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The art and science of the possible

~ A celebration of non-zero sum thinking

The art and science of the possible

Monthly Archives: May 2013

The essence of management in 20 minutes

29 Wednesday May 2013

Posted by lnedelescu in knowledge, management

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Ackoff, Aesthetics, Art, complexity, Decision Making, Development, Hamel, Leadership, management, Ontology, philosophy, Sense Making, Snowden, Society, Systems

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From Harvard Business Review articles on entrepreneurship, to New York Times bestsellers on leadership and innovation, to the top management consulting firms’ whitepapers on effective change and transformation, management knowledge is a labyrinth more daunting than the discipline itself. One could probably fill an entire career with sorting the knowledge available on management, with no guarantee that at the end one would master the discipline of management.

And so, is there a twenty minute read that would capture the essence of what Gary Hamel appropriately calls the “technology of human accomplishment”?

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The irony of supply and demand in emerging economies as seen through the eyes of design thinking

22 Wednesday May 2013

Posted by lnedelescu in business, design thinking, Emerging Markets, human capital, society

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Abductive Reasoning, Absurdity, Advanced Economies, Centralized Economies, Centralized Planning, Design Thinking, Emerging Markets, Globalization, Ilf and Petrov, Information Technology, Innovation, Multinationals, Roger Martin, Supply-Demand, Validity Thinking

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Many of the countries now part of the emerging economies club can trace their recent history to totalitarian regimes and centralized economies. What centralized political and economic paradigms have proven to have in common is a proliferation of material shortages coupled with propaganda driven, unrealistic plans. And so, under such regimes, populations found creative ways to adapt by learning to by-pass absurd rules and plans and to find ways of obtaining much needed resources outside of official distribution channels.

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The mechanistic world view continues to be reinforced by Information Technology

22 Wednesday May 2013

Posted by lnedelescu in business, management, society, technology

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Analytics, Big Data, business, creativity, Frederick Taylor, Humanity, Information Technology, Knowledge Economy, Machines vs. Humans, management, Manufacturing, Mechanistic Thinking, Process, Production, Research and Development, Workflow, World View

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This will be a very short blog post. I am not going to make an elaborate argument. Rather, I would like the “evidence” to speak for itself. My thesis is that Information Technology (IT) continues to proliferate mechanistic thinking in business, more than a century after Frederick Taylor fathered the science of workflow analysis and labor productivity in a manufacturing intensive economy. While we’ve since moved on to the knowledge economy, we have yet to abandon manufacturing thinking.

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Why the “individuality disorder” is the great tacit crisis of our times and how complexity informed management can help resolve it

18 Saturday May 2013

Posted by lnedelescu in business, Communication, complexity, Crisis, future, human capital, management, Organizational Development, paradox, philosophy, society

≈ 1 Comment

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Ackoff, Ambiguity, Black Swans, business, complexity, Corporations, Disorder, Dissonance, Drucker Forum 2013, False Comfort, future, Hamel, Hollnagel, Humanity, Individuality, Industrial Revolution, management, Organizational Development, paradox, philosophy, Predictability, Professional Fulfillment, Resilience, Resonance, Scale, Snowden, Society, Taleb, Variance, Wall Street

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With all the benefits derived from the advances in standard of living, our modern society suffers from an apparent paradox which can be best paraphrased as “if everyone is special, then no one is”.

We strive for individuality even as the economic affluence required to express ourselves is increasingly tied to economies of scale and the uniformity they foster. We do our best to proclaim our uniqueness to the world on social media pages, but have to make use of highly standardized templates in the process. We share in the belief (and rightfully so) that the very success of our modern society depends on scale, yet it is precisely scale that appears to generate confusion when it comes to the most intimate aspects of our human identity.

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How subtle is the psychology of communication

14 Tuesday May 2013

Posted by lnedelescu in business, Communication, complexity, consulting, human capital, learning, Organizational Development, society

≈ 2 Comments

Tags

Coercion, Communication, Complex Adaptive Systems, complexity, culture, Cynefin, Dave Snowden, Human Behavior, Language, Leadership, Psychology, Resonance, SenseMaker, Slogans

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I ran into this blog by Dave Snowden and I was absolutely impressed with the insights he introduces on communication being a double edged sword: illuminating on one hand, or having the potential to be used to coerce. He proposes that context-devoid slogans found on corporate posters and value statements don’t serve any educational or inspirational purpose, and rather quite the opposite: they often become tools for coercion driving a compliance organizational culture.

