Tag Archives: Culture

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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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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The Perils of Blind Trust

As I continue prototyping the research questions around the Landscape of Trust, I’m sharing the results and #WorkingOutLoud. There are two main outcomes from this work: the first is to map the landscape of trust, to understand the different terms … Continue reading

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Gated Culture

Continuing a series of reflections around the Socially Dynamic Organisation, today looking at aspects of culture and, in particular, to expand out the notion of the gated culture: one to which there is a high barrier to entry, but high … Continue reading

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Emergent Community

I’m using a series of pieces to explore aspects of the Socially Dynamic Organisation and, today, my thoughts have turned to culture and community. I often describe ‘community’ according to two principles: shared purpose and shared values. Shared purpose can … Continue reading

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Reflections On The Socially Dynamic Organisation

I’ve been running a workshop today around the Socially Dynamic organisation, exploring aspects of learning, leadership, technology and change in the Social Age. The term ‘Socially Dynamic’ refers to an organisation which has moved beyond the simple reliance on hierarchy, … Continue reading

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