Tag Archives: organization

Now Playing in the 21st Century Organization: Creativity, and Dialog at the Edge

Those who champion change and innovation know that open dialog is essential to spawn new thinking, deeper insights, and stakeholder buy-in. Dialog is often the spark that creates the energy needed to make things happen.

What about dialog at the edge?

By this, I’m thinking about discussions that take people and teams out of their comfort zones, into areas that aren’t traditionally aligned with their usual subject matter. Of course, we could hang this thought on the peg of “getting outside the box” and move on. But I think there’s more to it. I believe thinking at the edge unlocks creativity in the organization, the place from which true change can emerge.

A common problem of group conversations among like-minded thinkers is group-think. Everyone is biased toward agreement. Comfort is derived for sameness. Change never gets a chance. More cutting edge facilitators take those same thinkers and collaborators into less familiar waters. It might be a conversation based on improv. Or a field trip to unusual places. Anything to force a change of thinking, to bring new insights to significant problems.

Let’s take a look at some basic ideas of how edge thinking might work in practice, and explore both challenges and enablers of creativity in the modern organization:

  • Q1. Edge Thinking. Are there clear connections between creativity and thinking at the edge?
  • Q2. Boundary Keeping. Some say facilitation of boundary crossing adds value. Do we need traffic cops? Will edge explorers listen?
  • Q3. Trust. What role does trust play in orgs, as creatives seek to take risks?
  • Q4. Digression, or No? Many struggle with edge dialog’s many perceived rabbit trails. How do we know when to follow a thread?
  • Q5. ROI of Edges. It is difficult to stray from the comfortable. Can we quantify value when creative solutions are defining new baselines?
  • Q6. Design Thinking. Does it thrive on edges? How so?

Bring your ideas on creativity and edges, and we’ll work them in. When we’re in the zone, which is often of late, our discussion evolves with group input.

More? Some edge thinkers worth noting: Michelle James and Cathryn Hrudicka (creativity), John Hagel (edge strategies) and new arrival, prof. Eugene Gendlin (philosophy of edge thinking).

The #orgdna community meets every 3rd Monday from 9:30 to 11:00pm ET. We discuss challenges of leading and learning in the 21st century organization. We promise a lively dialog and a place to expand both your thinking, and your thinking network.

Chris (aka @sourcepov)

The Fallacies of Control & the Quick Fix: On Culture and the Complexity of Organizations

Anyone seeking to change an organization has known the pitfalls of trying to control behavior and motivation. Setting goals and expectations is not so hard. One-off wins tied to an event or a compelling speech can move the needle. But execution over the long-term .. including any lasting, sustainable change in thinking .. is another matter.

Ask Lou Gerstner, the man who moved IBM from hardware to services in the 1990’s, who said:

Culture is not just one aspect of the game, it IS the game.

I’ve always seen this as a fundamental breakthrough, a wake-up call for change the modern organization. Yet leaders will routinely, if not obsessively, plod through short-term ideas for long-term results, without ever seeing the fallacy. What’s missing is an understanding of how people in groups behave, and the implications that complexity has on an organization.

I won’t try to unpack all that here.  Frankly, it’s enough to fill a book (or two), and the subject of some in-depth posts. But for the sake of discussion, let’s establish a premise:  people in organizations are driven more by a need for belonging and conformity with group aspirations, and less by draconian measures to direct, incentivize or otherwise control it’s members. In this light, culture can be defined (if loosely) as a set of groundrules for survival, based on what has worked in the past.  New leaders and programs come and go.  But the memory of groups runs long and deep.

Try changing the minds of an organization on how things work. Ask Lou Gerstner.

For our #orgdna chat on MON 9/21/15 from 9:30 to 11:00pm ET, let’s tee up the conversation like this:

  • Q1. If we can’t control behavior or results, what CAN we influence? Does environment play a key role?
  • Q2. Why do organic ways of thinking (forests, ecosystems, viruses) provide rich metaphors for understanding people in groups, and org culture in general? 
  • Q3. What can leaders try to do in the near-term to impact the long-term?
  • Q4. Can a culture be changed?

The #cdna community of thinkers became the #orgdna community last month, to better describe and focus our dialog.  I think we’re off to a great start. Evidence?  When one chat among a few of us creates enough ideas for 2-3 more chats, imagine what can happen if we keep going, learning as we go, even as we expand and diversify our group?

Please join us. The conversation gets more lively with more ideas in play. And lord knows we enjoy a lively conversation.

As always, thanks for stopping in.

