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Leadership in a knowledge economy
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The most restrictive habit of thought is to test all new information against what you already know. It's the perfect way to stay where you are.
Napoleon HillThe Law of Success
1. Broader cultural context
2. Organisation culture
Information Age
Industrial Age
Agricultural Age
Ideas Age
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Time
The biggest lesson of today is the asymmetry between past and future.
Nassim Taleb, Professor Uncertainty StudiesUniversiteit van Massachussets
The future will be so different that
the main skill will no longer learning but unlearning…
C.K. Prahalad
How smart is your right foot?
One brilliant idea can yield a higher return in the new economy than a lifetime of hard work and still we choose the hard-working paradigm
from the Industrial Age
The problem is not to come up with new ideas but to get the old patterns that are so strongly rooted in us to give up
John Manyard Keynes
The world is boring for annoying people and ‘this same world’ is interesting for fascinating people…
The main thing I want to tell you is not that you must think positively, but you should think in possibilities. Mindset, say the way you look at things by default, is much more important than positive thinking.
Most people see problems everywhere, I see opportunities everywhere.
Jay AbrahamThe world's most expensive consultant$ 50.000 per day
An entrepreneur in Chicago owned three dry cleaners that made four times more profit than the industry average. He hired Jay for a day to inspire his expansion plans .Jay suggested a paradigm shift: instead of looking how he could open more dry cleaners Jay helped the entrepreneur to license his unique concept to 2000 other dry cleaners at $ 200 per month. This entrepreneur now earns $ 400,000 per month with the same three dry cleaners
Information Age
Industrial Age
Agricultural Age
Ideas Age
Va l ue
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Many of our mental models originate from the Industrial Age.
Object world
Digital world
World of possibilities
.
Benoit Mandelbrot Sterling Professor of Mathematical Sciences at Yale University Originator of FRACTAL MATHEMATICS
As the number of connections in the world increase organizations and markets behave more and more like living complex ecosystems. Within such an environment you can not rely anymore on models based on the normal distribution
Information Age
‘netwerk’
Industrial Age ->
‘machine’
Transformation Age‘living ecosystem’
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Time
Ecosystems do not evolve linear
but fractal (with quantum jumps)
Fractals are 'self-similar scales’ which you can compare with the orbits of electrons around a nucleus. In order to change tracks, an electron has to make a quantum jump. So ecosystems also make evolutionary quantum leaps.
In the quantum world of ideas and possibilities, the 'normal' is totally irrelevant. The peaks are in charge. Harry Potter for example. And Google. And Facebook.
The key to success in the 21st century is 'Creative Collaboration', the fractal combination of three ingredients: ideas, information and relationships.
Jay Abraham
Fractal thinker
From $ 20,000 per year to $ 13,000,000 in less than 1 year by exchanging unsold advertising slots on radio and TV networks
against the total profit on the first order ICY HOT.The founders of Icy Hot became rich of the repeat orders.
One year later they sold their company for $ 60 million. Two years after their "day with Jay Abraham" they
had a capital of $ 60 million…
The creative organization: ‘networked unique individuals'
Imagination is more important than knowledge in the ideas economy...
But how do you 'manage' your imagination?
Tom Peters
1. Broader cultural context
2. Organisation culture
Culture determines how we ‘collectively look at things’ and
sometimes also how ‘collectively blind’ we are…
Vision
Results
Strategy/resources
Objectives
Processes
Vision
Results
Strategy Culture
Attitude & behavior
“Wat’s normal here ?”Objectives
Processes
Quantum physicist and philosopher David Bohm defined culture as:
“How we collectively give meaning to events”
Culture is the invisible bridge OR
the invisible cliff between planning and execution.
Vision
Results
Strategy Culture
Attitude & behavior
IMPLICIT NORMSObjectives
Processes
Although you can not be successful without capital, technology, strategy
and good quality products or services, culture determines how successful you will be
with these resources…
Culture
Strategy
When strategy and culture collide with
each other, culture will win ...
Culture explains why over 70% of all change projects ultimately fail.
Nothing reflects more a group culture than the conversations we have with each
other or do not have.
A woman comes in for a throat operation, and
awakes with a toe amputated ...
Research showed that six different people had asked themselves questions about what the doctor did, but no one had said actually anything.
The lady lost her toe because of the culture in the hospital ...
A research team from Stanford University has researched the secret of the 1% most extraordinary organizational
culture. Their conclusion was that the secret of the most productive cultures exists
in the ability to constructively keep communicating when subjects become heavily emotionally charged ...
In these cultures a breakthrough occurs
every time whereas degradation takes
place in other cultures.
Goleman and colleagues argue in a special issue about breakthrough leadership that for leaders in the ideas age, the management of the organization begins with managing their own emotional state.
Harvard Business Review
Emotionally unintelligent leaders create toxic organizations that in the short term will score under pressure, "but ultimately always fail”. Wise leaders create a safe and vital culture in which information is shared, where trust reigns, where people are willing to take healthy risks, and where constructive feedback contributes to group learning.
