They were playing Krasnovian soccer.” “Drucker had a catchy statement: “Efficiency is doing things right; effectiveness is doing the right thing.” Keith Murnighan, Rod Kramer, Mark Cannon, and three anonymous reviewers provided feedback that greatly benefited the final version of the paper. Goodreads helps you follow your favorite authors. “In the past twenty years, the costs of copying, sharing, transmitting, and manipulating data have dropped practically to zero.”
And Why? “Data-rich records can be wonderful for explaining how complex phenomena happened and how they might happen, but they can’t tell us when and where they will happen.” We stay in an understanding economy where success is a situation of fixing issues and devising the next huge idea. “we had to unlearn a great deal of what we thought we knew about how war—and the world—worked. See what Amy Edmondson (amyedmondson1) has discovered on Pinterest, the world's biggest collection of ideas. “The two major determinants of idea flow, Pentland has found, are “engagement” within a small group like a team, a department, or a neighborhood, and “exploration”—frequent contact with other units. We covered the bright white surfaces with multicolored words and drawings, erased, and then covered again. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole. “Mulally’s goal at Ford, like ours in Iraq, was to wire all his forces together to produce an emergent intelligence and create shared consciousness.” When we stopped holding them back—when we gave them the order simply to place their ship alongside that of the enemy—they thrived.” This mirrored the trust that enabled our small teams to function.”
', 'we nurtured holistic awareness and tried to give everyone a stake in the fight.
“The first was extreme, participatory transparency—the “systems management” of NASA that we mimicked with our O&I forums and our open physical space. “Complex systems are fickle and volatile, presenting a broad range of possible outcomes; the type and sheer number of interactions prevent us from making accurate predictions.” Make sure you check back regularly for live blog updates.Get my latest posts regularly and become a better leader. Related to Amy Edmondson Related to Amy Edmondson Filters Clear All DONE. “British anthropologist Robin Dunbar theorized that the number of people an individual can actually trust usually falls between 100 and 230 (a more specific variant was popularized by Malcolm Gladwell as the “Rule of 150” in his book Outliers” “In a resilience paradigm, managers accept the reality that they will inevitably confront unpredicted threats; rather than erecting strong, specialized defenses, they create systems that aim to roll with the punches, or even benefit from them. “In a complex world, disturbances are inevitable, making such a capacity to absorb shocks increasingly important.” But the leader’s access to information is not the problem. Post was not sent - check your email addresses! “The reality is that small things in a complex system may have no effect or a massive one, and it is virtually impossible to know which will turn out to be the case.” Be the first to learn about new releases! I also would like to invite you to join myself, Rick Warren, Nona Jones, Bob Goff, Carey Nieuwhof, Mark Patterson and over 100 of today’s top Christian thinkers for the upcoming Just a great session! “Our players could only see the ball once it entered their immediate territory, by which time it would likely be too late to react. A massive collapse at the San José Copper Mine in Northern Chile has left 33 men trapped half a mile — that's two Empire State Buildings — below some of the hardest rock in the world. But the speed and interdependence of our current environment means that what we cannot know has grown even faster than what we can.” We dissolved the barriers—the walls of our silos and the floors of our hierarchies—that had once made us efficient. Impression management is second nature. Attention studies have shown that most people can thoughtfully consider only one thing at a time, and that multitasking dramatically degrades our ability to accomplish tasks requiring cognitive concentration. We became what we called “a team of teams”: a large command that captured at scale the traits of agility normally limited to small teams.” “Recent technology might appear to have closed the gap between leaders and subordinates. It’s not sufficient to be clever or hard-working, either. Welcome back.
As we discussed, this information can seduce leaders into thinking that they understand and can predict complex situations—that they can see what will happen. Standing around them, markers in hand, we thought out loud, diagramming what we knew, what we suspected, and what we did not know.
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