September 21, 2014
“In so many places I’ve worked at in the past, people looked at the future with fear and the past with anger. My dream is to create a place where people look to the future with hope and the past with pride.”
Lead With Respect is an awesome that #hypertextual has already discussed. This essay by the team Ballé (Freddy and Michael) sheds an unprecedented light on how to build alignment throughout an organization. Read the rest of this entry »
September 15, 2014
(Picture by Spencer Tunick)
This is yet another topic that has been running in the background of #hypertextual for a while now. Three events have contributed to promote it to the foreground.
First is the insightful essay by Freddy and Michael Ballé : Lead With Respect, and the subsequent conversation we had with Michael, Luis, Claude [FR] and Céline. The latter made an enlightening point.
“Leading with respect is not just a matter of personal ethics. It has to show, in actual behaviors and practices. It requires a constant effort of self-awareness, self-demanding mindset, and empathy with the diversity of team members.”
Second is the title of talk of Mary Poppendieck at the next edition of Lean IT Summit on 16th and 17th October : The Aware Organization. Last is this talk by Mike Rother, at Lean Summit 2012 where the author of #hypertextual favorite Toyota Kata establishes some interesting connections between neuro-sciences and our ability to learn.
The proposition of this post is that self-awareness is critically important for an organization to succeed, that it has to be deployed throughout the whole organization and, this deployment is the job of managers (and coaches).
September 14, 2014
“Using visual support is also a more efficient way to glue information to a neuron, there may be strong reasons for entire marketing departments to think seriously about making pictorial presentations their primary way of transferring information.”
Brain Rules is an awesome book explaining how our brain works and how brain science may influence the way we teach, learn and work.
September 14, 2014
In 1944 George Loewenstein, a behavioral economist at Carnegie Mellon University, provided the most comprehensive account of situational interest. It is surprisingly simple : Curiosity, he says, happen when we feel a gap in our knowledge.
Made to Stick, the book from which this quote is taken, is a great book to benchmark and design your communication strategy whether it is to sell washing machines or lead changes in an organization.
September 13, 2014
This is an awesome video by Mike Rother at Lean Summit 2012. It’s not a friendly format as 18 mns TED’s. It is one hour 15 minutes long but it is worth every second of your time.
I have been interested for the last year or so in neuro-sciences and how they can help in understanding organization culture and how to change it. Mike Rother also had.
August 31, 2014
“Le développement effrené des règles provient de l’illusion que la réalité peut-être totalement maîtrisée a priori et de la volonté de se décharger de sa responsabilité, en permettant de mettre en cause ceux qui ont à les appliquer.”
Christian Morel est l’auteur des 2 volumes des Décisions Absurdes : Sociologie des erreurs radicales et persistantes (2002) et Comment les éviter (2012), deux ouvrages que m’ont vivement recommandés Yves Caseau, Benjamin Pelletier et Marie-Pia Ignace : il va bien falloir que je me penche sur le sujet.
Cette citation est probablement la description la plus exacte du management tel que pratiqué dans les organisations dysfonctionnelles. Organisations dysfonctionnelles qui, à ma connaissance sont encore largement majoritaires aujourd’hui, que ce soit dans le public ou le privé. Elle est tirée d’un article sur l’intelligence collective, un des seuls à surnager d’un numéro spécial des Grands Dossiers des Sciences Humaines consacré à Changer le Travail. Read the rest of this entry »