Culture Change
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Being around people who are different from us makes us more creative, more diligent and harder-working 
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This animation distils hundreds of years of culture into just five minutes. A team of historians and scientists wanted to map cultural mobility, so they tracked the births and deaths of notable individuals like David, King of Israel, and Leonardo da Vinci, from 600 BC to the present day. Using them as a proxy for skills and ideas, their map reveals intellectual hotspots and tracks how empires rise and crumble
.The information comes from Freebase, a Google-owned database of well-known people and places, and other catalogues of notable individuals. The visualization was created by Maximilian Schich (University of Texas at Dallas) and Mauro Martino (IBM).
https://www.youtube.com/watch?v=4gIhRkCcD4U&index=1&list=PL7yuGPz_odjMW3YfSRkFRjoDdGsTrZDyD Read Nature's news story: http://www.nature.com/news/1.15650See Also: http://sco.lt/8by75F
Via Complexity Digest
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The idea of the solitary creator is a myth that has outlived its usefulness.
Liz Rykert's insight:
Thanks June Holley for sharing this NYTimes article on the essence of the creative process. It is by author Joshua Wolf Shenk based on his forthcoming book The Powers of Two http://www.shenk.net/powersoftwo/ Fav Quote: "At its heart, the creative process itself is about a push and pull between two entities, two cultures or traditions, or two people, or even a single person and the voice inside her head. Indeed, thinking itself is a kind of download of dialogue between ourselves and others. And when we listen to creative people describe breakthrough moments that occur when they are alone, they often mention the sensation of having a conversation in their own minds."
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My boss and I have been working together for over a year, and we've never met in person. She trusts me to make the most effective and productive decisions about where I work and how I structure my time....
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A recent article, ‘Leading in the 21st century’, in McKinsey & Company Quarterly, shares a series of interviews of leaders from some of the world’s largest and most vibrant organizations. The article suggests that leaders are operating in a “bewildering new environment in which little is certain
Liz Rykert's insight:
Nice summary of skills needed for leading in the context of uncertainty.
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Why should we care about corporate culture. Culture and strategy go hand in hand.
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Liz Rykert's insight:
Thanks June Holley for this Scoop! It looks like a great summary of the emerging importance of culture in the workplace, how it is generated and is shaped or changed over time. Nice set of rules. One thing that seems missing is any ref to Ed Schein and his book Organizational Leadership and Culture ?? Maybe the strong Agile/Lean focus?
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Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century. Via Kenneth Mikkelsen
Donna Karlin's curator insight,
June 24, 2014 8:12 AM
In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.
Donna Karlin's curator insight,
June 24, 2014 8:19 AM
In an increasingly virtual work environment and global community this is critical 
june holley's curator insight,
July 19, 2014 7:33 AM
Some really important material on connection between leadership and social technology...
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Looking at how to embed into the system the code for its renewal. Fostering factors of opportunity and renewal as commons. A draft presentation, work in prog... Via june holley
Eli Levine's curator insight,
May 25, 2014 10:25 AM
An interesting article on how to bring about effective change. I've always said, it's about changing the logic and perspective of people first. This then influences culture, action, function and operation, which can then lead to appropriate personnel changes (if necessary) followed by changes in the architecture of the system stemming FROM the cultural and psychological changes.
Trouble is, I'm not sure how I can do this from where I am or with how I am at present. I need greater access to the right people who are already in the system and I need to have enough bona fides and gravitas to be listened to seriously.
We'll see if I'll be able to complete my mission.
Think about it.
http://www.youtube.com/watch?v=uloWscIshNs
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Foundations need to adopt a more emergent approach to strategic philanthropy.
Liz Rykert's insight:
Quote that got my attention: "We have now come to the conclusion that if funders are to make greater progress in meeting society’s urgent challenges, they must move beyond today’s rigid and predictive model of strategy to a more nuanced model of emergent strategy that better aligns with the complex nature of social progress."
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Changing behavior isn’t easy, but carrying out good health practices in communities for all to see can be contagious.
Liz Rykert's insight:
Nice piece in the NYTimes - focusing on strategies needed to solve things when a change in behaviour is needed to make the shift. Fav Quote: "When a problem is inextricably linked to behavior change, it’s essential to make the solution both convenient to practice, and something that can be socially reinforced."
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A series of personal innovation stories from a new book by Luis Solis,
Liz Rykert's insight:
Thanks to Erika Bailey for this share. Important reminder about the role culture plays in organizations, especially those seeking innovative solutions and creativity.
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The Matthew effect describes the phenomenon that in societies the rich tend to get richer and the potent even more powerful. It is closely related to the concept of preferential attachment in network science, where the more connected nodes are destined to acquire many more links in the future than the auxiliary nodes. Cumulative advantage and success-breads-success also both describe the fact that advantage tends to beget further advantage. The concept is behind the many power laws and scaling behaviour in empirical data, and it is at the heart of self-organization across social and natural sciences. Here we review the methodology for measuring preferential attachment in empirical data, as well as the observations of the Matthew effect in patterns of scientific collaboration, socio-technical and biological networks, the propagation of citations, the emergence of scientific progress and impact, career longevity, the evolution of common English words and phrases, as well as in education and brain development. We also discuss whether the Matthew effect is due to chance or optimisation, for example related to homophily in social systems or efficacy in technological systems, and we outline possible directions for future research. The Matthew effect in empirical data http://arxiv.org/abs/1408.5124 Via Complexity Digest
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How the practices of pride builders can help you develop a high-performance culture.
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Liz Rykert's insight:
"It is not the one ro two big things but the 1,000 little things." This is something my friend and colleague Erika Bailey likes to say when we think about shifting culture. This article from Wharton gets at the need to pay attention to small details.
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"The self-renewing man … looks forward to an endless and unpredictable dialogue between his potentialities and the claims of life -- not o
Liz Rykert's insight:
Thanks to Maria Popova of Brainpickings.org for this fabulous precis of John Gardner's Self-Renewal: The Individual and the Innovative Society from 1964. It is such a good reminder of how long these ideas have been with us and it reminds me to keep reflecting on the past in order to shape the future. My fav concept "stability in motion" :)
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Six global leaders confront the personal and professional challenges of a new era of uncertainty. A McKinsey Quarterly article.
Liz Rykert's insight:
Here is the original article by McKinsey.
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Liz Rykert's insight:
I am very interested in brain science and culture change - this model based in neuroscience looks very promising. Please share any experience you have with it.
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Miklos Szilagyi's curator insight,
June 29, 2014 3:02 AM
"...people are the culture..." yeahhh, that's why it takes time to change it if you want to change the ingrained one (modify it slowly, gradually...) If to change people individually is difficult (and goes only with their consent and highly charged motivation....), consequently to change culture is even more difficult because the system effect... and your best, most brilliant strategy will fail if it does not take into account the culture and if necessary, the change of it... the pure, aseptic oarding desk blueprints will never take the real "3D" form, they are umrealizable because of this....
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Liz Rykert's insight:
I love finding simple clean advice like this...
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Building relationships starts with connection and conversation. Learn how the power of curious can change how you build relationships and lead your team. Via june holley
Liz Rykert's insight:
Thanks June Holley - this looks amazing!
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Liz Rykert's insight:
Check out this amazing set of learning opportunities from The Moment. My colleague Erika Bailey is helping to lead. If you are into innovation and design thinking then these sessions are for you. If you register with "MakeSpace" as the code you will get 500.00 off.
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