ID Reflections

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Organizations as Communities?—?Part 2

ID Reflections

However, complexity requires Systems Thinking and “enabling constraints”. His definition of “ seeing clouds in a piece of paper ” is the quintessential and an eloquent description of Systems Thinking. They only serve to keep the system stuck in the old patterns and habits. Sacrificing an Expert’s Mindset ? The next two?—?empathic

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Organizations as Communities - Part 1

ID Reflections

Ref: [link] A lack of Systems Thinking and understanding of Complex Adaptive Systems coupled with the desire/pressure for limitless growth have led organizations toward the kind of tunnel vision which has collectively led us to a place no one wanted to reach. The diagram below created by Jean Russell highlights the differences.

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50 Posts and Articles that Made Me Think in 2011

ID Reflections

A Matter of Survival by Luis Suarez EssentialSkills for 21st Century Survival: Part I: Pattern Recognition by VenessaMiemis Connectedcompanies, complex systems, and social intranets by Gordon Ross Diversity,complexity, chaos and working smarter by Harold Jarche TheSatir Change Model by Steven M.

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Book Review: Don't Hire the Best

ID Reflections

Using the Hogan Assessment System as the base, Bhaduri highlights two aspects of one’s personality – the enablers and the derailers emphasizing that each of these must be assessed in the context of the role for which the individual is going to be recruited. This sentence underlies the main theme of the book.

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The Changing Nature of Workplace Learning

ID Reflections

None of the systems set up in typical organizations reward collaboration or sharing. This may often mean taking on the status quo at multiple levels--C-suite, employees who will resist change, and systems and processes aligned with the old world. L&D has to be able to articulate the value of autonomous learning and drive the same.

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Building learning organizations require a paradigm shift!

ID Reflections

The rationale here is that it is only within an optimized system that we can expect optimal human performance. It will require a mental overhaul on the part of the strategic decision makers and probably a re-hauling of the reward system in an organization. Both the ideas, I felt, are closely linked. However, they also need support.

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The Top Six Things Organizations Must Do to Enable Emergent Learning

ID Reflections

Managers schooled in the hierarchical system find it difficult to give up control. What organizations need and want are being fundamentally curbed by their very systems and processes created to uphold uniformity, predictability, and homogeneity. The leaders and managers are as much a victim of the system as the employees.

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