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Peter Senge - Navigating Webs of Interdependence

Peter Senge - Navigating Webs of Interdependence

Who Really Suffers When You Don't Share Your Ideas at Work Worried that someone at work might be stealing your good ideas? Relax. It doesn't happen as often as you think. A study in the current issue of the Academy of Management Journal discovered employees have nothing to gain from hiding their insights from co-workers, and just end up hurting themselves by doing so. The study's authors said employees should reconsider and be careful about hiding knowledge from their peers, because what goes around comes around. "More specifically, employees who intentionally hide more knowledge seem bound to receive such selfish behavior in return from their co-workers, which will ultimately hurt them and decrease their creativity," the researchers wrote in the study. One of the paper's authors, Matej Cerne of Ljubljana University in Slovenia, said certain workplaces encourage this behavior. "But, given the lack of emphasis on individual rewards in such settings, there is little incentive to hide knowledge," he said.

Coevolving Innovations | Systems Thinking and Futures Studies (Systems Thinking Ontario, 2013-02-21) The pre-reading of Emery (1967), “The Next Thirty Years: Concepts, Methods and Anticipations” was introduced as a challenging article for the second meeting of Systems Thinking Ontario on Feb. 21, 2013. The theme for the evening was “Systems Thinking and Future Studies”, so there was some irony in looking backwards to 1967 to have a discussion on looking forward. In my role as reviewer in Systems Thinking Ontario sessions, I would prefer to try to stick to the text rather than adding editorializing. However, since this Emery (1967) article is particular rich, I tried to provide some additional context to make the reading easier. Fred Emery is especially known for his work with the Tavistock Institute for Human Relations, as one of the pioneers of the field we know today as organization science, including organization development and organization design. In I. Essentially, the challenge is that human beings can shape their futures, and not just be passive participants in the changes. 1.

The Fifth Discipline The Fifth Discipline: The Art and Practice of the Learning Organization (Senge 1990) is a book by Peter Senge (a senior lecturer at MIT) focusing on group problem solving using the systems thinking method in order to convert companies into learning organizations. The five disciplines represent approaches (theories and methods) for developing three core learning capabilities: fostering aspiration, developing reflective conversation, and understanding complexity. The Five Disciplines[edit] The five disciplines of what the book refers to as a "learning organization" discussed in the book are: "Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. Senge describes extensively the role of what it refers to as "mental models," which he says are integral in order to "focus on the openness needed to unearth shortcomings" in perceptions. The Learning Disabilities[edit]

The Programmer Behind Heartbleed Speaks Out: It Was an Accident The Internet bug known as Heartbleed was introduced to the world on New Year's Eve in December 2011. Now, one of the people involved is sharing his side of the story. Programmer Robin Seggelmann says he wrote the code for the part of OpenSSL that led to Heartbleed. Seggelmann told the Sydney Morning Herald that the actual error was "trivial," but that its impact was clearly severe. Heartbleed is a vulnerability in the encryption that many sites use to ensure that your communications can't be intercepted. As the name suggests, OpenSSL is open-source, which makes it attractive to many services, big and small, as an easily implemented security tool. Although anyone can contribute to OpenSSL — either by contributing code or reviewing it to spot vulnerabilities like Heartbleed — few actually do. Although anyone can contribute to OpenSSL — either by contributing code or reviewing it to spot vulnerabilities like Heartbleed — few actually do. For now, most sites affected have patched the bug.

"Situational Futuring" and 44 Mind-Stretching Scenarios to Learn How to Use It Last week I got into a discussion with a friend about the concept of self-contained water. If you think in terms of picking up a bottle of water, only without the bottle, you get the picture. Rocks are self-contained, baseballs are self-contained, so why can’t we devise some way to make water self-contained? As an example, if water itself could be used to form a somewhat hardened skin around a small quantity of water, we could create 100% consumable water with zero waste. An industrial design team in London has come the closest with something called “Ooho,” a blob-like water container made out of an edible algae membrane. As we imagine our way through this design problem, many more questions come to light. Even a container made of water will get dirty, so how do we clean the dirt from the side of a solid water container? More importantly, what is the optimal size for a self-contained water container? Maybe we don’t actually eat or drink the container. Situational Futuring 2. 3. 4. 5. 6.

