Intelligence Collective
Dans un passé pas si lointain, les cycles étaient longs. Peu de choses, biens ou activités trouvaient leur place dans un espace et un temps qui semblaient suffisants. Actuellement, nous ne pouvons plus caser toutes les activités dans le temps dont nous disposons et notre espace se trouve réduit par les biens qui s'y accumulent. Les moyens de communications réduisent aussi l'espace, que se soit pour atteindre un point distant physiquement (déplacements, voyages) ou virtuellement (communications). Le manque de temps et d'espace nous fait arbitrer quelles activités nous allons laisser de côté et quels sont les biens dont il faut se défaire. Nous sommes bien dans l'ère du tri et de la soustraction , du "manger vite du tout prêt" et du jetable.
Complexité, turbulence et rapports au temps
intelligence collective
IC 0 > à supprimer
I am a huge fan of C. Otto Scharmer’s Theory U. It is one of the most powerful frameworks for understanding the essential shifts we need to make as we step into this paradigm shift. Scharmer sums up his Theory U with seven propositions, I’m going to write a series of blog posts taking a closer look at each of them: (1) The essence of 21 st -century leadership is about shifting the fields of collective awareness and intention. The leader’s work in our age is to shift the fields of attention from ego-system awareness to eco-system awareness.
Theory U – The 1st Proposition
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RSA Animate – The Power of Outrospection Introspection is out, and outrospection is in. Philosopher and author Roman Krznaric explains how we can help drive social change by stepping outside ourselves. Taken from a lecture given by Roman Krznaric as part of the RSA’s free public events programme.
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At a McKinsey alumni webcast on creative strategy last week, the presenters mentioned a book due to be soon published by INSEAD professor Hal Gregersen, Jeffrey Dyer of Brigham Young University and Clayton Christensen of Harvard. The authors have spent six years interviewing thousands of innovative businesspeople and concluded there are five key traits innovators share ( the Innovator's DNA as they call it ). Whenever I hear numbers like "six years" and "thousands of interviews," I grow a bit skeptical.
Five Innovative New Year's Resolutions
William Halal of George Washington University wrote this book in 1998, well before the advent of Web 2.0 and even longer before the term Enterprise 2.0 was coined. I remember speaking to Dr. Halal about the concept of wirearchy back in late 2000 … he was most encouraging, and it’s not hard to imagine why. Despite attempts at organizational change during the ‘90’s, the decade was notable for down sizing, top-down control, extravagant CEO pay, and other hallmarks of the Old Management. But a New Management is emerging that harnesses the knowledge lying unused among employees at the bottom of the firm and scattered outside its walls among customers, suppliers, and other stakeholders. Drawing on hundreds of examples, a survey of 426 managers, technology forecasts, and economic trends, Bill concludes that the New Management is extending markets and democracy to create a self-organizing corporate community operating from the bottom-up and the outside in.
The New Management – Bringing Democracy and Markets Inside the Organization
Management 2.0 : c’est d
Décidement, c’est une vrai plongée dans le passé en ce moment. Après la « redécouverte » de Maslow chez les blogueurs français et américains , moi aussi je me tourne avec nostalgie vers un grand ancien. En fait je ne connaissais pas ce monsieur Dee Hock (oui je sais, un manque de culture certain) avant qu’un collègue ne m’en parle, et je dois dire qu’en lisant un peu plus sur la question, j’ai déceler comme un parfum de de management 2.0. Voyons donc ce qui était possible avant de l’apparition des médias sociaux (et oui ce ne sont que des outils).
in Share 0 On several occasions, on this blog and elsewhere, I've discussed why and how culture matters for Enterprise 2.0 to happen. In my most recent posts, I've specifically discussed how certain values and cultural characteristics are pre-requisites for Enterprise 2.0 to happen: My main point is that there is no chicken or the egg situation: Sure, a culture change can be supported and accelerated by technology, but there must always be a spark somewhere - a culture or subculture (a social group that shares certain values and behaviors) - that initiates this change.