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  Should we give up on the big organizations?

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off. If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or ...more »

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off.

  If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or style that spreads from person to person within a culture). Our problem is that larger organizations have an arsenal of defense systems in place to ensure cultural change is minimized. Most organizations aren’t aware of these. They come in the form of: new hire workshops, management development programs, trainee programs and quality and control departments with their endless streams of procedures and guidelines. These defenses freeze the current dominant memes and hunt new ‘threatening’ ideas with a ferocity which reminds us of the Spanish Inquisition.

  What I want to do in this session is to explore and discover ways to bypass or destroy those defense systems. I have some ideas, but definitely not the answer (else this session was called: “Do X to save big organizations”). I hope some creative and caring people want to join this open session and find some answers. Because I really don’t like the idea that larger organizations are beyond rescue.

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  Submitted by Community Member 10 months ago

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  Management and corporate culture hacking

  This week, at the the first Stoos satellite Berlin meetup, Simon came up with the term 'hack' as something he would like to take home from the Stoos stampede. I'd like to build on this idea and propose a session about hacking the corporate and management culture. “Cultural Hacking can be understood as infiltration into systems and the changing of their coding. It is a critical, often even subversive game with cultural ...more »

  This week, at the the first Stoos satellite Berlin meetup, Simon came up with the term 'hack' as something he would like to take home from the Stoos stampede. I'd like to build on this idea and propose a session about hacking the corporate and management culture. “Cultural Hacking can be understood as infiltration into systems and the changing of their coding. It is a critical, often even subversive game with cultural codes, messages and values.” (Johannes M. Hedinger, http://culturalhacking.wordpress.com/cultural-hacking/).

  Using the concept as a metaphor I would like to collect or design hacks, that could potentially change (management) culture within organizations. The intended outcome of the session is a list of actionable Stoos hacks. A hack would have a brief description like a how-to, the context, the issue it tackles and a way to find out if it is working.

  For inspiration:

  Here's a 5:24 clip with Seb Paquet explaining the concept of a culture hacker: http://www.slideshare.net/sebpaquet/how-to-become-a-culture-hacker-seb-paquet-ignite-2010

  Here's an art work by Francis Alÿs: http://www.haaslab.net/2012/06/when-faith-moves-mountains.html as a great example of a cultural hack - the hardest part (as always) is finding out how to measure success.

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  Submitted by stefan.haas 11 months ago

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  Organize for Complexity. How to make work work again

  In this session, we will discuss the urgency and the vision for organizations to become truly robust for complexity, as well as fit for human beings, in order to make work work again for the individual, and for organizations as a whole.  We will also discuss how that can be done, from the point of view of internal and external change agents. INTRODUCTION. The notion of dividing an organization into functions, and ...more »

  In this session, we will discuss the urgency and the vision for organizations to become truly robust for complexity, as well as fit for human beings, in order to make work work again for the individual, and for organizations as a whole.

  We will also discuss how that can be done, from the point of view of internal and external change agents.

  INTRODUCTION. The notion of dividing an organization into functions, and then departments, is fundamentally flawed. By dividing a firm into functions, and then departments, you actually impede work flow, build organizational territories, and drive out initiative and entrepreneurial thinking. But companies have done exactly that for ages.

  The alternative to this, however, has not been that clear, until recently. Even though theory abounds, and there are convincing examples out there of companies, that have lived the alternative - sometimes for decades.

  We will explore, or start to explore, the theoretical and practical gap that must be closed to build, and sustain, organizational models of a kind that is different than the current organizational standard.

  METHOD. Joint agenda setting. Conceptual inputs. Discussion & dialogue.

  QUESTIONS we will probably seek to address & discuss:

  - How to deal with growing organizational complexity?

  - How to adjust a growing organization, without falling into the bureaucracy trap?

  - How to become more capable of adapting to new circumstances, as an organization?

  - How to overcome existing barriers to performance, innovation and growth?

  - How to become an organization more fit for human beings, and achieve higher engagement?

  - How to produce profound change, without hitting the barrier?

  - How to help orgnizations (your own, or clients), to undergo profound, transformational change in this direction?

  WARM UP FOR THIS. Any of the following high-content papers may serve to warm you up for this session, if you like: www.betacodex.org/node/1223 and www.betacodex.org/node/389 and www.betacodex.org/node/390 and www.betacodex.org/node/896

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  2 comments for Idea: Organize for Complexity. How to make work work again

  Submitted by Niels Pflaeging 11 months ago

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  Learning for complexity. New approaches for knowledge-building

  It’s a fact, we are living in the ever increase complexity times, as “change agents”, we still want organizations and their leaders to change their mindset so they can better perform within such circumstances. Now, think about it, if change and learning walk hand in hand, in order to enable organizations to achieve that goal, shouldn’t we radically change the way we’re educating and advising those organizations and their ...more »

  It’s a fact, we are living in the ever increase complexity times, as “change agents”, we still want organizations and their leaders to change their mindset so they can better perform within such circumstances. Now, think about it, if change and learning walk hand in hand, in order to enable organizations to achieve that goal, shouldn’t we radically change the way we’re educating and advising those organizations and their members?

  In this conversation, I want to “provoke” us to understand that in order to embrace and succeed in complex systems, the existent models for knowledge development will have to change, and a lot! Books, lectures, training courses, consultative approaches are not enough anymore. The new era requires organizations to construct knowledge, not acquire it, and the best way to do that is by learning from peers (other organizations) and not from proxies (consultants). A learning process based in dialogue (not lectures); free flow of ideas; filled with multiple perspectives and with no expert-based solutions.

