Tag Archives: Socially Dynamic Organisation

Prototyping the Jigsaw for the Socially Dynamic Organisation

It’s the end of a long day: i’ve been facilitating a group of senior leaders, exploring Social Leadership, Innovation, and Change. Which is another way of saying that i feel too tired to write. But part of #WorkingOutLoud is to … Continue reading

Posted in Diagnostic tools | Tagged , , | 1 Comment

Dimensions of Disruption

Last week i shared an initial sketch of a framework around ‘dual paradigms of disruption’: the notion is that we are seeing two aspects of change, the first being disruption within our constructed systems (organisations), and the second being disruption … Continue reading

Posted in Challenge, Change | Tagged , , , , , , | 2 Comments

Intertwined Systems

There’s an illusion of a woodcut that you may have seen: look at it, and you see the silhouette of an old women, but then, the image shifts, and you see a young woman’s face. Concentrate hard, and it shifts … Continue reading

Posted in Community, Complexity, Concepts, Control | Tagged , , , , | 1 Comment

Not One But Many: The Interconnection of Tribes

Our challenge in building the Socially Dynamic Organisation is not to build one unified tribe, but rather to interconnect the many. The thing that we want already exists: tightly trust bonded groups, repositories of tacit knowledge, effective ‘sense making’ entities. … Continue reading

Posted in Community | Tagged , , , , , , , , | 12 Comments

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 , , , , | 6 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 , , , , , | 21 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