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New rules for culture change

Posted on by Brandon Klein

 

We have studied culture transformations at numerous organizations, and our findings indicate the following:

    Leading by doing: Top management must lead by example, but this can be difficult when the new culture requires behavioral changes that are both foreign and challenging for the executives themselves to adopt.

    Engaging all levels: Driving change too much from the top can actually be counterproductive. For the lowest-performing change programs, the top leadership was actually quite involved in implementation, but the problem was a severe disconnect lower in the organization. The highest-performing programs involved employees at all levels of the organization in the change.

    Showing, not saying: Employees need to know what the new behaviors will look and feel like, so they can be brought to life for everyone. In essence, the desired behaviors must be embedded into every aspect of the organization, so they will eventually become hardwired into what employees do and how they act.

 

Systems Practice Workbook

Posted on by Brandon Klein

This workbook is ideal for people working on
complex problems across any fi eld of social
change who want to make sustainable social
impact, whether working at a community or
global scale.
It will walk you through a rigorous version of a
systems practice, which will prepare you to be a
discerning user of other systems tools that can
complement this approach.
This practice has been pioneered and developed
in collaboration with teams across The Omidyar
Group. This workbook aims to fi ll the gap between
the promise of a systems approach for making
social change and putting it into practice. This
gap closing was greatly aided by the social and
organizational learning knowledge brought by
Karen Grattan of Engaging Inquiry, and by the
human-centered design contributions of Daylight
Design.
The Omidyar Group represents the philanthropic,
personal and professional interests of Pierre and
Pam Omidyar.

The Community Canvas

Posted on by Brandon Klein

We have spent the last 15 years building and participating in communities and found tremendous joy in them. And we have come to realize that while every community is as unique as the humans in it, many of them share a similar, underlying structure.

Based on our own experience and with the generous help of leading community builders, we have identified the first version of this structure and turned it into an openly accessible framework: the Community Canvas.

We hope this will provide a template for people to build more meaningful communities and bring as much joy to your lives as communities have brought to ours!

Real-time data on global collaboration networks can support new research and create further connections

Posted on by Brandon Klein

Do you remember the first group of friends you met at school? Chances are you do – as a species, and even from a very early age, we are drawn to form communities and social groups. Collaboration and communication are two of the key skills we’re learning even before we can walk.

The need to form groups is so ingrained in us that the effects of isolation on the human psyche are stark – studies have shown that we’re dramatically affected by perceived social isolation, and that it “is a risk factor for, and may contribute to, poorer overall cognitive performance, faster cognitive decline” and many other negative traits. In other words, it’s important not to be isolated.

But how does this translate into our working life, and specifically the working life of an academic researcher?

As researchers, we form lasting mentor-apprentice relationships throughout our early career; beginning as the apprentice and moving on to mentoring as we develop our skills and experience. I expect that in addition to being able to name our childhood friends, we can all name our early mentors and our first apprentices. With scientific research also becoming more international and more collaborative, how do our wider collaborations – especially the larger projects that span national and international boundaries – fit into this social picture?

When people work together, they’re literally on the same wavelength, brain waves show

Posted on by Brandon Klein

Thanks to scientists who have ventured outside the laboratory, we have learned that tight-knit groups of females experience synchronized menstrual periods over time, that cohesive groups engaged in decision-making discount dissenting viewpoints in the interests of consensus, and that couples who stay together long enough begin to look alike.

In the wilds of a New York City biology classroom, a new study has captured another group phenomenon known to exist in labs but never before chronicled in humans’ natural habitat: group brain synchrony.

Psychology researchers at New York University equipped each of 12 high school seniors with a portable, low-cost electroencephalogram and gathered the gadgets’ brain-wave readings over a semester’s worth of biology classes (11 sessions lasting 50 minutes each). Writing in the journal Current Biology, the researchers reported that when students were most engaged with each other and in group learning, the readings on their electroencephalograms, or EEGs, tended to show brain-wave patterns that rose and dipped in synchrony.

Methods for Facilitative and Transformational Leaders

Posted on by Brandon Klein

The Technology of Participation is a constellation of life understandings and methods that value inclusive participation and profound respect in a wide variety of settings and applications.

ToP methods emerged from the tradition and practices of personal and group empowerment of the Institute of Cultural Affairs. ToP methods are based on a philosophy of disciplined thinking, continual affirmation, inclusive responsibility, and a vocation of service. ToP practice is embodied through disciplined methods that are applicable to all fields, lifestyles and cultures that value comprehensiveness, consciousness, care, and courage.

ToP methods enable personal and group transformation through facilitation, planning, development, education, consulting, leadership and training. ToP is known world-wide for its life-enhancing impact in thousands of communities and organizations on every continent.

Social networks push runners to run further and faster than their friends

Posted on by Brandon Klein

The study offers some of the first hard evidence that health-related habits can spread — and so perhaps could be deliberately seeded and encouraged — by social influence and peer pressure. Previous research has sought such a contagious effect in factors such as obesity and smoking, but the results have been inconclusive.

The new study is a further example of the power of social data collected and made available routinely on a very large scale. Runners cannot lie about their times and distances as they might be tempted to do in self-reported surveys. (Although the competitive nature of running does drive some to cheat and ride a bike.)

