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What Is Wirearchy ? – Wirearchy

What Is Wirearchy ? – Wirearchy
Over the past 10+ years, ask thousands of people have asked me “what is wirearchy?” There’s one common misconception that I’d like to clear up first, which is that wirearchy is mainly about technology. If anything, wirearchy is about the power and effectiveness of people working together through connection and collaboration … taking responsibility individually and collectively rather than relying on traditional hierarchical status. Most people today know that the Internet and the Web have had a lot of impact on our daily lives .. we’ve seen the rise (and sometimes fall) of initiatives like Napster, Amazon, eBay, Dell, blogging, Flickr, MySpace, YouTube, Facebook, Twitter, advertising’s ongoing (and increasingly contentious) shift to the Web, and the rise of a vast networked range of political and information-gathering and dissemination activities. Interconnected information flows generates a new emergent organizing principle Wirearchy is an (emerging) primary organizing principle. Related:  Riorganizzazione d'impresa

Becoming More Agile | Financial Agile This is the second essay by amv71amv71 from our short-list of entries to our essay competition. All week we will be releasing an essay with the winners finally announced at the end of the week (16 September 2011). Becoming More Agile This essay describes my own experiences from adopting an agile framework (specifically, scrum). Background At my waterfall organisation, the bulk of our live applications are legacy code (succinctly defined by Shore and Warden as “code you are afraid to change”). solo developments leading to single points of failurespecifications re-written half way into the development lifecycle, requiring significant redevelopmentno timeboxingirregular reviews during developmentno formal testing, test scripts, cases or plansthe only copy of code being the compiled assemblies! Realising that this could not go on, we vowed to change. Project 1: “Glacier” Glacier took 35 sprints to complete. The project came in way over time and budget, but scrum had opened our eyes. Finally:

Positive Affirmation and the Japanese Philosophy of Kintsugi Can Help with Your Change Project | Change Management Review The ancient Japanese art form and philosophy known as Kintsugi may help provide insight on how to deal with rapid and accelerating change. Roughly translated, Kintsugi means “Golden Seams” or “Golden Repair.” It is the art of broken pieces. It is built on the idea that by embracing flaws and imperfections we can create an even stronger, more beautiful piece of art. We all have experiences in our lives that left us feeling flawed. This may be a helpful concept when faced with difficult circumstances, such as the fear of failing at some new responsibility or meeting new expectations caused by changes in the workplace or even on a personal level. Finding creative ways to build something unique is not how many of us react to mistakes or failures. Understanding Change Objection at a Root Level If we are to help people properly navigate through change, we need a better understanding of change objection at a fundamental level. Upsetting changes in a person’s life create points of collision.

Mapping a through route to culture change | Raconteur Whether it’s frequent rebranding exercises or compulsory signing in and out, well-meaning business initiatives dreamed up by management on a Friday all too often bomb at the coalface the following week. Yet despite widespread acceptance that cultural mismatch is invariably a factor when business transformations fail, the damaging divisions remain. Understanding why change may instinctively get the thumbs down requires emotional intelligence, as well as the ability to identify who in the team is an influencer or a road blocker. In helping launch Standard Chartered’s Ministry of Common Sense, an initiative to rid the bank of stifling red tape, transformation consultant Martin Lindstrom used mapping to pinpoint his secret weapon. “Every organisation has an immune system, a defence mechanism against change that is often linked to individual agendas, conflicting key performance indicators or unclear instructions and this creates a second, invisible layer within the business,” he says.

