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The Tweeting Pope has a lesson for your business | Internet Psychologist | Graham Jones

The Tweeting Pope has a lesson for your business | Internet Psychologist | Graham Jones | Collaborationweb | Scoop.it
The Pope is more popular than Justin Bieber on Twitter and this popularity has a lesson for anyone running an online business.

Via Get Clients Online, Anne Egros
David Hain's insight:

Wonder if he's on Scoopit yet?

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AlGonzalezinfo's curator insight, January 7, 2013 3:33 PM

very interesting...

Collaborationweb
People working together to make things better
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How To Be a Systems Thinker 

How To Be a Systems Thinker  | Collaborationweb | Scoop.it
Until fairly recently, artificial intelligence didn’t learn. To create a machine that learns to think more efficiently was a big challenge. In the same sense, one of the things that I wonder about is how we'll be able to teach a machine to know what it doesn’t know that it might need to know in order to address a particular issue productively and insightfully. This is a huge problem for human beings. It takes a while for us to learn to solve problems, and then it takes even longer for us to realize what we don’t know that we would need to know to solve a particular problem. 
David Hain's insight:

Fascinating conversation on the importance of seeing the world through systems - and why it has never been more important.

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A Discussion With Margaret Heffernan on Company Culture, Collaboration and Competition

A Discussion With Margaret Heffernan on Company Culture, Collaboration and Competition | Collaborationweb | Scoop.it

In this conversation, we discuss many of the concepts she shares in her books, namely:

How to tap into the collective knowledge of your organization so problems are solved quickly, efficiently, and cooperatively.
The strange experiment Margaret ran to build “social capital” in one of her early businesses that transformed the way her employees treated and interacted with each other
How to build a culture that doesn’t create in-fighting and unhealthy competition within your organization, and how many companies today are missing the mark
One simple thing you can do as a leader to increase the buy-in, productivity and overall satisfaction of your team members (and it takes less than 30 seconds to do.)
The dangers of binary thinking and how Margaret catches herself from oversimplifying a situation.
Why arguing may be one of the purest forms of collaboration — and how to do it correctly.
How to identify the environment and context where you do your best work and how to best replicate it.
How “willful blindness” has caused catastrophic disasters in business, professional and personal relationships, and what we can do to avoid being another statistic
The wonderful advice Margaret gave to her kids when it came to choosing a career path
And much more.

If you interact with other human beings in any capacity, you need to hear what Margaret has to say.

David Hain's insight:

A conversational primer on collaboration - well worth listening to.

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Random Acts Of Leadership™ | Collusion vs Collaboration

Random Acts Of Leadership™ | Collusion vs Collaboration | Collaborationweb | Scoop.it
A group of talented individuals does not necessarily translate into a high performing team.  That’s why sometimes the underdog seemingly comes out of nowhere to win.  In fact, high performing teams know that to succeed they must depend on each other as much, if not more, than their individual talents.

Perhaps even more importantly, they act as if their success is dependent on the success of others.  They also believe that they can truly count on each other to do what is best for their team, to be treated with respect and fully supported no matter what.


The answer to this one question – can we count on each other when it really counts – can reveal whether your team is colluding for mediocrity or collaborating for greatness.
David Hain's insight:

Some ways to tell genuine collaboration form the various 'plastic' types.

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The Key to Any Collaboration Is…

The Key to Any Collaboration Is… | Collaborationweb | Scoop.it
I know of a global organization where people are hired for their technical expertise, not their interpersonal skills. When a key team started to have a lot of friction and constantly missed deadlines, they brought in a leadership coach for the leader of that team. The coach found that the leader was only focused on his own perspective of what was going wrong with the team. He had no sense of what people on the team thought or felt.

He never tried to learn how they saw things, let alone get to know them. What this leader lacked was skill at teamwork, a competency of emotional intelligence. 
David Hain's insight:

All of us are smarter than any of us! Goleman on collaboration.

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The continuum - where are you now?

