Social Business, Power Balance and Trust
For a knowledge worker, it's no longer enough to be a good team player, you have to be a good network player. My preso in the International Woman’s Day @ Finnish Technology Industries.
Posts tagged ‘Lang Davison’
Mar 17
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Jul 30
Systems Intelligence, Serendipity and Listening for the Better Decisions
A beautiful moment I managed to capture in the Helsinki summer!
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.
Decision-Style Model. Source: A.J. Rowe and J.D. Boulgarides, Managerial Decision Making (Prentice Hall 1992)
Apr 17
Embracing Chaos with a Little Help from My Friends
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.
My Nostalgia Trip to Pre Social Business
As part of my unlearning and learning process towards better understanding of Social Business I’ve been thinking back the time I worked for a Swedish Supply Chain Management (SCM) company IBS.
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.
