Mastering Complexity
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5 Reasons Why It's Okay to Say "I Don't Know"

5 Reasons Why It's Okay to Say "I Don't Know" | Mastering Complexity | Scoop.it
Why is it SO hard to say "I don't know"? They're only three simple words, but they're weighty. It's not uncommon for us to feel tremendous pressure to have all the answers. We are managing expectat...
Ides De Vos's insight:

By saying "I don't know" you initiate dialogue, you learn , you respect the meaning of others,  you create thrust which again will initiate dialogue.

This 3 simple words are a leverage point to see the real world.

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Mastering Complexity
Systemsthinking in a complex world for better understanding
Curated by Ides De Vos
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Capra Course Alumni Lectures: Felicia Chavez Discusses Sustainability and Spirituality

Capra Course Alumni Lectures: Felicia Chavez Discusses Sustainability and Spirituality | Mastering Complexity | Scoop.it
The fourth edition of Fritjof Capra's Capra Course has now started and we are already having some amazing conversations about the systems view of life. When participants complete the course, they are given access to the alumni network, which is now really starting to grow, with many interesting projects and collaborations emerging.
Via Steve Wilhite
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Systems Thinking: Trust Your Gut – Positive Returns – Medium

Systems Thinking: Trust Your Gut – Positive Returns – Medium | Mastering Complexity | Scoop.it
A key question teams are asked when vetting their strategy is, “how did you protect against baking your assumptions into your analysis?”
This is particularly important in systems-based work, which relies heavily on getting a holistic and more objective understanding of the environments in which we operate. But our unexamined preconceptions can lead us to just hear what we want to hear, seek out only those voices that are closest and most familiar to us, or fly over critical information or dynamics.
But assumptions, intuition, and “gut feel” are also critically important.

Via june holley
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Purpose + Context = Connectedness | Sustainable Brands

Purpose + Context = Connectedness | Sustainable Brands | Mastering Complexity | Scoop.it
Identifying Purpose goes deeper than the vision or mission of an organization – it plumbs to the depth of the positive contribution the organization wants to make to society and the planet in the long run. Purpose also leads to a clear legacy picture and brand identity that transcends the transactional nature of products and services, and taps into the core of corporate culture. In the end, this requires back-casting from the expected ideal in order to define what needs to happen in the short- and mid-term.
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Mental Models: The Best Way to Make Intelligent Decisions (113 Models Explained)

Mental Models: The Best Way to Make Intelligent Decisions (113 Models Explained) | Mastering Complexity | Scoop.it
The smartest people in the world use mental models to make intelligent decisions, avoid stupidity, and increase productivity. Let's take a look at ho
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Systems Thinking and the Cobra Effect - Our World

Systems Thinking and the Cobra Effect - Our World | Mastering Complexity | Scoop.it
Using systems thinking, policymakers can avert the 'cobra effect' where simplistic policies come back to bite you with unintended outcomes.
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Comment gérer l’humain dans un monde VUCA

« On entend beaucoup parler d’un monde ‘VUCA’ dans lequel nous évoluerions. Comment adapter nos activités et processus RH à ce mode de fonctionnement pour en t…

Via Philippe Vallat
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Are You A Calibrator?

Are You A Calibrator? | Mastering Complexity | Scoop.it
As the epitome of a Calibrator, Marissa Mayer is meticulously focused on building a better system — a standout of her achievements at Google. However, her
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self-organization is the future

self-organization is the future | Mastering Complexity | Scoop.it
self-organization is the future https://t.co/QC9LC701Wh https://t.co/aZHEt5GcwE

Via Anne Caspari
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9 ways to make your boss fall in love with your ideas 

9 ways to make your boss fall in love with your ideas  | Mastering Complexity | Scoop.it
Have you ever had a new idea?
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How to Make a Systems Graphic to Understand Shared Enterprises

How to Make a Systems Graphic to Understand Shared Enterprises | Mastering Complexity | Scoop.it
Wherever we are, we need to deal with complex systems, from small family units to whole environmental ecosystems. With zillions of entities interacting, it's almost impossible to keep track of how our actions may affect the world. When we are faced with such situations and need to understand complex systems or find solutions to complicated problems, it can be helpful to visualize our understanding of these interactions.
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Why Corporations Have a Talent Problem

Why Corporations Have a Talent Problem | Mastering Complexity | Scoop.it
The reason most corporations are broken when it comes to talent acquisition is they are simply looking for the wrong things through the wrong lens. Their hiring models are built for the old economy. They are looking for conformity rather than a non-conformity. They look to protect the status quo rather than disrupt it. They are hiring for the present and not for the future.