The continuum - where are you now? | Collaborationweb | Scoop.it
In The Neo-Generalist, Kenneth Mikkelsen and I explore how those with a preference for polymathic generalism nevertheless find themselves in constant and restless motion, responding and adapting to context. We illustrate our argument with stories drawn from interviewees, historical figures, business, activism, science, sport, the military, art and popular culture.
David Hain's insight:

How we define ourselves and the contribution we make changes with time and context. A helpful framework for self-analysis and meaning making from one of the authors of 'The Neo-Generalist'.

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Ian Berry's curator insight, February 12, 9:49 PM
I love the continuum diagram and reckon its probably more than venn
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Dr. Russell Ackoff, Design is the Answer —

Dr. Russell Ackoff, Design is the Answer — | Collaborationweb | Scoop.it
“We cannot solve our problems with the same thinking we used when we created them”
— Albert Einstein
Like Einstein, Ackoff thrived on creative thinking and would constantly shift boundaries to reframe problems, including the problem of problems and problem solving. How very meta of him.

He explained his thinking so beautifully, when he said, “a problem is to reality what an atom is to a table. People experience tables not atoms”. We experience the whole, and reality is a whole mess of problems interacting simultaneously. “Reality is a system of problems”.

So, if problems are just interacting concepts which create reality, the real question we should be asking ourselves is not how can we solve this problem? But, how can we change our reality?
David Hain's insight:

The late, great Russell Ackoff on systems thinking applied to problem solving.

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The Myth of The Learning Organisation

The Myth of The Learning Organisation | Collaborationweb | Scoop.it
If you really want a Learning Organisation you must build the capacity to change the internal dialogue. It is dialogue that has created who we are and only a change in our dialogue will change that. To change the dialogue means much more than changing the topic of conversation, you’ll rarely manage that over any period of time. (Networks will decide on their topic of conversation based on their sense of identity.) Instead the route is to change the relationships within and between networks, across silos and across the organisational boundary. This is not the crude and crass ‘cut and paste’ of organisational restructures. This is a qualitative change in how people are in relationship with each other, how they decide what matters, how they respond to new information and new people.

When you are prepared to embark on this you rapidly uncover deep learning. Kurt Lewin said that you never really understand a system until you try to change it. As you begin to try and change things, you provoke a reaction from people’s sense of organisational identity that tells you where the real work lies. Your first attempts at change are never successful in anything more than pointing you at where you really need to do your work. Too often at that point we step away feeling our job is done. This is never short work and nor is it for the faint of heart. (That is why large advisory companies and strategy consultancies never follow such processes, the real work takes place over time, within the organisation, not amongst an army of paid hired-hands.) But it is the route to lasting and sustainable change that can create an identity capable of adapting in symbiosis with a changing environment. If you want a sustainable organisation then qualitative change in the internal dialogue is the way to grow it.

David Hain's insight:

Really good piece on why learning organisation work rarely grew sustainable roots, and what to do to make it really lasting and meaningful. H/T Celine Schillinger.

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Ian Berry's curator insight, February 2, 4:25 PM
Love the premise of changing the internal dialogue and this "To change the dialogue means much more than changing the topic of conversation, you’ll rarely manage that over any period of time. (Networks will decide on their topic of conversation based on their sense of identity.) Instead the route is to change the relationships within and between networks, across silos and across the organisational boundary. This is not the crude and crass ‘cut and paste’ of organisational restructures. This is a qualitative change in how people are in relationship with each other, how they decide what matters, how they respond to new information and new people."
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perpetual beta 2017

perpetual beta 2017 | Collaborationweb | Scoop.it
“More and more, the unit of comprehension is going to be group comprehension, where you simply have to rely on a team of others because you can’t understand it all yourself. There was a time, oh, I would say as recently as, certainly as the 18th century, when really smart people could aspire to having a fairly good understanding of just about everything … Well that’s the fragility, the hyper-fragility of civilisation right there. We could all be bounced back into the 19th century.” —Daniel Dennett
David Hain's insight:

Why collaborative skills, and a clear map of when to  apply them, are already hugely important; and will only become more so. Excellent landscape summary from Harold Jarche. 

