Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN

Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results

Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results | Talent and Performance Development | Scoop.it

Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF.  It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.  

It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that...  knowledge can flow in order to foster trust and credibility.




In complex environments, weak hierarchies and strong networks are the best organizing principle.   ...It means giving up control. 


Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a 

In complex environments, weak hierarchies and strong networks are the best organizing principle.

....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions. 

Related tools & posts by Deb:

See the companion post about Holacracy, here.


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Deb Nystrom, REVELN's insight:

Harold Jarche highlights several useful models featuring two way information flow through power and authority. which helps build, if the culture allows it, adaptability into knowledge work.  

As quoted in the article, much of this work has been "routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems."  This makes for a fragile system susceptible to disruption.  

Building robust, two-way flows is essential to enable adaptability to the realities of continuous change and learning organizations ready to embrace disruption.  ~  D

Dr. Helen Teague's curator insight, March 6, 2014 1:46 PM

well worth the reading time.

InflatableCostumes's curator insight, March 7, 2014 7:26 AM

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Deb Nystrom, REVELN's curator insight, August 17, 2014 2:23 PM

I just featured the called out quote above about complexity (over complicated, bureaucratic), and less hierarchy, more communication via networks in my most recent post about letting go of industrial age thinking via the command and control nature of performance appraisals.  

Wirearchy and holacracy (think Zappos) are alternatives that embrace networked learning.  One is arguably a set of principles, the latter is an organization design approach that deemphasizes management.

~  Deb

Scooped by Deb Nystrom, REVELN

6 Game Findings: High Performance Teams > Leadership & Decision Making

6 Game Findings: High Performance Teams > Leadership & Decision Making | Talent and Performance Development | Scoop.it

"6 critical differences between top performers and the rest in the areas of leadership and decision-making."

Finding 1: Top Performers avoided the "Presumption of change" trap.

Evidence for Finding 1: Even though the game starts with each team inheriting a business from the previous executive team 95% of the participants showed no curiosity regarding how successful the previous leadership team had been and why!

...almost all new leaders focus on what they need to change but not what they need to preserve.

What to change is only part of the challenge and for whatever reason (ego, identity, peer pressure ...) showing a lack of respect for the previous team's achievements seems to be a good predictor of sub-optimal performance.

Finding 2: Top Performers suspended assumptions, thoroughly reviewed all available instructions/background research and actively sought out any available expert input.

Evidence for Finding 2: Senior teams or functional experts generally did worse in the game than expected and junior teams/non-functional experts generally did better than expected.

As people become more experienced and competent they often become more fixed on their "Golden Rules" ("this always works" or "never do this"). [These] can also close people down to a fresh examination of the facts available to them.

In many cases the evidence which was available would have directly challenged these golden rules if it had been properly and objectively evaluated.

Read the full post  for more.

Related posts by Deb:



Deb Nystrom, REVELN's insight:

This is an insightful list of provocative high performance team insights, different than the usual laundry list of "strong leadership," "stable teams," and, of course, a certain measure of "trust."  ~  D

Djebar Hammouche's curator insight, September 4, 2013 12:06 PM
6 Findings: High performance team Leadership and Decision Making