Home « CREAX 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.
Tony Schwartz: The Myths of the Overworked Creative Time is finite, but we act as if it were otherwise, assuming that longer hours always lead to increased productivity. But in reality our bodies are designed to pulse and pause – to expend energy and then renew it. In this revelatory talk, energy expert Tony Schwartz debunks common productivity myths and shows us how to regain control over our energy so we can produce great work. Tony Schwartz is founder and CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus, and productivity by drawing on the science of high performance. Tony has written four bestselling books, including The Way We’re Working Isn’t Working, published in 2010, and The Power of Full Engagement: Managing Energy Not Time, co-authored with Jim Loehr.Tony has also published widely about leadership, engagement, and culture change. www.theenergyproject.com@tonyschwartz
Spiral Dynamics In spiral dynamics, the term vmeme refers to a core value system, acting as an organizing principle, which expresses itself through memes (self-propagating ideas, habits, or cultural practices). The superscript letter v indicates these are not basic memes but value systems which include them. The colors act as reminders for the life conditions and mind capacities of each system and alternate between cool and warm colors as a part of the model. Within the model, individuals and cultures do not fall clearly in any single category (color). Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each. Spiral Dynamics claims not to be a linear or hierarchical model. According to Spiral Dynamics, there are infinite stages of progress and regression over time, dependent upon the life circumstances of the person or culture, which are constantly in flux. vMEMEs THE FIRST TIER VALUE SYSTEMS; The Levels of Subsistence Beige Purple
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.
Tony Fadell: On Setting Constraints, Ignoring Experts & Embracing Self-Doubt From the iPod and the iPhone to the Nest Learning Thermostat, Tony Fadell’s incredible creations have disrupted industries, introduced beautifully designed solutions, and changed the way we live. Which is why we selected him as the inaugural winner of the ALVA Award, a new prize presented by Behance in partnership with GE to recognize remarkable serial inventors. As Behance CEO Scott Belsky interviews him with questions sourced from the creative community, Tony shares insights on everything from his own creative process, to best practices for prototyping, to how to keep your team motivated and passionate for the long haul. Tony Fadell is the founder and CEO of Nest Labs, Inc., the company that developed the Nest Learning Thermostat. Prior to Nest, Tony served as senior vice president of Apple’s iPod division, reporting to Steve Jobs. Before joining Apple, Tony was a co-founder, CTO and director of engineering of the Mobile Computing group at Philips Electronics. www.nest.com
chris argyris, double-loop learning and organizational learning @ the encyclopedia of informal education contents: introduction · life · theories of action: theory in use and espoused theory · single-loop and double-loop learning · model I and model II · organizational learning · conclusion · further reading and references · links · cite Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning, and, almost in passing, deepened our understanding of experiential learning. On this page we examine the significance of the models he developed with Donald Schön of single-loop and double-loop learning, and how these translate into contrasting models of organizational learning systems. Life Chris Argyris was born in Newark, New Jersey on July 16, 1923 and grew up in Irvington, New Jersey. During the Second World War he joined the Signal Corps in the U.S. Chris Argyris enjoyed the outdoors – and, in particular hiking (especially in the mountains of New Hampshire and across New England). Theories of action: theory in use and espoused theory
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.
Keith Yamashita: The 3 Habits of Great Creative Teams When the your team is faced with adversity does it stand strong and act boldly or does it crumble under pressure? Based on his work with over 1000 teams, Keith Yamashita shares his insights about great collaborative environments including: have an awareness beyond your day-to-day, respect the unique talents of your team members, and actively cultivate meaningful one-on-one relationships. For the past two decades, Keith Yamashita has worked alongside CEOs and their leadership teams to define — and then attain — greatness for their institutions. He has worked with leaders at Apple, IBM, General Electric, Johnson & Johnson, eBay, Nike, and Gap, among others.Keith founded SYPartners — a firm steeped in the belief that transformation of individuals, teams, and institutions requires equal parts empathy, aspiration, and a bravery to act. SYPartnersUnstuckFast Company profile@keithyamashita
Video of Dr. Russell Ackoff Discussing Systems and Pieces On weekends, I like to share videos or fun stuff that gets us thinking. Today, I’m sharing a video with the legendary Dr. Russell Ackoff where he’s speaking at a session moderated by Clare Crawford-Mason, the producer of the outstanding video Good News…How Hospitals Heal Themselves on Lean and systems thinking. Ackoff makes important points in the video, but he starts with one of the funnier (and unexpected) speaker openings I’ve seen: Since Ackoff was speaking at the end of a list of distinguished speakers, he said: “I feel like a pornographic movie that’s being shown to people who just engaged in sex… in short, anti-climax.” Here is the video: Some of the notes I took while watching (I’ll leave them unedited): Failures in improvement programs – comes from not making systemic improvements. If a system is taken apart, it loses its inherent properties. If you take the parts separately, the system as a whole will not be improved. Continuous improvement or dis-continuous improvement?
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?
Tina Seelig: The 6 Characteristics of Truly Creative People About this presentation Determined not to just write just another book on creativity, Stanford professor Tina Seelig painstakingly researched what makes good ideas spring forward. The result is her “innovation engine,” a special mix of six characteristics like attitude, resources and environment. But the special concoction of forces that makes our ideas come to life is nothing with out the willingness to fail. “Most call it failure, but we scientists just call it data,” she says. The most creative organizations and people embrace experimentation to get the needed data to determine they’re on to something. “Workers are puzzle builders, they get stuck when missing a piece,” she says. About Tina Seelig Tina Seelig is the executive director for the Stanford Technology Ventures Program and the director of the National Center for Engineering Pathways to Innovation (Epicenter) at Stanford University’s School of Engineering. Links