Tag Archives: Social Age

Learning 2017

I’m speaking at two large learning conferences this week, each with a unique focus, but both exploring aspects of what learning really means in 2017, and, probably more importantly, what we do about it. Some of this is old news: … Continue reading

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The Scale of Social Systems: Tribes, and Tribes of Tribes

Formal systems scale forever: just add more teams, more hierarchy, more structure. Draw more lines. The largest organisations in the world are triumphs of formal structure: executive teams, functional teams, engineering teams, logistics and legal teams, distribution networks, innovation centres, … Continue reading

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The Post Hoc Rationalisation Fallacy

I suspect it’s true that many organisations are highly successful almost despite everything that they do in the formal space to make themselves so. They are successful not because of hierarchy, rules, systems, or control, but rather because they are … Continue reading

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Aggregated Cultural Failure

This sketch is imperfect, but i’m trying to find a way to represent the aggregated effects of culture: how is it that cultures fail, when the individuals within them cannot all desire that failed outcome. It’s an exploration of the … Continue reading

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10 Truths at the Start of the Social Age

1. Evolved Context: any conversation, any business model, any structure of organisation, any activity, all take place within the evolved context of the Social Age, which represents new models of organisation, democratisation, social accountability, connectivity, and effectiveness. 2. ‘Nearly’ is … Continue reading

Posted in Social Age | Tagged | 6 Comments

The Power of Stories

Yesterday i wrote about ‘story listening’. Today, i want to reflect on just what stories are: who owns them, how do they flow, how dangerous are they, and how important they are within the context of the Social Age. Stories … Continue reading

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Types of Power: Manifestations of Control

I’m reflecting on inertia today: many organisations desire agility, want to change, intend to do better, and yet fall to constraint. Within the work on the Socially Dynamic Organisation, ‘constraint’ is a state of well intentioned inability: an inability to … Continue reading

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