Are You Following the Signs?
Last night, my yoga practice of heart-opening twists wrung some very heavy energy out of my being. I could not connect to the reason why I felt such heaviness in my body, but I did recognize how important it was…
Adaptive Enterprise Models – A Stress Test
I recently blogged about three new workplace contexts in which we find ourselves plying our 21st century trades – Adaptive Enterprise Models. Of course the real stress test for new thought models is “Do they hold up against recent evidence…
Competition: Unresolved Sibling Rivalry?
Take two kids in competition for their parents’ love and attention. Add to that the envy that one child feels for the accomplishments of the other; the resentment that each child feels for the privileges of the other; the personal…
Emerging Organization Design — Part IV: Design Elements
Organizational designs that facilitate variety, change and speed are sources of competitive advantage. Jay Galbraith, 1995 Organization design — the reshaping of organization structure and roles — attempts to effectively align structure, processes, rewards, employee skills (including mind sets) and…
To Meditate is to Be
Just as we are moving from experiencing 3D to 4D in the movie theatre, our world seems to be moving from three levels of consciousness — waking, sleeping and dreaming — to accepting a fourth state — meditation. As early…
Emerging Organization Design — Part III: Design Principles of Adaptive Enterprises
In my previous blogs on emerging organization design for the 21st century, Part I and Part II, I shared the output from several years of inquiry and action research conducted by the Socio-Technical Systems Roundtable (STS-RT) Discovery and Integration Teams. …
Uncertainty’s Landing
One of my greatest challenges in living fully present is to stand confidently in the stillness of emergence. You know that place . . . where nothing seems to be happening . . . where it feels as though nothing…
Emerging Organization Designs – Part II: Models of Functioning
Last week in Part I, I briefly specified three organizational forms of Adaptive Enterprises that we are seeing in today’s world of work – 1) Hierarchically-integrated, Decentralized Organizations 2) Value Realization Networks 3) Social Eco-systems The images (transformation process models)…
A Time for Sharing
When the fruit is ripe, it drops from the tree by itself. . . . [I]t falls—not because it has been forced to fall, or has made the effort to jump, but because the tree has recognized its ripeness and…
Emerging Organization Designs – Part I: Models of Form
If you have been following previous blogs, you will recall me mentioning an STS-RT (Socio-Technical Systems Roundtable) research and discovery process in which I am involved. The journey my colleagues and I ventured into was to understand and document changing…
Culture Change: Keep your Values, Change your Ideals
Recently, I worked with my local urban transit corporation to transform their command and control culture. Why? The internal relationships between management and bus operators brought them to the edge of strike action. Resentment in the workplace had become so…
Ideal or Shadow: Which Rebel are You?
People who know themselves have the power and magnetism of confidence. This charisma draws others seeking self-knowing. Why? Because an enlightened person cannot be enslaved or imprisoned. The enlightened [person] is the greatest stranger in the world; [s]he does…