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Organisation Development
Developing healthy organisations
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What Can Swarms Teach Us About Teams and High Performance?

What Can Swarms Teach Us About Teams and High Performance? | Organisation Development | Scoop.it

"Do you want your organization to behave in a more collaborative way? For better results, try taking some cues from nature."

 

The notion of “swarming” to assemble a cross-functional or cross-departmental team, could be considered a key factor in an organization’s ability to develop and thrive.

 

Gartner described a work swarm as a “flurry of collective activity” to deal with non-routine workplace problems or opportunities. Without this option, organizations can fall short in their quest to respond to stressors (or opportunities) in quickly changing internal and external environments.

 

....Building a pipeline of talent is imperative with swarming – but this should be developed in a manner that is meaningful. Mapping the skills and strengths of potential team players within relevant industries, becomes a critical goal.

 

Furthermore, teaming applications (like Jostle), can also help document the evolving skill sets of potential contributors.

 

Related posts by Deb:

 

Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment    Team Shift & Change: Growing Team Performance in Membership, Control to Reach Goal    Defining High Performing Teams: Deb’s Upcoming Speaking Events


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, August 22, 2013 9:47 AM

If you want to jump start an exploration of swarming, look at large group methods  that are swarm friendly, including Open Space Technology - photos here.


Also, this article reminds me of the Membership, Control, Goal simple model that helps create movement & synergy in a team.


I'm encouraged by organizations looking seriously into swarming support and creating more  permeable boundaries around formerly rigid roles.   ~  Deb

Deb Nystrom, REVELN's curator insight, August 22, 2013 10:23 AM

Agile Learning include teams including flexible, adaptable conditions, vs. more rigid hierarchies, that allow teams to develop.  ~  D

Deb Nystrom, REVELN's curator insight, November 7, 2013 11:07 AM

A post that gathered interest  right away on the Talent and Performance Development curation stream.  Note the key aspect, "non-routine" workplace problems or opportunities. "


Don't we all have these?  Are we ready to respond to non-standard events, "anti-fragile?"


From  Talent and Performance Development, which also features recent articles on performance metrics and management (reinvention.)

~  Deb 

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Your Employees are Engaged...REALLY? - Forbes

Your Employees are Engaged...REALLY? - Forbes | Organisation Development | Scoop.it

"Recently, I dropped in on an innovative workspace for one of my software technology clients– it's a very cool office space. An open-plan, communal space with worktables in rows, very low partitions between areas, and no private offices."

 

....

 

"Here are my top 5 questions which help construct the WHYS of employee engagement for leaders.

 

1) Why am I here?

2) Why should I trust you leadership?

3) Why should I be loyal to your company?

4) Why don’t you communicate your company values?

5) Why aren’t you clear about the rewards of working in this company?"

 

Read the rest of this article by Meghan Biro. Important questions leaders should consider....


Via ThinDifference
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Reframing the Talent Agenda

Reframing the Talent Agenda | Organisation Development | Scoop.it
Talent remains a top concern for business leaders—not the availability of workers so much as the shortage of critical skills, experiences, and specialized capabilities of leaders, managers, creators, and producers required in changing industries.

Via Kimberly Togman
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Kimberly Togman's curator insight, March 18, 2013 5:02 PM

Deloitte tells us that the next challenge business faces is the war to develop talent.  Good news for those of us in the leadership development and coaching space, for sure. 

 

We've known for a long time that workers often enter the ranks of employment without some remedial skills.   Most of us think about this as an issue at the lower, less educated ranks.  Not so. Or at least the issue doesn't end there.  The world of work is different now, with different rules of engagement--the old models no longer fit.  Increasingly global, full of employees with desires of meaning, satisfaction, and social impact.  The time an employee spends in an office is diminishing rapidly, while simultaneously the methods for learning are increasing leaving the classroom.

 

Deloitte describes three major shifts: to connectivity, from consumer to prosumer and community contributor and from generalist to serialist master. Across these shifts is the vast application technology has in all we do--and how technology has created new worlds of possibility.  

 

All of this suggests a need for disruption in methods we develop talent and leaders.  Deloitte tells us that employers need to shift as well: from "talent takers to skill developers." They tell us that "[m]any of the most competitive companies are leaders in both formal training and the broader range of on-the-job and in-the-job development."   We need to  "reimagine" development, focus on "the central role of technology" and manage beyond boundaries with the recongition that "business ecosystems and global talent markets are replacing the company and local and national talent markets."

 

The article provides a compelling review of, and read on the landscape. Development is key.  How we do it needs to keep up with how we do and succeed in business.  The same old same old won't do it anymore.  

 

It's a great time to be in the leadership and talent development space. 

Ricard Lloria's curator insight, March 19, 2013 6:03 AM

Talent remains a top concern for business leaders—not the availability of workers so much as the shortage of critical skills, experiences, and specialized capabilities of leaders, managers, creators, and producers required in changing industries. Yet the employee view of this talent paradox is also revealing and points to an emerging agenda around a "war to develop talent."

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4 Hidden Signs of a Healthy Company

4 Hidden Signs of a Healthy Company | Organisation Development | Scoop.it

"Your balance sheet alone won't tell you if your company is thriving or on the verge of failure. Here's what you really need to look out for."

 

A solid reminder of what makes a company healthy. Read more to gain insights into the 4 signs:

 

- Organic talent

- Constructive conflict

- Outside lives

- Sane pay

 


Via ThinDifference
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