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  4 comments for Idea: Learning for complexity. New approaches for knowledge-building

  Submitted by Alexandre Magno F. 1 year ago

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  Being the change you want to see in the world

  So here we are, changing the way organizations are being managed. Whether or not we are "managers" ourselves, we are part of "managing" our organization. One way or another. That's why I like Mohandas Karamchand Gandhi's saying "be the change you want to see in the world." It reminds us that all change starts within ourselves, as a light for people to follow. So...how can we be lights that initiate change? I hope this ...more »

  So here we are, changing the way organizations are being managed. Whether or not we are "managers" ourselves, we are part of "managing" our organization. One way or another.

  That's why I like Mohandas Karamchand Gandhi's saying "be the change you want to see in the world." It reminds us that all change starts within ourselves, as a light for people to follow.

  So...how can we be lights that initiate change?

  I hope this question will be on anyone's mind anytime, session or not. Nevertheless, this session will focus on finding two treasures:

  1. What is holding us back?

  2. What can we do to become a change-initiating light?

  I have plenty of experience from many experiments I did during the years and I am sure you have no lack of them either.

  Bring your light or let your light be lit.

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  Submitted by pverheij 1 year ago

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  28 votes

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  Management is dead! Grasping the new model & methods for change

  Management, the organization technology, is based on fundamental principles that we inherited from the industrial age. Those principles were good enough for that time and indeed led to fantastic increases in efficiency in the past. Today, however, these principles prove toxic and stand in the way of motivation, effectiveness, innovation, success, and indeed work. In ths session, the aim is to understand and reflect upon ...more »

  Management, the organization technology, is based on fundamental principles that we inherited from the industrial age. Those principles were good enough for that time and indeed led to fantastic increases in efficiency in the past. Today, however, these principles prove toxic and stand in the way of motivation, effectiveness, innovation, success, and indeed work.

  In ths session, the aim is to understand and reflect upon the principles that make "management" what it is, to understand and discuss the alternative set of principles for a "new model" that is fit for complexity and human beings, and to also debate viable concepts for organizational transformation. We will discuss theory, but also the examples of "new model" pioneers that have been out there for a while.

  METHOD. Joint agenda setting. Conceptual inputs. Discussion & dialogue.

  Concepts covered in this sessions will stem from complexity theories, social sciences and research from the Beyond Budgeting and BetaCodex movements, among others.

  Two content-rich, visualized papers that you can take a look at to get in the mood for this session, in advance: www.betacodex.org/node/1223 and www.betacodex.org/node/896

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  3 comments for Idea: Management is dead! Grasping the new model & methods for change

  Submitted by Niels Pflaeging 1 year ago

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  Indicators for Companies Culture and How to Change

  I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy. I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session: 1. How can a companies culture be described (and ...more »

  I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy.

  I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session:

  1. How can a companies culture be described (and maybe even measured?)?

  2. How can I know what culture exists in a given company? Again, can I even "measure" it?

  3. How can then a company culture enabling stoosian behaviour be described?

  4. What are the benefits of a stoosian company culture? What are stoosian companies good at? What are they not good at?

  5. What are indicators for a stoos-compatible culture in a company?

  6. What are indicators for a non-stoos-compatible culture in a company?

  7. What are necessary preconditions to change a companies culture?

  8. What are show stoppers for cultural change?

  9. What are good practices for cultural change?

  Does anybody else find this topic interesting? Maybe it's to much for one session?

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  5 comments for Idea: Indicators for Companies Culture and How to Change

  Submitted by fabian.schiller 1 year ago

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  Leading change good practices

  As an external change agent one of the things you have to come up with is some kind of adoption plan. It is debatable if change can be planned and managed but as a consultant you cannot just tell your potential client that you'll just inspect & adapt... well you can but you will probably not get hired if you do! I would like have a working session where people can discuss and exchange their favorite practices/techniques/workshops ...more »

  As an external change agent one of the things you have to come up with is some kind of adoption plan. It is debatable if change can be planned and managed but as a consultant you cannot just tell your potential client that you'll just inspect & adapt... well you can but you will probably not get hired if you do!

  I would like have a working session where people can discuss and exchange their favorite practices/techniques/workshops for leading change.

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  Submitted by cesario 1 year ago

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  5 votes

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  Dealing with Generation Bottleneck

  As change agents, we've all faced this issue: "yeah, those ideas are great, I'm eager to try them, but my boss won't let me". Many times it's just plain cognitive dissonance, a way to step out from the difficult task of changing the system by finding some fictitious reason that justifys your surrender, but on many other cases it's a real problem: a generation of Command-and-Control-ish managers that have been trained ...more »

  As change agents, we've all faced this issue: "yeah, those ideas are great, I'm eager to try them, but my boss won't let me". Many times it's just plain cognitive dissonance, a way to step out from the difficult task of changing the system by finding some fictitious reason that justifys your surrender, but on many other cases it's a real problem: a generation of Command-and-Control-ish managers that have been trained for decades on Tayloristic, hierarchical ways of managing enterprises. How do we deal with that?

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  Submitted by angel.medinilla 1 year ago

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  Using Personal-Professional Growth to Adapt Business Cultures

  Biologically the same principles that govern our growth and evolution as a person govern the beliefs and mindset underpinning business cultures. What if we applied that knowledge to accelerating adaptability and ability to see and work with what we can't see... The forces that create results, both intentional and unintentional.

  2 comments for Idea: Using Personal-Professional Growth to Adapt Business Cultures

  Submitted by Dawna Jones 1 year ago

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