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Deal with the system as a whole please - Cognitive Edge

Deal with the system as a whole please - Cognitive Edge | Collaborationweb | Scoop.it

Reductionism in human thinking goes back to the early atomism of the Greeks and in a real sense we have never really shaken it off!  The idea is that you solve a problem by breaking it down into smaller parts, solving the small problems then putting it all back together again.  Workshop techniques do the same sort of thing; breaking things up, sending people to separate rooms then aggregating the results from multiple sets of butcher paper.

Aggregation is the corollary of reductionism and it is the common approach to both scaling and integration.  Putting things together in wider constructs based on defined interfaces or formal links.   All of this harks back to my earlier concerns in this series about categorisation, putting things into boxes and then fitting them together like a jigsaw.  Often the jigsaw pieces are simply forced together in the manner of a five year old who has not yet acquired the spacial awareness to do anything more subtle.   

Now the real problem with all of this is that aggregation and reduction is fine if you have a highly constrained system.  However if we shift to a complex one then the properties of the system as a whole is not the sum of the parts but are unique to the system as a whole.   So if we want to scale capabilities we can’t just add them together.   I’ve already written on scaling in a series of posts (final one here) so I won’t repeat that.   However there are some key stages we need to go through if we are integrating different or even similar things:

David Hain's insight:

The world isn't as simple as we would like to make it. Wise words on the dangers of reductionism and aggregation from the author of the Cynefin framework.

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Transformation is being held back by learned helplessness

Transformation is being held back by learned helplessness | Collaborationweb | Scoop.it
There is a key behaviour we must address before any collaboration technology can offer true transformative value: the learned helplessness of end users. A willingness to try and fail is sorely lacking when it comes to the tools we use every day at work. We’ve fully adopting the mentality of hands-off, call the help desk, it’s not my problem, in stark contrast to our private lives where we update apps and operating systems regularly, trying new tools and customising to suit our personal workflows.
David Hain's insight:

Collaboration is a more a mindset thing, less a technology thing! learned helplessness gets in the way...

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Coalitional Instincts | Edge.org

Coalitional Instincts | Edge.org | Collaborationweb | Scoop.it
A daunting new augmented reality was neurally kindled, overlying the older individual one. It is important to realize that this reality is constructed by and runs on our coalitional programs and has no independent existence. You are a member of a coalition only if someone (such as you) interprets you as being one, and you are not if no one does. We project coalitions onto everything, even where they have no place, such as in science. We ar
David Hain's insight:

Are we genetically conditioned towards groupthink?

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You Can't Cut Through Complexity - KPMG Got It Wrong - Intelligent Management

You Can't Cut Through Complexity - KPMG Got It Wrong - Intelligent Management | Collaborationweb | Scoop.it
Management is the science that studies how to create and guide human relationships within the framework of an organization, i.e. a well-defined realm of human relations and interactions. Understanding these interactions today involves re-thinking conventional, silo-based organizational structures and creating systemic structures.

Complexity, then, becomes for us the field of knowledge that examines how we can produce long-term, sustainable results and contribute to the betterment of the larger systems we are part of within a suitable organizational structure (a system of interdependencies aimed at well defined goals).

 In other words, complexity is about how organizations can produce economic results within the framework of a human-centered, ecologically-minded vision of the world. Don’t cut through complexity. Understand it, embrace it and leverage it.
David Hain's insight:

Yes, the world really is complex - but don't fall for the soundbites that make it sound easy to disguise!

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Is There a Downside to Human Connection?

Is There a Downside to Human Connection? | Collaborationweb | Scoop.it

 

If ever there was a time when one person could singlehandedly create the Next Big Thing, it's long gone. Now, collaboration and connection is king, which on the surface makes sense—the more ideas we can share with each other, the faster we'll arrive at something important. Except, new experiments suggest, that intuition is wrong: Having everyone's ideas on the table all at once can actually stifle innovation.

