Skip to main content

Aug
3
2011

"Mais, peut-on vouloir créer et gérer l’intelligence collective si on a peur de produire du désordre, de l’anarchie ? Depuis 10 ans que je travaille sur le sujet, j’ai toujours considéré que le simple fait de poser cette question était une forme de résistance au changement et que répondre à cette question était une perte de temps. Je pense aujourd’hui que je me suis trompé et, par ce billet, je vais donc réparer mon erreur."

collectiveintelligence change fear management paradoxicalmanagement organization paradoxicalorganization order disorder

  • « Une entreprise dans laquelle il n’y a pas d’ordre est incapable de survivre mais une entreprise sans désordre est incapable d’évoluer »
  • Qu’est-ce que le chaos ? Très simple : le chaos, c’est vous ! C’est l’individu dans sa capacité à créer du mouvement, à innover, à prendre des initiatives … bref à faire bouger les choses. A la question, faut-il avoir peur du chaos ? Je répondrais donc : avez-vous peur de vous ?
  • 1 more annotation(s)...
Jan
15
2009

What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.

downturn downsizing organization performance fear management control pressure risk creativity generationy generationme crisis

  • : If six people are left covering the work of 10, no one has time to think up new and better approaches to work. Invariably, people work harder and not smarter after a downsizing.
  • Adding to the problem is that people take fewer risks and become less creative. Creativity requires trial and error, and no one knows what happens to those who experiment with a new approach and then fail
  • 2 more annotation(s)...
Sep
1
2008

The reality is the tools need selling their use, value derived from them, the conceptual models around what they do, and easing fears. Adoption rates grow far beyond the teen percentages in organizations that take time guiding people about the use of the tools and services. Those organizations that take the opportunity to continually sell the value and use for these tools they have in place get much higher adoption and continued engagement with the tools than those who do nothing an

web2.0 adoption fear risk security enterprise2.0

1 - 4 of 4
Showing 20 items per page

Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »

Join Diigo
Move to top