Jazzinbusiness @ Henley

Jazzinbusiness @ Henley KM Forum

Henley‐on‐Thames, 11 June 2008

http://en.wikipedia.org/wiki/Kind_of_Blue

Tapscott, D., & Williams, A. D. (2006). Wikinomics : how mass collaboration changes everything. New York: Portfolio.

Agenda

10.30 Introduction to jazzinbusiness and

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphors

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Zopa

www.zopa.com zie ook www.prosper.com www.boober.comwww.kiva.org

Communicative Selfsteering

Cornelis, A. (1998). Logica van het gevoel, filosofie van de stabiliteitslagen in de cultuur als nesteling der emoties (Achtste vermeerderde druk ed.). Amsterdam, Brussel, Middelburg: Stichting Essence.

Consumer

Markillie, P. (2005, March 31st). Crowned at last, a survey of consumer power. The Economist.

Talent

Wooldridge, A. (2006, October 7th). The battle for brainpower, a survey of talent. The Economist, p. 15.

New Options

http://worldbenefit.case.edu/

www.visualcomplexity.com

Fayol, H., & Coubrough, J. A. (1930). Industrial and general administration. [London,: Sir I. Pitman & sons, ltd.

Porter, M. E. (1998). Competitive advantage : creating and sustaining superior performance : with a new introduction (1st Free Press ed.). New York: Free Press.

Four kinds of issues

Predictable, management, time, money

Unpredictable, leadership, intangibles, patterns

Simple Order

ComplicatedComplex

Chaotic

Adapted from Snowden, D. J., & Kurtz, C. F. (2003). The new dynamics of strategy, sensemaking in a comlex-complicated world. IBM Systems Journal, Fall 2003, 1-23.

Value Network

Allee, V. (2003). The future of knowledge : increasing prosperity through value networks. Amsterdam ; Boston: Butterworth-Heinemann.

Intellectual Capital

Sveiby, K. E. (1997). The new organizational wealth : managing & measuring knowledge-based assets (1st ed.). San Francisco: Berrett-Koehler Publishers.

Network Centric Operations

Perry, W. L., & United States. Navy. (2002). Measures of effectiveness for the information-age Navy : the effects of network-centric operations on combat outcomes. Santa Monica, CA: Rand.

It’s not the instrument itself, but how you play it

Linux en Wikipedia

Carr, N. G. (2007, 31-5-2007). The Ignorance of Crowds. Strategy and Business.

Jazzinbusiness

Barrett, F. J. (1998). Creativity and Improvisation in Jazz and Organization: Implications for Organizational Learning. Organization Science, Special Issue: Jazz Organizing and Improvisation, 9(5), 605-622.

Reliance on retrospective sense making

“The improviser may be unable to look ahead at what he is going to play, but he can look behind at what he has just played; thus each new musical phrase can be shaped with relation to what has gone before. He creates his form retrospectively. “

Ted Gioia

Embracing errors in an aesthetic of imperfection

“Fear no mistakes, there are none. “Miles Davis

Provocative competence

"The music is struggle. And what most leaders are the victim of is the freedom not to struggle. And then that's the end of it. Forget it!“

Keith Jarrett

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphors

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphors

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Worldcafé round 1

Using the jazz metaphor, what specific things can I do to improve the quality of conversations in my 

organization?

Errors?Provocative CompetenceRetrospective sensemaking

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphors

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphor and 

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Key findings of cognitive science

The mind is inherently embodied

Thought is mostly unconscious

Abstract concepts are largely metaphorical

A warm smile

Lakoff, G., & Johnson, M. (1999). Philosophy in the flesh : the embodied mind and its challenge to Western thought. New York: Basic Books.

Abstract reasoning relies on physical experience

The man is a lion

Andriessen, D. (2006). On the metaphorical nature of intellectual capital: a textual analysis. Journal of Intellectual Capital, 7(1), 93-110.

Automatic selection of relevance

Continuous negotiation and dialogue towards dynamic synchronization

“With Miles, it would get to the point where we followed the music rather than the music following us. We just followed the music wherever it wanted to go. We would start with a tune, but the way we played it, the music just naturally evolved.“

Buster Williams

Shared orientation towards minimal structures that enable maximum flexibility

“By making do with minimal commonalities and elaborating simple structures in complex ways, players balance autonomy and interdependence. “

Eisenberg

Taking turns, soloing and supporting

“Usually we think a great performances create attentive listeners. The notion of taking turns suggests a reversal: attentive listening enables exceptional performance.”

Paul  Berliner

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphor and 

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

World café round 2

How can I use the jazz metaphor to create more freedom in my organization without losing control?

Minimal Structures

Dynamic Synchronization Taking Turns

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphor and 

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Agenda

10.30 Introduction to jazzinbusiness

Three individual principles in Jazz

11.15 Short Break

11.30 World café round 1

12.15 Lunch

13.15 Introduction to conceptual metaphor and 

Three group principles in jazz

14.00 World café round 2

14.45 Tea break

15.15 Organizational Improvisation Café

16.30 Reception

Organizational Improvisation Café

How can we create a groove in our organizations?

Dynamic SynchronizationMinimal Structures

Taking Turns

Errors?Provocative CompetenceRetrospective Sensemaking

Thank you very much

• More information about jazz in business:– http://www.v‐work.com website v‐work strategy

– http://www.jazzinbusiness.nl website

– http://businessjazz.blogspot.nl weblog Sergej

Questions?Sergej van Middendorp:

Sergej.van.middendorp@v‐work.com

+31645696035