At issue is how human beings learn from each other, or, rather, how many people we can learn from, write Arizona State University researchers Maxime Derex and Robert Boyd in Proceedings of the National Academy of Sciences. In principle, the more people we interact with, the more we know, and the better prepared we are to tackle difficult problems, like, say, finding a vaccine for a dangerous disease. It's certainly true that most technological innovation these days is the result of recycling and re-combining old ideas, hinting at the possibility that simply accumulating more ideas would help people innovate. But how does that work out in practice?

 

David Hain's insight:

Moderation in all things - even collaboration?

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donhornsby's curator insight, November 28, 2017 10:48 AM
In other words, being too connected could lead to a kind of cultural lock-in, where societies find something that works OK and stick with it, oblivious to the existence of other ideas that could improve their fate. Connection isn't everything; the pattern of connection matters too. 
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filter failure is not acceptable

filter failure is not acceptable | Collaborationweb | Scoop.it
Fake news. PR hype. Content marketing. Advertorials. Click bait. Propaganda. Doublespeak. Newspeak. Yellow journalism. Shock jocks. Post-truth. Spam. Phishing.

Digital information comes from all directions, and much of it from dubious sources or with the intent to misinform. Today, it is just too easy to create, replicate, and share digital information. As a result, we are enveloped in it. This is why ad blockers on browsers have become so popular. It’s why everyone needs spam filters for their email. Filter failure is not acceptable in the digital workplace. But neither is living in an information bubble.

The challenge for any organization dependent on knowledge is to ensure that implicit knowledge from those closest to customers and the external world informs the explicit knowledge that is shared throughout the company. Knowledge flow has to continuously become knowledge stock. Individuals practising personal knowledge mastery have to be an intrinsic part of organizational knowledge management. Knowledge comes from and through an organization’s people. It is not some external material distributed through the chain of command.
David Hain's insight:

Knowledge flow becomes knowledge stock. Understanding and enabling this is critical for organisations, says Harold Jarche. Uncommon sense!

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Working in the open – Design like you mean it – Medium

Working in the open – Design like you mean it – Medium | Collaborationweb | Scoop.it
Working in the open means people start talking about what you are doing. Here at Good Things Foundation we think that leads to some interesting ideas. Not all of them will work — in fact I will blog about ones that don’t — but all interactions are useful and further everyone’s understanding of the problems that we are trying to solve.
David Hain's insight:

Working in the open as an aid to collaboration, iteration and engagement!

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Two heads are better than one: why collaboration is key to disruption

Two heads are better than one: why collaboration is key to disruption | Collaborationweb | Scoop.it
Now, an increasing number of start-ups and established companies are realising the benefits of collaboration.

Challenging, rather than collaborating, leads to the demise of many start-ups, which fail to understand how their industry operates and how best they can maximise their place within it. Having a great idea is essential but, if we can combine this with buy-in from organisations who already possess power, we’re really cooking with fire.

It’s a simple concept: if a start-up shares the same goals as its more-established counterparts, it should seek to work collaboratively in order to drive real change. We are achieving this by collaborating with relevant industry bodies in health, progressing our mission to change the way the world views health and wellness, and this same approach can be adopted by entrepreneurs across many different industries.
David Hain's insight:

The benefits of setting off with a collaboration mindset hard-wired can include survival!

 

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Using technology to drive social change within your network

Using technology to drive social change within your network | Collaborationweb | Scoop.it
At one time, almost every organisation used a ‘top-down’ approach to management and communication. The people at the top made all the decisions and everyone else did what they were told. Sales trends were used to guide product offerings but there was no direct engagement between the head honchos and the end user.

Now, teams can share ideas, information, and resources via cloud platforms. Members are encouraged to participate in decisions which can then inform product development and company policies.

Shared communication platforms such as Slack, Trello, and Salesforce mean that team members can be spread over different sites and even different countries. This functionality alone has led to a major increase in the number of employees now able to work from home.

