Sublime
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Alex Komoroske • Coordination Headwind - How Organizations Are Like Slime Molds
In every organization, there is a natural tension between the need for expertise and the need to let frontline people make decisions.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Self-managing organizations naturally provide for exceptional learning opportunities.
Frederic Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
“The role of top management is to give employees a sense of crisis as well as a lofty ideal” (Nonaka, 1985, p. 142). This intentional chaos, which is referred to as “creative chaos,” increases tension within the organization and focuses the attention of organizational members on defining the problem and resolving the crisis situation.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Your challenge is to create an enterprise that is comfortable constantly adapting to the complexity around it, while avoiding constant disruption to the parts of the organization that should remain stable.
Chris Fussell, C. W. Goodyear, General Stanley McChrystal (Foreword) • One Mission: How Leaders Build a Team of Teams
Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due
... See moreJoanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Another way to think of the Risk Immune System is like a series of interconnected dials, or gears, where the movement of one affects the shifting of all. Leadership is the wrench that orchestrates everything.
Stanley McChrystal • Risk
As long as strategy remained at the level of intent and concept, the conflicts among various values and between the organization and the initiative remained tolerable. It was the imperative of action that forced a decision about which issue was actually the most important.