Tag Archives: Tension

Finding Balance

I’ve been delivering sessions throughout this week in Canada, sharing work around Social Leadership, the Socially Dynamic Organisation, and the Landscape of Trust. I’ve been starting each of these sessions with the new images and conversation about Dynamic Tension, and … Continue reading

Posted in Agile | Tagged , , , , | 2 Comments

Friction: Dynamic Tension

Building on yesterday’s post: there is a friction between the ‘formal‘ and ‘social‘ systems, the two sides of any organisation in the Social Age: the friction represents the power balance between the rigid type of organisational mandated authority, and the … Continue reading

Posted in Agile | Tagged , , , , | 13 Comments

Dynamic Tension

There are two aspects of an organisation: the ‘Formal‘ dimension, those things that are visible, codified into hierarchy, system, process, assets and infrastructure, and the ‘Social’ dimension, which is about communities, reputation, Social Authority and Social Leadership, co-creation and trust. … Continue reading

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

Where’s the bad penny?

This week i’m exploring why some organisational cultures fail: why some places are better to work than others. The CAIR Model of organisational culture measures four dimensions of pressure that can create internal (to the individual) and external rifts. It’s … Continue reading

Posted in Adaptability, Agile, Authority, Change, Community, Culture, Leadership | Tagged , , , , , , , , , , , , , | 8 Comments