Peter Senge Peter Michael Senge (born 1947) is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization (1990, rev. 2006). Life and career[edit] Peter Senge was born in Stanford, California. He received a B.S. in Aerospace engineering from Stanford University. While at Stanford, Senge also studied philosophy. He is the founding chair of the Society for Organizational Learning (SoL). He has had a regular meditation practice since 1996 and began meditating with a trip to Tassajara, a Zen Buddhist monastery, before attending Stanford.[3] He recommends meditation or similar forms of contemplative practice.[3][4][5] Work[edit] An engineer by training, Peter was a protégé of John H. Organization development[edit] Publications[edit] See also[edit]

A Closer Look at Transformation: Collective Intelligence | Frank Diana's Blog Next up in this transformation series is the seventh enabler: Collective Intelligence. One of the key themes throughout this transformation series is the clear movement from an enterprise entity to an extended enterprise of stakeholders. This extended enterprise – or what I alternatively call value ecosystem – increases complexity and requires a new management approach to be effective. I use the term collective intelligence as an umbrella phrase that combines the critical need for both collaboration and analytic excellence. Collective intelligence allows us to harness the efforts, knowledge and brainpower of a community. Thanks to advances in technology, individuals, groups and computers can collectively act more intelligently than ever before. Value ecosystems complicate collaboration and exacerbate the diffusion of knowledge – I described the drivers of value ecosystems as part of this transformation series in an earlier Post. Extended Enterprise Value Ecosystems Forcing Functions: Mr.

Form, Patterns, Emptiness and Stuckness This post first appeared on my companion site Transformational Tools for Body Energy and Mind This one isn’t a pot-boiler. However it’s utterly profound and utterly a meta-pattern about life and next to every tool in TTEM. We live in a world of form – ie persistent patterns. However excess form is rigidity, stuckness. About twenty years ago I was interested in the work of the Santa Fe institute on complexity. this great idea of life existing at the edge of chaos (mine often feels that way (ha ha)). The criterion of whether you age or whether you grow is whether you become more fixed or more flowing. Your body will inevitably get more rigid – but even then that can be hugely minimised. Before we get too excited, enamoured of charts and commit the errors of derivative pricing (taking nice simple mathematical models and equating them to reality) we need to back up a bit. To take an example TTEM was stuck for many years by outdated website software. Anyway what does this all mean to you?

peter senge and the learning organization contents: introduction · peter senge · the learning organization · systems thinking – the cornerstone of the learning organization · the core disciplines · leading the learning organization · issues and problems · conclusion · further reading and references · links Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999). While he has studied how firms and organizations develop adaptive capabilities for many years at MIT (Massachusetts Institute of Technology), it was Peter Senge’s 1990 book The Fifth Discipline that brought him firmly into the limelight and popularized the concept of the ‘learning organization’. Since its publication, more than a million copies have been sold and in 1997, Harvard Business Review identified it as one of the seminal management books of the past 75 years. Peter Senge The core disciplines

The Rise of the Sharing Economy- PapyrusEditor By Lonnie Shekhtman Governments have their work cut out for them in keeping pace with innovation, especially as mobile, social and cloud technologies allow for new business models that, in the eyes of regulators, threaten consumer safety and incumbent industries. The most poignant current-day example of the tug-of-war between government and technology entrepreneurs is the legal quagmire many “sharing,” or “collaborative consumption,” companies face in the cities they operate. The problem, at least for home- and car-sharing services, is multifaceted: they’re agitating dozens of stakeholders, operating in uncharted territories, and legally indefinable. And indefinable is hard to regulate. You can’t talk about legal issues surrounding ‘sharing’ without talking about the industry’s ‘800-pound gorilla’: home rental service Airbnb. “Government is usually the last one to pick up on innovations,” Turner said. Or is it?

What if Universities were like Wikipedia? – Managing Turbulence A recent session at Educause apparently invoked Wikipedia and spoke to universities as agile organizations. The speaker wasn’t really suggesting that Wikipedia should be the model for the university of the future, but the abstracted concept was a little intriguing. Of course, Peter Drucker foretold the knowledge economy built with knowledge workers long before some of us were born, and I suspect his agile brain had glimmers of the knowledge management implications of Wikipedia around the same time. And, understandably, most academics keep their distance and steer toward more critically-accepted and stringently peer-reviewed resources. But Wikipedia made me think about knowledge in different ways. Knowledge as co-generative: maybe this is crowdsourcing on steroids. Knowledge for the sake of itself may be a penultimate goal. So can the University be a place of realized potential?

May the Best Model Win WIKIMEDIA, W.REBELA little friendly competition never hurt anyone, right? But can a healthy dose of rivalry actually solve major medical conundrums and, ultimately, spur innovation? That’s the motivating idea behind a series of open-source, Big Data computational challenges hosted by Sage Bionetworks and DREAM (Dialogue for Reverse Engineering Assessments and Methods) and an ever-increasing number of other companies looking to crowdsource the brightest minds in statistics, machine learning, and computational biology to develop better predictive models of disease. Though teams are pitted against each other in individual competitions, organizers say the challenges promote the kind of collaboration necessary to solve massive biological quandaries. Though teams from computational big hitters like IBM were early leaders, the winners were a small group from Columbia University’s School of Engineering led by electrical engineer turned computational biologist Dimitris Anastassiou.