The Power of Listening in Helping People Change | Harvard Business Review Giving performance feedback is one of the most common ways managers help their subordinates learn and improve. Yet, research revealed that feedback could actually hurt performance: More than 20 years ago, one of us (Kluger) analyzed 607 experiments on feedback effectiveness and found that feedback caused performance to decline in 38% of cases. This happened with both positive and negative feedback, mostly when the feedback threatened how people saw themselves. One reason that giving feedback (even when it’s positive) often backfires is because it signals that the boss is in charge and the boss is judgmental. We wanted to explore whether a more subtle intervention, namely asking questions and listening, could prevent these consequences. For example, in one laboratory experiment, we assigned 112 undergraduate students to serve as either a speaker or a listener and paired them up, sitting face-to-face. We replicated all of our lab findings. Listening has its enemies Loss of power. Reflect.

Understanding and using fear to support change | Six Seconds, The Emotional Intelligence Network The Many Messages of Fear The reason we have fear is to protect from danger. Fear serves as a warning: Something you care about is at risk. Often we’re not sure what it is we care about (exactly) and what risk we’re perceiving (exactly). On the other hand, when we can identify the source of the fear, we get insight. In a change, there are many possible causes of fear. Fear of the unknown – the message is to identify more options of what could happen next.Fear that the team will not function well – the message is to clarify who is remaining in the team and reconnecting with them.Fear that people will react in a negative way – the message is to plan communication that is empathic and supportive. Rather than shutting down fear, acknowledge that it’s the “right” feeling to have in the change process, and listen to it. In a sense, fear is your brain’s way of asking, “Are you sure?” Fear is valuable, and we need to listen – but we don’t need to let it paralyze us.

To Manage Uncertainty and Loss, Emphasize the Benefits of Change | NOBL Academy Over the past year, teams have had to cope with unprecedented levels of loss and uncertainty; some industries have changed more this year than in the last 20. As a leader, you recognize that your organization will need to continue to evolve if you’re going to survive—but how can you bring along a team that just wants some semblance of stability and normalcy? Prospect theory, as defined by psychologists Daniel Kahneman and Amos Tversky, states that people will avoid participating in change for as long as possible—not because they are afraid of what the future holds, but because they don’t want to lose all that they have worked to achieve. To complicate things further, prospect theory also tells us that humans always have a preference for the certain over the possible—what’s called, not surprisingly, the certainty effect. When positioning change, it’s also important to consider that not everyone has the same experience of loss aversion.

4 Ways to Create Resilient Teams, Not Just Resilient Individuals | Inc. This past year has tested even the most highly functioning and irrepressible of teams. As uncertainty continues and resilience erodes, you may be seeing illnesses, mistakes, burnout, and conflict increase among your colleagues. It's time to ask yourself how you can better cultivate a capacity to thrive under stress as a group, not just as individuals. Or put another way, how you can become a resilient leader. Early in my career as a U.S. diplomat, a simple but significant act taught me the power of resilience leadership. Looking back, I now know that the attack severely depleted my resilience. And here's where I learned that lesson. Why did this simple act contribute to my resilience and inspire me when I returned to a dangerous, unpredictable environment? Since then, I've dedicated my life to helping leaders at all levels demonstrate this kind of authentic commitment to their team members. Publicly Ask for Help Acknowledge Your Bad Days Talk About Your Passions Put Your People First

How Success Stories Can Accelerate Your Change Capability | Prosci Success stories offer tremendous opportunities to learn from other change leaders. The decisions they made and actions they took to achieve successful change outcomes can inform your creativity, strategies and approaches, and streamline your efforts. Their wins and learning opportunities offer unique insights you can apply immediately to unlock the complex change challenges you face today. Prosci success stories come from clients in multiple industries, and organizations of different sizes and with different change management structures. Each story shares the organization’s challenges, approaches they followed to overcome them, and the results they achieved. Change Mangement Success Stories Our clients follow many paths, but the biggest successes with change tend to emerge from tried and true approaches. Define project success The first step in the Prosci 3-Phase Process is to define success. Apply the ADKAR Model Leverage best practices 3 Themes in Change Management Successes 1. 2. 3.

