And it will continue to be here for many years to come. It's a human trait. It's our capability of getting work done together. Effectively. Topic: Social Business.

Via Celine Schillinger
Anne Landreat's insight:
HR and management are the key to put an end to unhealthy competition
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Comment mieux utiliser votre cerveau au travail

Comment mieux utiliser votre cerveau au travail | Open Source Thinking | Scoop.it
Les dernières découvertes en neurosciences nous apprennent que notre cerveau est mono-tâche et très social. Un problème dans le monde du travail?
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Françoise PERA-BERTHIER's curator insight, February 27, 2014 4:57 PM

Un article très éclairant sur le fonctionnement du cerveau pour la résolution de problème

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Cross-Cultural Leadership: How to Avoid Making People Lose Face

Cross-Cultural Leadership: How to Avoid Making People Lose Face | Open Source Thinking | Scoop.it

Business leaders of multinational organizations are often confronted with cross-cultural differences. These differences can cause misunderstandings and awkward situations between people. Especially when people feel they are losing Face. Face – an Eastern concept most likened to the Western concept of respect and dignity. Making people feel they are losing Face occurs more easily than we might expect and can seriously damage relationships.

Anne Landreat's insight:

Very usefull especially when you deal with oriental cultures.

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L'entreprise classique serait au bout du rouleau

L'entreprise classique serait au bout du rouleau | Open Source Thinking | Scoop.it
Son organisation hiérarchique, le contrôle, la récompense individuelle : les jeunes ne voudraient plus de ce vieux modèle.
Anne Landreat's insight:

Emploi prudent du conditionnel...

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Mutinerie, espace de coworking, de travail collaboratif - Demain la Ville - Vidéo - YouTube

www.demainlaville.com Mutinerie est un espace de co-working, un espace de travail collaboratif où se retrouvent des free-lances et des autoentrepreneurs pour travailler ensemble. L'objectif est de mutualiser les ressources physiques, les compétences et les réseaux.
Interview d'Antoine Van Den Broek, co-fondateur de Mutinerie.

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