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Charles Dickens wrote this is 1859. This still rings true 160 years later. We are on another such cusp of transformation. The world is literally and metaphorically dissolving before our eyes. The old… 
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Source: There are no root causes in complexity – marcus jenal – Medium There are no root causes in complexity marcus jenal Dec 10 I have never been very comfortable with the concept of root causes. I do see the need to go below the surface and not just look at the ‘symptoms’. Yet, it…
Andrew Gerkens's insight:
An exploration of root cause, which applies to simple and complicated domains, and the idea of forces that interact together to get you a particular effect, which is the domain of complexity.
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When the modern-day corporation was being developed, the current worldview was defined by Newtonian physics viewpoint. But is organization as machine the right model for today? Can it be responsive enough? What are the alternatives? Newtonian view is the world is like a great mechanical clock, a set of discreet parts, ticking along as a perfect …
Andrew Gerkens's insight:
Organisational evolution and the shift from the analogy of the organisation as machine through ecosystems to living systems. 'Living systems not only respond to their environment, they create and recreate themselves to fit their environment'.
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Culture doesn’t eat Strategy. Culture IS Strategy. No organization exemplifies that reality better than Jeff Beezos and Amazon.
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Jennifer describes the stages of Adult Development, from the magical mind of the child through to the transformational stage. For a full exploration o
Andrew Gerkens's insight:
Jennifer Garvey Berger describes stages of adult development. I've been exploring this as part of building my own capacity for growth and to support my role as a practitioner. My head explodes when I think about helping build organisational capacity (i.e. evolving from compliant dependence to an achievement culture), but then recognising that 60% of the people I'm working with are socialised....
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What does it mean to get underneath the stories we’re telling ourselves?
Andrew Gerkens's curator insight,
August 3, 2017 2:42 AM
Love the examples in this that explain Object versus Subject. Another useful resource to help people understand the Balcony and Dance Floor and develop the skills to move freely between them both.
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In a time of drastic change, it is the learners who inherit the
Andrew Gerkens's insight:
This article by Andrew Brown explores an adaptive response to issues raised by the Australian Royal Commission into
“When we experience the world as too complex... there are only two ways to mend this mismatch – reduce the world’s complexity or increase our own.” – Robert Kegan
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Agile leadership addresses mind-sets and capabilities needed for a successful organizational transformation.
Andrew Gerkens's insight:
Don't get caught up in the word agile (small a), this article explores the mindsets and capabilities required of leaders who can continue to grow, adapt and evolve in response to a changing world
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Collision of ideas and perspectives fosters the emergence of unconventional collaboration and new solutions to tough challenges.
Andrew Gerkens's insight:
Colliding as an enabler of adaptive capacity
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From
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In a world that changes at a dizzying rate, effective leaders need to develop the skills to keep up. Developmental coach and author Jennifer Garvey Berger shares 3 habits to ensure continual growth, accelerated learning and deepened relationships of trust.
Andrew Gerkens's insight:
An interview with Jennifer Garvey Berger exploring the imperative for adaptive leaders and opportunities for personal growth.
“Who am I being right now and is that the person I want to be?”
"Our lives are living out answers to questions we don’t notice that we’re asking. Asking different questions helps us lead different lives".
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The definitive list of the world's best top 30 most influential organizational culture thought leaders, trainers and consultants.
Andrew Gerkens's insight:
A listing of key culture leaders (Schein et al), along with links to books
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Robert Kegan's theory of adult meaning-making has influenced theory and practice internationally across multiple disciplines. In a special RSA event, h
Andrew Gerkens's insight:
Stages of Adult Development
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With the iPhone as a glaring example, and stretching through Amazon and e-commerce and more recently blockchain and bitcoin, many innovations have initially been met with derision by big company CEOs. History often proved them wrong.
Andrew Gerkens's insight:
The world around us is evolving rapidly, so we (individuals, teams, organisations) need to evolve as well. A good article about people and organisations who refused to believe the world could/would change and felt they were safe maintaining the status quo.
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Cultures are not static. They are living systems that evolve, sometimes devolve and rarely stay the same. Culture ideally should enable the aspirations, strategy and purpose of an organisation. As external market disruptions occur and
Andrew Gerkens's insight:
This brochure provides an overview of the Adaptive Cultures methodology. I've been undertaking practitioner certification through 2018/2019. I really value the combination of inner (practitioner) and outer (organisation/client) journey, the connection between purpose/strategy and aspirational culture (evolution), as well as the idea of culture as capacity (to deliver, grow and adapt). The program and practitioner community are challenging and supporting my growth. I highly recommend it.