Back to the Future: Resuming the Long-Term Agenda for Business | Boston Consulting Group 1. Build Resilience Systematically COVID-19 has made clear the value of resilience in business, and leaders around the world have spent the past year making efforts to minimize disruption. Resilience is a strategic concern for businesses. It is not surprising, then, that resilience has a significant impact on long-term success. Yet even though some companies have been more resilient than others, few have codified a playbook for how to systematize and replicate this capacity. For example, Airbnb’s resilience enabled it to recover faster from the COVID-19 shock than its peers. Building resilient businesses will require a new mindset for many leaders. 2. Before the pandemic, digital technology was a primary driver of growth. However, digital transformations are by no means straightforward—most such efforts fail. Underpinning many of these pathologies is the fact that the advantage created by any particular product or business model is shorter-lived today. 3. Increase ambition and urgency.

Pas de raison d’être sans gouvernance | Revue Gestion Se donner une raison d’être ne peut avoir d’impact dans l’entreprise et dans la société que si la gouvernance est forte, ouverte aux parties prenantes et axée sur la création de valeur à long terme. La crise sanitaire, économique et sociale actuelle donne un coup d’accélérateur au courant encore tout récent de la purpose economy. Cette «économie du sens» invite les entreprises à repenser leur énoncé de mission pour adopter une raison d’être. Celle-ci définit la finalité de leur organisation et son utilité à l’égard de la société. Aujourd’hui, les simples rapports de responsabilités sociales ne réussissent plus à convaincre personne, ni les clients, ni les autres parties prenantes (employés, fournisseurs, actionnaires, acteurs du territoire et de la communauté, etc.). Selon l’ouvrage Vers une entreprise progressiste1, «[l]a raison d’être définit le sens que l’entreprise, avec ses parties prenantes, souhaite donner à ses activités. Elle constitue l’épine dorsale de la stratégie Notes

The Collapse of Traditional Structures: An Ecosystem Evolution | Frank Diana's Blog In my previous post on the Transformation of Interaction, I mentioned the emergence of ecosystems and their likely impact on how we experience life. Together, the evolution of interaction and ecosystems plays a significant role in how we view experiences going forward. I referred to this in 2013 as the movement towards Next Generation Experiences. In the coming months, I will share a point of view that captures a finite set of future ecosystems. The road to future ecosystems is paved by stakeholder action in the coming decades. As this phenomenon accelerates, companies must identify the relevant ecosystem(s) that enable their viability and growth strategies. An ecosystem maturity model we’ve developed captures this progression through five stages of ecosystem maturity. A PDF Version of the visual is available here. Level 1: Partner Cooperation This is the current world of supply chains, value chains, and traditional partnerships. Level 2: Task Collaboration Level 5: Value Integration

The Perfect Conditions for Entering A New Innovation Era in 2017 | Paul4innovating's Innovation Views So if there was ever a time to clear the existing innovation agenda and rework the entire space for innovating, it is about to become the pressing reality as we enter into 2017. There are so many forces coming together that require this reworking. We are moving from diverging into one of converging, we are at a changeover point for innovation; let me explain each of the contributing factors but firstly, a brief overview. The Merging Conditions and Forces The very different political and economic conditions that will be arising in 2017, the continuing shifting social conditions, profound shifts we are undergoing in business and our own personal ones, makes it a world that is moving from being complicated to complex. Any renewing does need innovation to become more central in our design but it will be managed differently far more collaboratory. There is a lot of change occurring around our innovation abilities. Political and Economic Conditions The Shifting Social conditions In Summary Save

Sketch Note: 6 Rules of Change by Esther Derby Esther Derby is a highly respected voice in building up agile environments, organizations and teams for success. As a quality consultant and organization development enthusiast, I have been following her work since last many years. Recently, Esther shared her insights (video) on the topic “Six Rules of Change” at LeanUX2015 and offered practical wisdom on driving large scale changes in the organization. Here is a sketch note version that covers the essence of the talk. I highly recommend seeing the video for a full context on these 6 rules. A Note of Gratitude:

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