Natural environment
Va
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Natural environment
Va
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Work environment
Natural environment
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Work environment
Think environment
Natural environment
Va
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Work environment
Think environment
Feel environment
Working at
Moving around: A slide allows quick access from different floors ... There are also poles available ... they are similar to the ones used in fire stations
INNOVATION: Large boards are available just about everywhere because 'ideas don't always come when seated in the office' says one of Google’s managers.
LEISURE. Pool tables, video games etc. are available in many areas.
Communication... On each floor, there are private cabin areas where employees can attend to personal affairs.
Health: Professional masseurs (masseuses) available.
REST ... This room provides massage chairs that you control ... while you view relaxing aquariums ... !!!
Ambiance ... There are many books in this library ... even some about programming !!
Culture is not just ‘one of the things a CEO does’, it should be all he does.
Lou Gerstner Jr., former CEO IBM
All emotions are delays of the "creative response state”, the state-FLOW
Instant
Very fast
Fast
Slow
Slower
Slowest
Most open
Most closed
FLOW
FLOW is the best human experience
FLOW is what I call the process of total involvement in life, which causes spontaneous creativity and fun.
Mihaly Csikszentmihalyi
“You would like to know it all very carefully, however my idling, I even myself can’t explain, On the field it just happens.”
Johan Cruijff,Het Parool 11 januari 1966
Where do my ideas
come from?
I can not say for sure.
They
come spontaneously,
directly and indirectly.”
Ludwig von Beethoven
Albert Einstein
“Scientific breakthroughs have little to do with intellect.
There is always a leap in consciousness. You can call it intuition. The solution just
comes to you and you do not know how or why."
For spontaneous creativity, you need the higher emotional states
Instant
Very fast
Fast
Slow
Slower
Slowest
FLOW
For spontaneous creativity, you need the higher emotional states
Instant
Very fast
Fast
Slow
Slower
Slowest
FLOW Most open
Most defensive
Joy, passion
Enthusiasm
Conciliatory
Compassionate
Tolerant
Anger
Apathetic (passive)
7
6
5
4
3
2
1 Defensive
Open
If you want to measure the degree of openness of a culture you have to look at the chronic emotional state
of the organization
The ‘GAP’…
De ideal culture(SYNERGIE/FLOW)
Most organisation cultures fit here
Joy, passion
Enthusiasm
Conciliatory
Compassionate
Tolerant
Anger
Apathetic (passive)
7
6
5
4
3
2
1
The ‘BRIDGE’ …
THIS IS THE BRIDGE: EMOTIONAL INTELLIGENCE DIALOGUE
Joy, passion
Enthusiasm
Conciliatory
Compassionate
Tolerant
Anger
Apathetic (passive)
7
6
5
4
3
2
1
De ideal culture(SYNERGIE/FLOW)
Most organisation cultures fit here
"Dialogue is the way to find and question our implicit standards.
Dialogue can therefore be very transformative. "David Bohm
Reactive -> proactive -> creative EQ
Spontaneous, creative
Resistance, closed
Prepared to contribute to solutions
Creative(FLOW)
Proactive
Reactive
Joy, passion
Enthusiasm
Conciliatory
Compassionate
Tolerant
Anger
Apathetic (passive)
7
6
5
4
3
2
1
The organisation with type 1 & 2 energy (reactive)
• Lack of Meaning• Feelings of powerlessness• Frustration• Open and suppressed conflict, mistrust• Many "automatic" behaviors (reactive)• Lack of choice• Drama Triangle very active• Many judge others, much gossip• With Accusations
The organisation with type 3 till 5 energy (proactive)
• At level 3 (tolerance) we see more cooperation, but no synergy - we 'tolerate' those we do not like
• At level 4 (compassion) we see genuine desire to help others- things are not as personally takenbut we still want people to 'change'
• At level 5 (conciliatory) we begin to bridge and create more synergy. We judge less.. We don’t want to change others anymore, we are more concerned with what we might do differently ourselves.
The organization with type 6 & 7 energy (creative)
• These types of organisations show more FLOW (spontaneous fun, spontaneous creativity), integration and coherence. There is wholeness (healing ...).
• Behavior is directed by wisdom
• Our emotional state is no longer dependent on others and situations - we are above the 'incentives'
• At level 7, creativity and intuition are the standard
• De X-factor is TRUST - OPENNESS
TRUST, the one thing that changes everything
Stephen M.R. Covey
Characteristics of a culture with TRUST: •Information is shared•There is a high tolerance for making errors in learning•The culture is innovative•People are loyal (vs. absent) •People can be open & direct•People can count on each other•People are happy with each other's success•There are ’few meetings’ after the meeting•Transparency prevails•People behave authentic•There is a high degree of commitment and responsibility •Vital energy flows, a creative momentum
What is needed for an acorn to
transform into an oak?
A whole ecosystem of relationships
Try openness, respect and trust…
More you don’t need.
Once we respect the inherent principles of a
complex ecosystem, growth and prosperity will
automatically occur.