When organizations’ hire, develop, and promote leaders using a competency-based model, they’re unwittingly incubating failure and obsolescence. Nothing fractures corporate culture faster, and eviscerates talent development efforts more rapidly, than rewarding the wrong people for the wrong reasons. Don’t reward technical competency – reward aggregate contribution.

Via David Hain
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David Hain's curator insight, October 10, 2016 5:20 AM

Mike Myatt on why competency based leadership models don't work.

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Successful Leaders Know What Made Them Who They Are

Successful Leaders Know What Made Them Who They Are | Mastering Complexity | Scoop.it

As chairman of the Washington Speakers Bureau, Bernie Swain posed one simple question to 100 of the eminent people that his company represents. People like Madeleine Albright, Tom Brokaw, Colin Powell, Terry Bradshaw and Condoleezza Rice were asked to identify the one person, event, or influence that made them who they are as a leader and a person.

 


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Kenneth Mikkelsen's curator insight, September 7, 2016 3:35 PM

The overriding lessons from Bernie Swain's questioning is that successful leaders are self-aware. They have an inner voice and pay attention to it. They understand the defining moments of their lives and thereby better understand their own strengths, biases, and weaknesses as leaders.

 

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Forget About Setting Goals. Focus on This Instead.

Forget About Setting Goals. Focus on This Instead. | Mastering Complexity | Scoop.it

Goals are strangely at odds with long-term progress.


Via Steve Wilhite
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How to Make Difficult Problems Easier to Solve with Systems Thinking

How to Make Difficult Problems Easier to Solve with Systems Thinking | Mastering Complexity | Scoop.it
Learn how to use Systems Thinking to tackle wicked problems and increase your speed of thought. This is how you can think of new ideas 10 times faster.

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Why Systems Thinking Matters – Four Kitchens

Why Systems Thinking Matters – Four Kitchens | Mastering Complexity | Scoop.it
There is an incredible payoff in pinpointing a singular problem, strategizing a solution and bringing a vision to life. Knowledge work usually doesn’t offer such clear feelings of accomplishment because, often times, the solution shines a light on a whole host of other issues. But as we come to appreciate the intricacies and complexities connecting … Continue reading "Why Systems Thinking Matters"
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Systems Thinking: comprehensive way of understanding how systems work

Systems Thinking: comprehensive way of understanding how systems work | Mastering Complexity | Scoop.it
Systems Thinking allows you to see both the big picture & the details, & also assess any unintended consequences
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10 Films That Make It Easy to See How Our Economy Is Killing the Planet

10 Films That Make It Easy to See How Our Economy Is Killing the Planet | Mastering Complexity | Scoop.it
We can do so much better than this.

Via Philippe Vallat
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Why do we work so hard?

Why do we work so hard? | Mastering Complexity | Scoop.it

Our jobs have become prisons from which we don’t want to escape.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, April 17, 5:05 AM

Work follows us home on our smartphones, tugging at us during an evening out or in the middle of our children’s bedtime routines. It makes permanent use of valuable cognitive space, and chooses odd hours to pace through our thoughts, shoving aside whatever might have been there before. It colonises our personal relationships and uses them for its own ends. It becomes our lives if we are not careful. It becomes us.

Ivon Prefontaine, PhD's curator insight, April 17, 2:44 PM
This is a good question, which is well-explored in the article.
Ron McIntyre's curator insight, April 22, 8:03 AM

Is this a true picture of work?

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Change Management: Making Organization Change Happen Effectively

Change Management: Making Organization Change Happen Effectively | Mastering Complexity | Scoop.it
What exactly is change management? Learn what this broad term means, and about some of the tools and techniques to help you manage change successfully in your project.
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Systems thinking: a cautionary tale (cats in Borneo)

Learn about sustainability for free with short animation videos! Find all sustainability videos and join the community o

Via june holley
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Systems thinking changes everything | From Poverty to Power

Systems thinking changes everything | From Poverty to Power | Mastering Complexity | Scoop.it
A Guardian 'long read' extract from How Change Happens nicely captures many of the central arguments of the book
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Strategy under uncertainty | McKinsey & Company

Strategy under uncertainty | McKinsey & Company | Mastering Complexity | Scoop.it
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.

Via Philippe Vallat
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Philippe Vallat's curator insight, September 14, 2016 9:48 AM

Interesting Four levels of residual uncertainty

Philippe Vallat's curator insight, September 14, 2016 9:49 AM

Interesting Four levels of uncertainty