Author Archives: julianstodd

About julianstodd

A learning and development professional specialising in e-learning and learning technology.

Outside The Sphere Of Consequence

One artefact of culture is to create spheres of consequence: if you are within the sphere you experience the consequence that the culture imposes upon you, whilst if you are outside of it the consequence is almost entirely irrelevant. One … Continue reading

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Types of Power: the Struggle for Control

I wrote recently about the types of power that exist within organisations: individual power, based upon our relationships and sphere of direct influence, hierarchical power, which is codified within the formal defined power structure of the organisation, and networked power, … Continue reading

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The Things We Invest

As I work around the Landscape of Trust I’ve been thinking a little bit about investment: not the money that we invest, but the other things, the things that we as individuals invest in the organisations that we work for, … Continue reading

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An Introduction to the Landscape of Trust #WorkingOutLoud

I have the opportunity to present the early stage research on ‘Trust’ within a global organisation in the near future, to a group of young leaders. Today, i’m sharing my notes from an introductory article i’m writing for them, on … Continue reading

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#WorkingOutLoud on the Landscape and Taxonomy of Trust

Sharing some sketches as i refine my thinking on the emerging Landscape of Trust, and introduce the second element, the taxonomy, the levels of trust. My current thinking is to map the landscape, through a series of survey and narrative … Continue reading

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An Overview of the Socially Dynamic Organisation

This is the second in a series of one page handouts i’m working on around core aspects of the Social Age: this one is about the Socially Dynamic Organisation, and how we build it. The Socially Dynamic organisation is adapted, … Continue reading

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Overview of The Change Curve

We can observe three ways that organisations change: none of them are fixed, and many will touch upon all three, but very few will achieve the top state, becoming Dynamic and thriving in constant change. Resistant organisations are ones that … Continue reading

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