The future of work needs to remain optimistic to improve the living conditions for all. And fight inequalities to lessen social-atomism.
Complexity, like lightning storms, arrives and SCREAMS for a time; you navigate it and learn, things calm, and it happens again.
With innovation and complexity within your work, Nine Windows will develop new paths and emergent strategies for making a change.
How you approach the complexity and uncertainty of your decision making and planning will impact how employees and customers view your attempted solutions. Are your attempted solutions seen as learning opportunities or blame opportunities?
Images from “Behind You” by Brian Coldrick Bad things happen within your team and company. Plus, the bad stuff hides when culturally and behaviorally being the bearer of bad news is punished or burdened with management hyperbole “Don’t bring me problems, bring me solutions.” Working with management teams the surprise or lack of knowledge about potential … Continued
“Workplace complexity dwells in set(s) of options about what is possible rather than a set of options about what is probable.” – Simple Habits for Complex Times. Sitting with a senior management team, we were talking about how to understand and prepare the company to work through workplace complexity and change; one of the managers said, … Continued
Goal Setting and achieving goals is impossible in an environment where the goal changes, moves as you make progress, you have little to no control over other people, who are required, to achieve the goal external forces (government regulations, laws) that change their focus are an intricate partner in controlling the goals or in completing … Continued
Consulting a team of managers in the Understanding organizational complexity and change process, one of them asked me what types of questions I may ask a team or person to understand better how to support their progress in change and complexity. I smiled, and we worked out a series of questions. Many of them are … Continued
This activity is meant to illustrate that what works best in innovation and rapidly changing environments needs a different leadership and team approach.
Organizations and people are not gullible because they believe statements that appeal to them or really would like a way to make sense of a complex interactional workplace. The experiment shows that 84% of us have shared concerns, beliefs, needs, and areas where we feel weakness but do not think that others share these challenges.