Chris (aka @sourcepov)

Dialog for the 21st Century Organization: A Focus on Culture, Change and Learning

AMG152695b WeaveI had a fascinating exchange Saturday morning with Panteli Tritchew and Ken Gordon, sparked by a response from Mike Itzius. It was a spontaneous twitter chat (sometimes called ‘async’) that sparks from a tweet or two, aided by twitter-enabled phones with alerts on audible.

We brainstormed a few threads that run through the modern organization. Even in our short dialog, it was clear: there are so many interrelated threads, it can be hard to know where to start. That’s been a challenge for #cdna too, as it’s long been for leaders.

Where does change in an organization begin?

Since mid-2012, a group of us have chatted on these topics under the concise but obscure #cdna hashtag. The tag was short and sweet and it served us well. But with conflicting use now among genetic scientists and stock market traders, we need a new moniker.

In our impromptu Saturday chat, we touched on organization development (“OD”), change in general, and the various aspects of learning that weave in and out of these sometimes academic topics.

We didn’t mention, but have in the past, culture, the forces of social complexity, knowledge management (“KM”) and of course, the overarching umbrella of leadership. Those topics often get woven into our chats. Together, they are the fabric (resilient or otherwise) of the 21st century organization.

Add all that up and it’s one whopping hashtag.

But we must find a new one. A hashtag to focus the conversation must foster freedom and independence of new ideas. We can tap other tags (and their stakeholders!) as specific topics afford. I’ve found #orgchange #orglearn and #orgdev all have links back to individuals or corporate initiatives, and some great content. Tags like #leadership and #change need no introduction. We just need a twitter place to call our own.

What do you think? Here are some Q’s to help us sort it out:

Q1. Org Change – the action or the destination?
Q2. Org Leader – the critical catalysts?
Q3. Org Development – the practice and the mission?
Q4. Org Learning – the capacity .. & the missing link?
Q5. Org Complexity – the game changer (if we explain it?)
Q6. Org Culture – the ultimate enabler?

I hope you can join us MON 7/20 at 9:30p ET, 6:30p PT. We’ll take on each thread one by one, to see what kind of magic we might weave. By the end of the chat, we should have clarity on our new hashtag. Until then, we’re still #cdna ..

See you online!

Chris (aka @sourcepov)

Why Do Leaders Resist Change?

Our path to the present has seemed a steady march. Sure, we’ve taken detours and followed many courses. But from our factories to our business schools to Wall Street, the lessons are still loud and clear: a repeatable result, with minimal deviations, is the winning model.

Repeating what's worked, however imperfect

Repeating what’s worked, however imperfect

It’s generally true in manufacturing, when you’re making widgets. And it can work if the past holds all the secrets to our future success. There’s comfort in the formula. Within the long-stable walls of the organizations and brands and empires we’ve erected, we know which bricks need replacing.

But turning away from the familiar introduces new variables. The old rules are often irrelevant. Think about IBM. Microsoft. Kodak. When it comes to our mental models, significant change is the enemy. In our high-stakes, increasingly connected world, the risk of embracing change, or even talking about it, can send shivers down the spine of any executive who is held accountable for results. And that’s pretty much all of them. Risk of gambling on the wrong future looks greater than the risk of taking small steps from a proven though imperfect past.

We talk often on the “how” of change. But so often we assume the “why” is a given .. and go on to assume we have the critical change  mandate from the top.

Usually we don’t.

So amid the familiar chorus of embracing change for a sustainable future, it’s time to look at why that cry often falls on deaf ears.  Let’s look at the brick wall of uncertainty facing the modern executive, and ask:  Why do Leaders Resist Change?

Here are 4 questions to help us unpack the discussion:

  • Q1. Executive psychology typically presumes the need to have all the answers; how can we help leaders rethink that?
  • Q2. ‘Sense of urgency’ tops Kotter’s 8-step change agenda; must we wait for failure or concoct burning bridges to drive action?
  • Q3. ‘Group think’ can be fatal at the board level; how can this be attacked?
  • Q4. Organizational cultures can embrace or resist change, but the latter is most common; what cultural elements can drive adaptive behaviors?

Join us MONDAY 7/8 at 8pET for a discussion, the next in our 2013 series on collaborative leadership in the 21st Century. We’re unpacking the challenges one brick at a time ..

Hope to see you online .. or please, share your thoughts .. we’re hoping to extend the discussion blog-side (via comments, here), our G+ page and via twitter async ..

The @collabdna team


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