Tag Archives: Socially Dynamic Organisation

The Need for Trust

The formal structure of an organisation is visible, clear, codified by rules, system, and process. It’s the management structure the determines whether i have power over you. In parallel to this, runs the social structure, and it doesn’t work in … Continue reading

Posted in Community, Social Leadership, Trust | Tagged , , , , | 3 Comments

Four Aspects of the Socially Dynamic Organisation

I found myself reflecting on the plane to Las Vegas about some of the key aspects of the Socially Dynamic Organisation: it will be reconfigurable, hold a diversified strength, strongly tribal, and highly authentic. When an organisation is reconfigurable, it … Continue reading

Posted in Social Capital, Social Leadership | Tagged , , , , , | 10 Comments

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

Posted in Failure, Measurement, Success | Tagged , , , , , | 3 Comments

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

Posted in Control | Tagged , , , , , , , , , | 8 Comments

Reflecting On Radical Complexity

Yesterday i published a major piece around ‘radical complexity’, and considering whether some organisations can become ‘too big to succeed’. Today, i’ve shared part of that work in a Masterclass, specifically the thoughts around scale: that the formal structure of … Continue reading

Posted in Change | Tagged , , , | 4 Comments

Square Peg: Round Hole

I feel a little like i’m staring over a precipice: a sense of vertiginous excitement, coupled with more than a little trepidation. It’s probably coupled in some way to where i am with writing at the moment: i’ve dedicated more … Continue reading

Posted in Change | Tagged , , , , , | 1 Comment

Sketching On The Design Principles For The Socially Dynamic Organisation

A month or two ago i shared ‘Design Principles for the Socially Dynamic Organisation‘, an early sketch of where we could go next in organisational design. I feel we must move beyond a model of organisation that relies on vertical … Continue reading

Posted in Change | Tagged , , , , , , | 16 Comments