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Biomimicry for Creative Innovation Evolve your Business - Biomimicry for Creative Innovation. “Ecological thinking for radical transformation sounds great, but how do I get started?”

Biomimicry for Creative Innovation Evolve your Business - Biomimicry for Creative Innovation

Radical transformation of an organization requires nothing short of a complete paradigm shift – a seemingly impossible task. But let’s work backwards to reveal the starting point. According to Thomas Kuhn (The Structure of Scientific Revolutions, 1962), a paradigm shift is a change in basic assumptions (see discussion by Dr. Malcolm Forster). Changing basic assumptions in an organization requires and reflects a change in that organization’s culture. The Principles. Leadership as Constructivist Learning. Wicked Problems: Problems Worth Solving - Wicked Problem. A wicked problem is a social or cultural problem that is difficult or impossible to solve for as many as four reasons: incomplete or contradictory knowledge, the number of people and opinions involved, the large economic burden, and the interconnected nature of these problems with other problems.

Wicked Problems: Problems Worth Solving - Wicked Problem

Poverty is linked with education, nutrition with poverty, the economy with nutrition, and so on. Understanding your values – a group exercise (+ new UK values report) Discussing values at the report's launch An invitation from leadership coach Lee Chalmers FRSA enticed me to a very enjoyable launch event for an interesting research report by the Office for National Statistics and the Barrett Values Centre on the UK’s national and community values – including the UK’s very high – 59% – level of ‘cultural entropy’, a measure of dysfunctional values.

Understanding your values – a group exercise (+ new UK values report)

Can partnerships help the RSA Fellowship go from good to great? As Matthew Taylor noted in an earlier blog post “it is often said that the Fellowship has the potential to be the RSA’s greatest and most distinctive asset”.

Can partnerships help the RSA Fellowship go from good to great?

Two key questions for staff in the Fellowship department are: 1) How can we support Fellows and provide them with new opportunities to help further the RSA’s charitable objectives? 2) How can we recruit new Fellows who have the potential to help us deliver the RSA’s mission? A large number of Fellows are willing to donate their time and expertise to help others with projects that aim to have a positive social impact, and many organisations that share similar goals to the RSA would welcome the opportunity to access this expertise. Complexity Leadership Theory – Shifting leadership from the industrial age to the knowledge era. The most serious problem of democracy today. By Peter Donovan Former pollster Dan Yankelovich says that the most serious problem facing democracy today is that the public feels isolated from the political process.

The most serious problem of democracy today

According to Yankelovich, this problem is exacerbated by the fact that our government leaders, news organizations, and experts adhere to a dysfunctional understanding of public engagement. The dominant view holds that a well-informed public is the highest expression of democracy. It puts a premium on disseminating information, creating awareness, and educating the public. This approach works fine when there are no hard choices to make. Manifesto for 'a new political entity' in Italy. Democracy in Disaster Recovery - Build it Back Green. 18 Nov 2011 from 9am to 4pm at Australian Emergency Managment Institute The following event took place in November 2011 30 people with direct personal relationship to disasters and recoveries around Australia came together to discuss how new forms of democracy can empower communities towards better recoveries.

Democracy in Disaster Recovery - Build it Back Green

Our thanks to the wonderful people at the Australian Emergency Management Institute who helped such a diverse and warm group of people come together for this important conversation. Deliberative Democracy in Disaster Recovery: Improving participation for sustainable outcomes. Participation involves 2 stages: Pull Platforms for Performance. We live in a world of mounting performance pressure.

Pull Platforms for Performance

Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. L.php?u=http%3A%2F%2Fwww.youtube. AIM Leadership. Rewired for Results Start new conversations Inspire awareness Make new choices Share what works well for you Seek out alternatives for your busy world.

Through conversations with thousands of individuals around the globe, we know the shared pressure, stress and frustrations that people are feeling. We are seeing the negative impact on individuals, on health on relationships, on creativity, on effectiveness and on the business. 9 Personal Capacities of Authentic Leaders. I came across the book The Lotus: a practice guide for authentic leadership toward sustainability on blurb.com yesterday.

9 Personal Capacities of Authentic Leaders

Research by Baan, Long and Pearlman shows that successful sustainability leaders embody these nine personal capacities: 1. Being Present Being Present means being fully aware and awake in the present moment – physically, mentally, emotionally and spiritually. This includes connecting to otheres, the environment around you and current reality. 2. Women And Collective Intelligence Will Solve Our Planetary Crises. Sustainability is a so-called wicked problem.

Women And Collective Intelligence Will Solve Our Planetary Crises

It is complex, difficult to define, impossible to solve in a linear fashion and the aspects of the problem are so interrelated that it is impossible to consider (and therefore impossible to model) all of the unintended consequences that might accompany any single “solution.” This complexity makes us anxious. The common approach in the past has been to reduce the problem to smaller parts, solve for “x,” and hope that these disparate solutions aggregate positively.

The nature of wicked problems is that they yield to the truth of systems--the consequences of one action are difficult to completely predict because of the many moving parts and interacting factors. The Innovation Partnership Paradox. Most organisations do not practice what they preach when it comes to partnerships and collaborations. Andrew Armour FRSA asks why this paradox exists and how can it be overcome. The latest General Electric Innovation Barometer found that 80 percent of top executives agree their organisations need to innovate differently and 86 percent say that partnerships and collaboration are the key to this. Yet there is a ‘partnership paradox’: only 21 percent are practicing what they preach. A year earlier the 2011 Barometer highlighted the importance of local small businesses, local community and partnerships as the key elements of innovation. Beth Comstock, GE’s Global Chief Marketing Officer stated in Harvard Business Review that she sees collaboration as the most vital part of her senior marketer’s role; leading from the front, focusing activity on building alliances, research partnerships and exploring connections across industries.

This is nothing new. 5 Ways To Do Good In Any Job. You may be stuck in a job you don’t like, where you feel like you don’t have any control.

5 Ways To Do Good In Any Job

New Era of Networked Science. * Book: Reinventing Discovery: The New Era of Networked Science. Michael Nielsen. Princeton University Press, 2011. Are You a Collaborative Leader? Artwork: Geoffrey Cottenceau and Romain Rousset, Vide-cartons, 2006 Watching his employees use a new social technology, Marc Benioff, the CEO of Salesforce.com, had an epiphany. His company had developed Chatter, a Facebook inspired application for companies that allows users to keep track of their colleagues and customers and share information and ideas. The employees had been trying it out internally, not just within their own work groups but across the entire organization.