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Connected Leader Attributes Graphic from Flat Army

Connected Leader Attributes Graphic from Flat Army | Delivering Digital | Scoop.it

The Connected Leader Attributes model found within the book Flat Army describes fifteen key behaviours that are necessary for leaders to operate as a Flat Army.


Via Kenneth Mikkelsen
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Has social changed corporate culture forever? | Econsultancy

Has social changed corporate culture forever? | Econsultancy | Delivering Digital | Scoop.it
It'll be easier if I just Dropbox you” is now a relatively familiar phrase to anyone in an office.
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How to master Keynote's presentation tools

How to master Keynote's presentation tools | Delivering Digital | Scoop.it
Follow our guide and learn how to use Keynote's presentation tools to make sure the polished and well-designed project you created is presented how you intended.

Via Baiba Svenca
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Baiba Svenca's curator insight, September 6, 2013 1:08 PM

For Keynote users. Detailed instructions how to create presentations using Keynote and put the available tools to good use.

Tony Gough's curator insight, September 9, 2013 3:31 AM

Good guide for exploiting Keynote on a Mac!

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Our Self-Inflicted Complexity

Our Self-Inflicted Complexity | Delivering Digital | Scoop.it

Our ability to make progress against large-scale problems requires that we figure out how to tackle inter-domain complexity writes Roger Martin. The HBR blog post is part of a series of perspectives on complexity leading up to this year's Global Drucker Forum. 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, September 6, 2013 7:24 PM

The series of perspectives on complexity can be found here: 



If you don't hold a subscription to HBR you can also find the articles (free access) via the Drucker Forum blog here


David Hain's curator insight, September 7, 2013 4:29 AM

Good blog and great suggestions from Kenneth.  Figuring this out and socialising the skills is a great 21st Century challenge!

luiy's curator insight, January 17, 2014 9:29 AM

My own clan — the economists — is particularly inclined in this direction. There are a thousand economists working on partial equilibrium problems for every one working on a general equilibrium problem. This is despite the fact that no one would contest that general equilibrium clarity is the most valuable knowledge by far. Why? Because it is really difficult to specify any general equilibrium cause-and-effect relationships.

 

Instead, most of the guns deployed in modern knowledge advancement are aimed at narrow problems for which the cause-and-effect relationship is specified with the famous “all other things being equal” proviso. Each narrow knowledge domain develops analytical tool-sets that deepen the narrow knowledge domain. Each narrow domain develops ever more algorithmic knowledge, and those developing the knowledge are extremely confident that they are right because they are so specialized within their own domain. The liver expert is completely confident that he or she is correct even if it is the interaction with another condition that threatens your health most.

This approach has created another kind of complexity: inter-domain complexity. Every field is segmented into multiple domains, each with deep algorithmic knowledge, specialized tools, and experts in the domain who think they are absolutely right. And they are indeed right, as long as we ignore the reality of detail complexity.