Sillitoe’s lonely narrator liked to claim that running offered freedom. “I’ve got thoughts and secrets and bloody life inside me that he doesn’t know is there, and he’ll never know what’s there.” Perhaps not yet — but science is getting there fast.

Completed is a meritocracy, where the best performers shine.

Posted on by Brandon Klein


Comprehensive & trusted reviews

Completed profiles enable you to brand yourself to the world. Showcase your experiences in business, talents, and cultural affinities that will open the doors of opportunity for you in business. Take control of your online brand with Completed.

    Education
    Career History
    Organizations
    Places Traveled
    Business References
    Greatest Attributes
    Life Milestones

The decisive thing is your network. Work is interaction.

Posted on by Brandon Klein

Networks provide problem-solving capability that results directly from the richness of communication and the amount of connectivity. What happens in interaction between the parts creates a reality that cannot be seen in the parts or even seen in all of the parts.

This is why it does not make sense any more to talk about skill levels and just managers being responsible. Either you are present in a relevant way or not. Neither can responsibility be somewhere else. You can only be present and contribute if you are response able.

Scaling Agile: Fractals of Innovation

Posted on by Brandon Klein

Scaling agile means that we apply its principles to large, even very
large, groups of people. When we do this, we allow those people to be
more connected to their work and its impact, despite being part of a
huge system.
This process is effective because we scale agile by fractals, meaning
we create similarly shaped structures at different levels of scale
throughout the organization. And rather than build bigger teams, we
add more small, cross-functional teams and stitch them together into
a larger whole. This way, the team remains the core unit and owns its
working agreements, information radiators and policies.
As you might expect, it’s not quite enough to simply add teams. Those
teams will need leadership to guide them, a structure to align them,
and information to enable agile’s continuous improvement

43 Company Culture Improvement Ideas (That Actually Work)

Posted on by Brandon Klein

Company culture is shaped through your daily work rituals. Habits that set the social and behavioral norms that go onto hone your company’s unique personality. Improving your company culture requires regular work. Just like exercising and eating well leads to good health, constantly investing in your people has the same effect on your company culture. It takes a little effort to get going, but after a while you won’t notice how natural improving your culture becomes.

Collaborating with WH Smith Self-Adhesive labels 33123516

Posted on by Brandon Klein

Compliments of Fernanda @__deu

When you buy supplies from WH Smith - you expect a certain level of quality.

But, the Self Adhesive labels, specifically the 33123516 ... there is no way to print onto labels. No template.

They are kind enough to print a photocopied version of the dimension, but the photocopy itself has the wrong 'to scale' sizes :(

So Fernanda created a pdf/Illustrator files for anyone to download. Enjoy.

 

The Corporation As You Know It Is Probably Obsolete

Posted on by Brandon Klein

By Umair Haque

There is a groundswell in new kinds of corporate forms that is gaining steam. Consider the rise of "for-benefit" corporations. They’re a new kind of corporate form, built from the ground up to create wealth, instead of being tiresomely legally bound to return maximum profit to shareholders.

Imagine, for a moment, the new organizational possibilities that the novel legal and contractual design of these organizations opens up, where bonuses are tied to marginal wealth attained by people, communities, and society, roles are created to manage benefits (think "chief impact officer"), and transparent accounts demonstrate real, meaningful benefits, not earnings. You’d have an organization geared to do explosively more than just buy and sell crap that’s slightly updated every year or so, on yesterday’s moldy old terms. You’d have instead an organization tuned not just to make stuff, but to have real relationships, to meaningfully enhance lives, to push the boundaries of elevating human potential, to laser-lock on to creating wealth, to do all the above in ways that matter, count, last, endure, inspire, amaze, and delight—and to do all the above habitually, consistently, and repeatedly.

You might begin to nervously ask yourself: 'Is there a bullet out there somewhere with my name on it?'

Now put that new arsenal of enterprise, its disruptive new set of capabilities, its unexplored, undeployed firepower in the hands of someone with the unsatisfied hunger, unyielding determination, and laser-sharp insight of a Steve Jobs, Sergey Brin, Larry Page, or Richard Branson, and you might just begin to nervously ask yourself: "is there a bullet out there somewhere with my name on it?" Sure, the fact is that there’s no corporation in the world that works quite like this—yet. But the truth is that when there is, it’s going to put "business" as usual out of business.

Ultracompetition Can Only be Won Through Betterness

In the twentieth century, rivalry was most often about a single kind of counterorganization: competitors. That was yesterday: in the twenty-first century, a new range of insurgent counterorganizations must be contended with, hell-bent on toppling imperious incumbents from their comfy, cushy thrones. They are markets, networks, and communities composed of a huge variety of actors: NGOs, peer and trade groups, customer and supplier communities, activist investors, and labor organizations, to name just a few.

Hypercompetition is an increase of like-for-like competitive intensity. Ultracompetition is increased competitive intensity across new kinds of counterorganizations. This turns up the pressure dramatically. Ever consider students a counterorganization? Think again. At Harvard Medical School, students self-organized to pressure professors to stop accepting gifts from pharmaceutical companies, citing a clear lack of interest and diluted objectivity. The result? Harvard profs stopped accepting gifts, and the structure of pharmaceutical marketing changed, just a tiny bit.