Consumers can influence the decision-making process, too. In some cases, they may be invited to participate in team communications and provide feedback as products are customised for their needs. A more common way to gather consumer opinions is through online forums, product reviews, and social media campaigns. We now expect to engage with a company online and we dismiss those that haven’t risen to the challenge.

Businesses that have embraced this approach include Australian travel company, Helloworld. Their outstanding online marketing strategy has led to a huge increase in sales, leads, and productivity. The feedback they receive influences the range of holiday deals they offer and their high level of customer engagement sets them well apart from their competitors.

When businesses underestimate the power of public opinion, it can lead to disastrous consequences – as United Airlines learned the hard way earlier this year.
David Hain's insight:

Network communications key to creating collaborative change!

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Collaborative working and the benefits it brings

Collaborative working and the benefits it brings | Collaborationweb | Scoop.it

From winning sports teams to globally successful businesses, there are so many examples of how collaboration in teams can produce incredible results. Building and developing a collaborative culture within your team is key to improving the share of knowledge throughout your business, which will ultimately lead to a more efficient working environment. Whilst many people like the idea of working in a collaborative environment, they aren’t always willing to undertake the investment required to establish a fully collaborative workforce. 

As the working world becomes increasingly global, and teams are split across different geographies and time zones, the need for collaboration has never been so important. With new technologies and cloud-based systems offering teams the ability to communicate information and share knowledge, businesses should utilise the opportunities available to improve the collaboration amongst their teams. 

David Hain's insight:

@olliegardener on the benefits of collaboration, and a great tool to facilitate it!

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You Do Not Think Alone

You Do Not Think Alone | Collaborationweb | Scoop.it
“The Thinker,” Auguste Rodin’s bronze sculpture, has become a visual cliché, a common representation of deep thought — a figure, gazing down, chin on hand, completely alone. This is utterly misleading, according to the authors of “The Knowledge Illusion,” which carries the subtitle: “Why We Never Think Alone.” Steven Sloman, a professor at Brown University, and Philip Fernbach, a professor at the University of Colorado’s Leeds School of Business, argue that our intelligence depends on the people and things that surround us, and to a degree we rarely recognize. Knowledge, they say, is a community effort. Sloman answered questions from Mind Matters editor Gareth Cook. 
David Hain's insight:

It takes a village to help each one of us to think effectively...

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Problems are Interconnected -- And so are Solutions - The Donella Meadows Project

Problems are Interconnected -- And so are Solutions - The Donella Meadows Project | Collaborationweb | Scoop.it
The way it is usually told, the message Everything is Connected to Everything Else is not fun to hear. It is intended to cause repentance and reformation. More often, of course, it causes guilt, fear, and an uncontrollable urge to avoid environmentalists.

What we are rarely told is that solutions are as interconnected as problems. One good environmental action can send out waves of good effects as impressive as the chain of disasters that results from environmental evil.

Take energy efficiency, for example. That doesn’t mean deprivation of creature comforts; it means insulating houses, driving cars with better mileage, and plugging in appliances that deliver the same service for less electricity. Amory Lovins of the Rocky Mountain Institute says we could reduce electricity use in the U.S. by 70% with already-proven and currently-economic efficiency measures. We could cut our $430 billion annual energy bill in half just by being as efficient as Japan and West Germany are.
David Hain's insight:

Forget about the butterfly's wings, there is a positive side to inter-connectedness - if we reframe our view of it!

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Ian Berry's curator insight, June 30, 2017 7:34 PM
Good reminder of the power of both/and. When it comes to solutions to problems acceptance of both/and is often the key to finding the third alternative
Ivon Prefontaine, PhD's curator insight, July 11, 2017 1:36 PM
Hannah Arendt contended that action is what transcends the space and time we exist in. Teaching is that way. What happens in this moment can transcend space and time, finding new solutions and creating new problems unexpectedly. If we teach children to be environmentally aware, it is a gift that will find its way into the future.
Sunny Ye's curator insight, July 15, 2017 2:32 AM
The butterfly effect
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Globalisation: Don’t patch it up - shake it up – OECD – Medium

