Tag Archives: Socially Dynamic Organisation

Intent into Effect

Organisations are entities of effect: that is their purpose, and their design. To achieve something defined, be it an act of manufacturing, invention, or change. What they do, and how they do it, is widely differentiated. But at heart, when … Continue reading

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#WorkingOutLoud on the Learning Science Guidebook #3 – Information, Knowledge, and Sense Making

This post is part of #WorkingOutLoud as Sae and I work together on the new Learning Science Guidebook. Last week i shared a post on Information, knowledge, and sense-making, as a note to Sae [it may be worth reading that … Continue reading

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Inventing The Building Blocks

This is one of a series of pieces considering how we evolve our Organisations from the legacy Domain basis (structural and segmented), through to a more dynamic and interconnected one: it’s built upon the work first shared in ‘The Socially … Continue reading

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Evolving the Organisation

Just a quick #WorkingOutLoud post today, sharing an illustration around ‘evolving the Organisation’. This plays on the notion of the Structural Organisation (the parts we can engineer, see, own, and control. The building blocks of the formal space. Perhaps as … Continue reading

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Domain Connection to Interconnectivity

Today i am #WorkingOutLoud as i develop and reflect upon work originally published in ‘The Socially Dynamic Organisation’ book. One of the conclusions of that work, which explored a new model of Organisational Design, was that we need greater interconnectivity: … Continue reading

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System and Structure

I grew up in an old city: the Roman military foundations overwritten by Medieval commerce and power. Most of the medieval city wall still stand, as well as the motte (the mound) upon which the castle stood. And dominating the … Continue reading

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Mission, Culture, Values

In ‘The Socially Dynamic Organisation’ i explored a new model of Organisational design, based upon the notion that the context of Organisations has evolved (the Social Age), the nature of engagement has shifted (to intersection of formal and social), and … Continue reading

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Leading at the Intersection: Challenge and Opportunity

Social Leadership describes a form of leadership at the intersection of formal and social systems: as our Organisations become increasingly blurred, multi-dimensional, with less distinction between the ‘owned’ and ‘influenced’, more permeable, fluid in organisation, or simply fearful or desperate, … Continue reading

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Radical Interpretations: The Learning Economy

My new publishing project is called ‘Radical Interpretations’, and will contain a series of ‘imagined futures’. The intention is to curate a collection of essays, artwork, conversations and ideas with a 3-5 year future focus, but unconstrained by practical implementation. … Continue reading

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The Evolving Context of Organisations

When i started writing about the Social Age, ten years ago, it was largely an idea. A shadow of thought whereby i tried to catch hold of the silk threads to make a web. It was clear that things were … Continue reading

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