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Every generation has its defining crisis. In the 1980s we had the prospect of global thermonuclear war looming. Luckily, that particular doomsday scenario never became a reality. But it was pretty…
Andrew Gerkens's insight:
An important example of the use of Immunity To Change to help explore the most important global challenge we face today - climate change. Technical solutions will help respond, but the reality of the problem is that it is adaptive.
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The very definition of organizations has changed. The impact of digitization is going far beyond a few collaboration tools and platforms. Today’s organizations are no longer defined by fixed…
Andrew Gerkens's insight:
This article explores the idea of thrivability and the importance of communities that extend beyond the reach of organisational boundaries, to position us to work together to respond to some our biggest global challenges. The article also shares a model describing stages of organisational evolution. Part 2 explores the way communities can embrace complexity.
Part 2 - https://medium.com/@sahana2802/organizations-as-communities-part-2-b42d2dc32362
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Fostering a culture of adult development is something many innovative companies are exploring – so why are most of them still struggling to create an environment that fosters potential?
Andrew Gerkens's insight:
Vertical development broadens world view and builds capacity for growth and for embracing complexity. Most organisations focus on horizontal development.
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The organising idea, or paradigm, we use to make sense of wellbeing has profound implications for the quality of results we create. In this article, I want to share an emerging, “regenerative” view…
Andrew Gerkens's insight:
'When we look at wellbeing through the generative pattern of regeneration; we come to the compelling realisation; to be well, is to inter-be well. We can’t be well beings by ourselves alone. Our wellbeing is intimately connected to the wellbeing of others and the wellbeing of the oceans, the forests, the birds, the bees and the climate. We are all in this together, and everything we do impacts the wellbeing of everything else'.
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This Learning Agility series began with the aim of exploring how organizations and people can thrive and adapt in our era of accelerated change. Today’s installment marks a significant step forward on that journey, thanks to input and insights from Amy Edmondson.
Andrew Gerkens's insight:
The role of leaders in building psychological safety
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Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.
Andrew Gerkens's insight:
A useful exploration of culture and considerations for evolving it - focusing on behaviours, emotions and informal leaders. The principles include good case study examples. There is also embedded video to support exploration of the concepts.
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Why organizational culture is not the same thing as employee engagement.
Andrew Gerkens's insight:
This article explores the differences and connections between culture and engagement. I like how the article reinforces the idea that purpose and strategy drive the identification of the aspirational culture and given that the organisation must evolve to adapt to the changing market/world, so too must culture evolve.
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Take any group of people, even those who have never met each other before, and split them into two teams. Give them some kind of symbol, perhaps call one the yellow team and the other purple. Within about 10 minutes, sometime less, they don't just like and trust those in their own team more, they also like and trust those in the other team less. Just because they've been told they're in a team. Why?
Andrew Gerkens's insight:
Belonging as a core human need.
In addition to the idea of evolving to a more purpose driven culture, this article also got me thinking about the potential of ESN and other social tools to connect people across boundaries based on purpose/practice.
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A systems view is somewhat in contradiction to the concept of analysis, which is breaking things down into smaller pieces to simplify the study. Analysis brings with it the risk of potentially loos…
Andrew Gerkens's insight:
An exploration of systems - entities that maintain their existence
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“Making Sense Of Complexity” is published by Sarah Firth in Extra Newsfeed
Andrew Gerkens's insight:
This infographic is simply wonderful. It explores complexity in such a thoughtful, informative, visual and fun way. Enjoy!
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Some senior leaders take to engaging in the Enterprise Social Network (ESN) quickly and easily. They use their own example to endorse the ESN for use across the organisation and to extend the reach and impact of their own leadership. Other leaders however, struggle or perhaps even refuse to embrace the platform.
So why this disconnect, this glaring gap between the imperative, their commitment to transparency and the reluctance to capitalise on the opportunity of the ESN?
Andrew Gerkens's insight:
I wrote this piece to reflect on some of my experiences influencing human systems. The piece uses the Immunity To Change methodology to explore assumptions and beliefs that might underpin senior leader avoidance of the use of Enterprise Social Networks. I also share some of how my own beliefs and behaviours have impacted my ability to influence effectively.
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'I believe our organizations today have the power, capacity, and reach to wreak havoc or heal the planet.Organizations can become a healing force if they choose to be. Will it be easy? Of course not. Transformation is never easy. It requires boldness, imagination, intention, and the ability to hold space/be the container for such evolution to take place.' Sahana Chattopadhyay