Clouding enables beautiful things - talent management in a new way. Why don’t we speak more often about Human Capital (HC) instead of Human Resources (HR)?
Posts from the ‘Social Business – Enterprise 2.0’ Category
Knowledge workers must change, adopt and adapt: the way we learn, listen, help, discuss, search, collaborate, combine, produce, and create value.
Focus on people practices, have healthy attitude towards control and risks, nurture relationships, networks & innovation, think power balance and ‘people units’.
This is a summary post of the topics I have been writing about during 2011. Topics as the Culture of Curiosity, Listening and Respect, Trust-based Collaboration, and the Wrong Lind of Silence.
I’ve earlier blogged about how I find intuition and seeing the value of the tacit knowledge as very interesting perspectives for the decision-making. As social business and new ways of working are now changing the organizations and the entire business landscape, and further adding to the complexity – I’ll find it even more interesting to study decision-making and how understanding is created.
I was looking for something else from my bookshelf and found the good old book by Stephen P. Robbins “Essentials of Organizational Behavior”, and randomly checked out the chapter about individual differences in decision-making. What I found was an interesting quadrant that describes the leadership styles related to the decision-making, it has two axes: Way of Thinking and Tolerance for Ambiguity. The four styles of decision-making are: Directive, Analytical, Conceptual, and Behavioral.
In a recent blog post Harold Jarche – a great knowledge source for smart work and learning – described his view on how real value creation happens at the edge of organizations and requires different management and communications practices.
I stumbled upon a beautiful video about Michael Wolff, an acknowledged British graphic designer. I am not a part of the design professionals’ clan, but his message touched me. I think his way of thinking is applicable to all of us knowledge workers who are trying to cope with the changing work environment.
We need new structures of work, language bath, and the process of helping.
Yes, I am recalling the attempts we made in order to build a platform for a global wholesale distribution, the concept was called as Virtual Enterprise.
It is now most interesting to follow the discussion about social business design and to find many similar perspectives.
Simultaneously with The Power of Pull, a warmly recommended read, I have been re-reading older European research about business process design (pdf), written by two Swiss gentlemen Elgar Fleisch and Hubert Österle. Already eighteen years ago (!) in 1993 they created an interesting concept of Integration Area that refers to organizational processes which are characterized by high dependency, and therefore require a high degree of coordination.
They discuss the complexity of inter-organizational networking which is associated with human interaction, organization structure, and the culture. In order to reduce this complexity, Fleisch and Österle presented the Coordination Areas. The five coordination areas that are highly dependent of each other are: Supply Chain Management, Relationship Management, Innovation, Infrastructure, and Organization Development.