Beer distribution game - Wikipedia The beer distribution game (also known as the beer game) is an experiential learning business simulation game created by a group of professors at MIT Sloan School of Management in early 1960s to demonstrate a number of key principles of supply chain management. The game is played by teams of at least four players, often in heated competition, and takes at least one hour to complete. A debriefing session of roughly equivalent length typically follows to review the results of each team and discuss the lessons involved. The purpose of the game is to understand the distribution side dynamics of a multi-echelon supply chain used to distribute a single item, in this case, cases of beer. Gameplay
Holacracy Distributed Authority Holacracy is a distributed authority system – a set of “rules of the game” that bake empowerment into the core of the organization. Unlike conventional top-down or progressive bottom-up approaches, it integrates the benefits of both without relying on parental heroic leaders. Everyone becomes a leader of their roles and a follower of others’, processing tensions with real authority and real responsibility, through dynamic governance and transparent operations.
Motivating People to Perform at Their Peak - Art Markman by Art Markman | 9:00 AM January 14, 2014 Almost all decisions, big and small, are choices between exploring new possibilities and exploiting old ones. When you explore, you select an option that’s unknown—or reexamine one that wasn’t optimal in the past to get new information about it. MOOC et GLOBAL EDUCATION [EN] As online education platforms like Coursera, edX, and Udacity burst onto the scene over the past year, backers have talked up their potential to democratize higher education in the countries that have had the least access (see “The Most Important Education Technology in 200 Years”). These ambitions are now moving closer to reality, as more people begin to experiment with their setup, although significant challenges remain. Students in countries like India and Brazil have been signing up in droves for these massive open online courses, or MOOCs, offered for free from top-tier universities, such as Stanford, MIT, and Harvard. One of the major challenges for MOOCs—which so far mostly come from U.S. universities—is to tailor the content of courses to a diverse worldwide audience with any number of combinations of language, educational, motivational, and cultural backgrounds. “What we have today is a very nice first step,” says Anoop Gupta, a distinguished research scientist with Microsoft.
Learning Organizations (Peter Senge) A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment. A learning organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning. The Learning organization concept was coined through the work and research of Peter Senge and his colleagues  . It encourages organizations to shift to a more interconnected way of thinking. Organizations should become more like communities that employees can feel a commitment to. They will work harder for an organization they are committed to.
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.
A Road Worth Traveling: The Connected Car Is An Innovation Catalyst Don’t worry about the size of your engine; the value of your car will soon lie in the power of its software. Some of the world’s most innovative companies are working on ways to make your car as intelligent as the phone in your pocket (or smarter). The movement – known as the Connected Car – has gained huge traction over the past couple of years, resulting in an entirely new ecosystem of players. Find the Coaching in Criticism Feedback is crucial. That’s obvious: It improves performance, develops talent, aligns expectations, solves problems, guides promotion and pay, and boosts the bottom line. But it’s equally obvious that in many organizations, feedback doesn’t work. A glance at the stats tells the story: Only 36% of managers complete appraisals thoroughly and on time. In one recent survey, 55% of employees said their most recent performance review had been unfair or inaccurate, and one in four said they dread such evaluations more than anything else in their working lives. When senior HR executives were asked about their biggest performance management challenge, 63% cited managers’ inability or unwillingness to have difficult feedback discussions.
MOOCs and Higher Education’s Non-Consumers If Massive Open Online Courses (MOOCs) are going to truly disrupt the higher education marketplace then non-consumers will need to play a critical role. Justin Reich outlines three categories of people currently underserved in the market and finds that given the diversity of interests involved, designing for all these populations might prove to be quite difficult. A critical component to Clay Christensen’s theory of disruptive innovation is the idea of the “non-consumer.” In most of the historical examples of disruption described by Christensen, disruptive innovators build products that served non-consumers, people underserved by the marketplace, and used these populations as a base for reshaping new markets for new products and services. Sony Walkmans, for instance, emerged in a marketplace for audio equipment dominated by people who bought HiFi systems. (In writing this sentence, I am flooded by memories of dancing in my pajamas in my parents’ library to Thriller on vinyl.)
Appreciative inquiry According to Gervase R. Bushe (2013) "Appreciative Inquiry (AI) is a method for studying and changing social systems (groups, organizations, communities) that advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur." Developed and extended since the mid 1980s primarily by students and faculty of the Department of Organizational Behavior at Case Western Reserve University, AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management."
Peter Senge: How to Overcome Learning Disabilities in Organizations – Tanmay Vora As an organization grows, managing the flow demands work items to move from one team/department to another. In quest to make these teams accountable, very specific KPI’s are established and that breeds non-systemic thinking. People look at meeting their own numbers and push the work to next stage and often, what happens is that while people win (in short term), the system fails. Every team meets the KPI numbers and yet, customers remain disgruntled. Peter Senge, in his book “The Fifth Discipline – The Art and Practice of Learning Organization” outlines 7 organizational learning disabilities.
Hype cycle for development ideas: 2014 edition The “hype cycle” is a wonderful conceptual framework for understanding how technologies move from initial invention to widespread application. The basic path is simple: whenever a new technology comes along, it usually gets hyped to the point of inflating expectations about how much it will revolutionize your life, then reality will sink in and we’ll all be disillusioned by the unfulfilled promises, after which it finally rises to a level of productivity. Visually, it looks like this: (Source.)
Why leadership-development programs fail For years, organizations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. US companies alone spend almost $14 billion annually on leadership development. Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership-development offerings from a top business school can reach $150,000 a person. Moreover, when upward of 500 executives were asked to rank their top three human-capital priorities, leadership development was included as both a current and a future priority. Almost two-thirds of the respondents identified leadership development as their number-one concern.