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“I once had a really great idea and sent it in an email to the MD but it was ignored. That’s why I’m not going do anything innovative again” I have heard stories like this on many occasions and the association between innovation – or the lack of it – has become clear in my mind. Innovation does not occur easily in a space where there has been a history of corporate violence. In fact, I’d go as far as to say that innovation can only occur in the context of a safe space. [...]
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Rituals and events are both important in both change management and KM work and practitioners need to have a clear understanding of how rituals and events are important.Rituals and events present an opportunity to reinforce certain value systems, stories and ideas. They can be used to reflect on the past, celebrate a moment in time and also create focus for the future [...] In almost every corporate environment in which we work, I often see computerised coffee percolators and espresso machines on every floor. I have often wondered why caffeine is so much part of corporate culture and how people casually adopt the language of cafe society in everyday conversation. I often hear ‘Let’s meet over a cup [...] A paradigm is a self-consistent set of ideas and beliefs which acts as a filter, influencing how we perceive and make sense of the world. The way in which we often structure our organisations is based on the model of a Egyptian pyramid and is an example of a paradigm. Other examples of paradigms include – how to make bread, what a bed looks like, the characteristics of a chair that lend the idea of “chairness”, the general features of a ship or an aircraft and so on. [...] An interesting story I heard from our facilities manager Hilda Magenge who spent the night in Alexandria Township last night guarding her mother’s home.The evening of the (13th May, 2008) was the night the newspapers refer to as a door-to-door purge driven by Xenophobia. Hilda tells us that ‘people in the hostels who have no [...] All knowledge comes from the questions we ask. The following questions are particularly useful in the context of corporate or even a family. What comes to mind when you ask these questions? What is going on? How do we know? Where else is it going on? Who cares? Who is responsible? How does it happen? [...] I have come to identify some of the factors that act as fundamental inhibitors to KM in organisations. These seem to lie mainly in political machinations, passive aggression, delaying tactics, unreturned emails and phonecalls and intriguiging on the part of organisational roleplayers. Unfortunately, these traits make it very difficult to practice KM in this kind [...] Malboro Man tops imaginary icons list http://www.news.com.au/story/0,23599,20601870-2,00.html From correspondents in New York October 18, 2006 07:24am THEY influence everything from how we look and act to eat and speak and have even helped sway the course of history – but they are not real. And topping a list of “The 101 most influential people who [...] Malboro Man tops imaginary icons list From correspondents in New York October 18, 2006 07:24am THEY influence everything from how we look and act to eat and speak and have even helped sway the course of history – but they are not real. And topping a list of “The 101 most influential people who never [...] The important thing is this: To be able at any moment to sacrifice what we are for what we could become. – Charles Dubois The cure for boredom is curiosity. There is no cure for curiosity. Rewiring the mammalian brainA new discovery from the Brain Mind Institute of the EPFL (Ecole Polytechnique Fédérale de Lausanne) shows that the brain rewires itself following an experience. The research further shows that this process of creation, testing, and reconfiguring of brain circuits takes place on a scale of just hours, suggesting that [...] Bill McCarthy of Penna consultants addresses six common reasons why organizational C. fails and suggests an approach that focuses on people within a “before, during and after” timeframe. McCarthy’s 6 reasons why organizational C. fails are: People planning comes last (Organizations plan the financials, the operations, the marketing and selling, but few plan the people [...] |
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