Globalisation: Don’t patch it up - shake it up – OECD – Medium | Collaborationweb | Scoop.it
Unless governments undertake fundamental changes — both individually and collectively — in the way our economies, societies, and political systems work, all our efforts will merely water the seeds of further crisis. We will see reversed the peace and progress that openness and multilateral cooperation have brought over decades.
The tackling of core concerns is long overdue: rising inequalities of income, wealth and opportunities; the growing disconnect between finance and the real economy; mounting divergence in productivity levels between workers, firms and regions; winner-take-most dynamics in many markets; limited progressivity of our tax systems; corruption and capture of politics and institutions by vested interests; lack of transparency and participation by ordinary citizens in decision-making; the soundness of the education and of the values we transmit to future generations.
David Hain's insight:

OECD on the future of globalisation.

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Tribal values are not democratic

Tribal values are not democratic | Collaborationweb | Scoop.it

David Ronfeldt, originator of the TIMN framework (Tribes + Institutions + Markets + Networks) has written a series of posts on what current political changes mean from this perspective. From a TIMN perspective, the reasons for ‘American exceptionalism’ lie mainly in our approach to the T form. We have welcomed immigrants and found ways to enable people from all backgrounds and orientations to live together. Trumpish tribalism will undermine that basis of American exceptionalism, especially if he and his cohorts claim to be restoring it.

David Hain's insight:

An interesting organisational take on Trump's 'divide and conquer' mindset and approach.

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organizing for the network era

organizing for the network era | Collaborationweb | Scoop.it
The current organizational tyranny was a response to a linear, print-based world. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command and control. The network era, with digital electric communications, changes this. Organizations today should be designed more like the internet: small pieces, loosely joined.

Last year I described several of my principles and models for the network era and showed how they related to each other. I would like to put these together in a coherent framework to show how we can design organizations for the network era, instead of ones optimized for markets, institutions, or tribes. The network era needs new structures, not modified versions of obsolete models.
David Hain's insight:

Networks and how to navigate/evolve them, by the excellent Harold Jarche!

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Values and guidelines to transform our mechanistic worldview

Values and guidelines to transform our mechanistic worldview | Collaborationweb | Scoop.it
We know our choices shape our world, but we rarely recognise that these choices are themselves shaped by our beliefs about the world. It is becoming increasingly clear that it is not technology, or the economy, or politics that presents us with the biggest challenge in creating a sustainable world, but escaping the trap of our present, mechanistic worldview. To quote Wendell Berry:
We have lived by the assumption that what was good for us would be good for the world. We have been wrong. We must change our lives, so that it will be possible to live by the contrary assumption that what is good for the world will be good for us. And that requires that we make the effort to know the world and learn what is good for it. We must learn to cooperate in its processes and to yield to its limits.
David Hain's insight:

Reframing our mental models about the world is critical to making a sustainable difference!

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Peter C. Newton-Evans's curator insight, June 14, 2017 10:22 AM
The old mechanistic worldview--coupled with deterministic thought--has chained up our capacity to change the world. These chains we must now break, before they break us.
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Collaboration that Generates Results: 5 Articles with Interesting Tips

Collaboration that Generates Results: 5 Articles with Interesting Tips | Collaborationweb | Scoop.it
In these times of relentless change, forcing even the best of companies to transform and future-proof themselves, the real challenge is: getting people to work together across company divisions and cultures in a way that generates results. Like increasing our agility and adaptability, attracting new customers with better services and products, taking better decisions, and solving problems customers genuinely care about.

Is there an ideal recipe, you might wonder? Is there a one-fits-all solution? Companies, challenges and people are way to diverse for one-fits-all solutions, and thank god for that – for wouldn’t life be boring if our actions and solutions were the same!

But there ARE some smart things you can do to improve the quality of cross-company collaboration and generate measurable results. Of all the interventions tested in the course of many years (and in various business settings), here is my personal top 4:
David Hain's insight:

Collaboration's risk-reward ratio is crucial, some good tips to improve it here!

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Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.