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Severe business crisis turn-around: turning vicious “tailspins” into virtuous dynamics

13 Monday May 2013

Posted by lnedelescu in business, consulting, Crisis, strategy

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business, Business Development, Crisis Turnaround, Recovery, Risk, Selectivity, strategy, Tailspin, Vicious vs. Virtuous Cycles

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Just like aviation seems to have mastered the science of stable flight, so does business look stable and predictable from afar. But at a closer look tailspins are never far-away and remain a possibility. Many companies don’t go out of business over prolonged periods of decline, but rather suddenly. The warning signs for a vicious cycle are there, but the signals are usually weak and management overlooks them until it is too late. At that point revenue spirals downward, less money is available to pursue new business resulting in a reduced probability of getting business, and the enterprise is headed straight for a spectacular crash.

I will save the details for how a company enters tailspin for another blog, but here I want to focus on the key strategy to recover from vicious cycles, and even turn them around into virtuous ones.

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It all depends: the art of problem solving

10 Friday May 2013

Posted by lnedelescu in consulting, design thinking, innovation, knowledge, learning, paradox, problem solving

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Chaos, complexity, Consulting, Dave Snowden, Disruption, Entrepreneurship, Globalization, Innovation, Intractable Problems, Introspection, Knowledge, Learning, Methodology, Open Mind, Relativity, Risk, Roger Martin, Russell Ackoff, Self-Awareness, Wicked Problems

It all Depends

Over the last decade, I’ve lived globalization, entrepreneurship, change and crisis, complexity and chaos. I must have run into at least a dozen intractable, impossible, show-stopper, nerve-racking, all-or-nothing situations and at least several orders higher magnitude wicked problems. I also ran into the entire spectrum of human behavior, what the Clint Eastwood character would call the “good, the bad, and the ugly” (I would actually add the “irrational”).

About five years ago I also started an in depth study of the cutting edge thinking related to complexity and disorder. Finally I also studied and noted my own behaviors and responses in such circumstances; like Hansel and Gretel I traced my steps into the wilderness in case I ever had to find my way back. This ability to not only act but rationalize the act has served me well, substantially increasing my awareness and lowering my stress when faced with the new and unfamiliar. It has also resulted in a problem solving and sense-making body of work which I think rivals the best of what’s available on the market. I have yet to capitalize on all this, but I have learned to be patient.

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A visualization of “discontinuous evolution”

08 Wednesday May 2013

Posted by lnedelescu in complexity, design thinking, knowledge, management, Organizational Development, problem solving

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complexity, Discontinuous Change, Innovation, management, phase transitions, strategy

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In my blog entry arguing for a unified theory of management, I proposed that most top management reference a fundamental distinction between exploration of new knowledge (i.e. innovation) and exploitation of existing knowledge (i.e. efficient operations).

Business and indeed the entire society is caught in an evolutionary dynamic that balances exploration and exploitation – see David Hurst’s ecological perspective. While the exploitation cycle is amenable to incremental thinking, exploration appears to be prone to discontinuities – hard to predict leaps of logic.

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Towards a unified theory of management

07 Tuesday May 2013

Posted by lnedelescu in innovation, management, taxonomy

≈ 1 Comment

Tags

Ackoff, Christensen, complexity, Dave Snowden, David Hurst, Design, Fredmund Malik, Innovation, management, Management Theory, Peter Drucker, Roger Martin

Drucker-reading

Exploration vs. exploitation is a common thread amongst top strategy and management thinkers. Exploration is aimed at the future (strategy, innovation) while exploitation is more aligned with business operations, i.e. efficiency. Does this point to a unified management theory?

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Current HR practices, a significant liability for the world’s future

06 Monday May 2013

Posted by lnedelescu in business, capitalism, future, human capital, innovation, science, society

≈ 4 Comments

Tags

Christensen, Design, HR, human capital, Innovation, Roger Martin

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Some of my blog entries may be taken as theoretical exercises. While I make use of the latest thinking, most of the things I write about are in fact directly extracted from personal experience. It is my attempt to turn what could otherwise be called frustrations into constructive insights. I felt this short introduction was necessary simply to add a degree of credibility to what follows. Now let’s get back on topic.

Let’s start with a preview of my thesis. My argument rests on three observations: (1) innovation is vital to our future; (2) innovation is slowing down; (3) current HR practices are a contributing factor. Having argued my case, I will end by providing a few ideas on possible solutions.

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