I am still meddling with wording how to connect: - what I see: now the Future Value of any big organisation is measurable because structurally it is a relationship system, so already spinning goodwill or badwill (measuring the spin and its speed is mathematically simple once a leader voices that question) AND what only open space facilitators are likely to facilitate as such a measurement and corporate governance breakthrough poses the mother of all conflicts in any big boardroom
SO IF ANYONE feels that propagating the following sorts of words could lead somewhere interesting do tell me, chris macrae [email protected] , www.valuetrue.com DIRECTING INNOVATION – WHY SERVICE/KNOWLEDGE ORGANISATIONS UNDERPERFORM In service/knowledge sectors, Innovation is a systemic quality. Quite simply this means that its governance needs to be transparently energised in people’s relationships both from the top and all around. Society can now see what depressing consequences compound wherever a large organsiation fails this governance test, due to lack of awareness, irresponsibility or the extreme management pressures that become corruption's gateway. 2 GREAT FAILINGS OF SERVICE/KNOWLEDGE SECTORS 1) The dynamics of value have been wrongly audited – this goes under various synonyms including the Intangibles Crisis or the decaying levels of trust flows between people and organisations. 2) Today’s catch 22 of organisational design: the greatest weakness in networking forms of organisation can be too little respect for hierarchy whereas the greatest weakness of old hierarchical organisations is too little respect for networking. In both cases the organisational definition of networking that needs to be uppermost is : focusing on making the most of people - their time, their greatest individual talents, and their relationship potentials to connect openly across boundaries which organisational lags may have over-structured. RESOLUTION OF THE INNOVATION CRISIS A) Make governance of goodwill (aka intangibles valuation) the responsibility of someone in the boardroom B) Know that in resolving the innovation crisis the nominated director will need to sort out conflicts with how the board has got muddled over the human contexts of relationships, most notably regarding employees’ times and particular talents. In parallel, there are likely to be deep failures in the people’s understanding of hierarchy (which a recent Harvard survey on Human Capital notoriously headlined that 96% of the workforce does not know how to do the strategy). It is probably the case that New Directors of Innovation will need the hi-trust support of an independent facilitator in organisational transformation who is intimately conversant with Open Space Technology. Throughout the last quarter of a century, this practical approach has assembled the diverse range of case benchmarks and understandings of conflicting human passions needed to interface with the simplest ways of mapping: • how to renew real networking between people • how to reward innovation of relevant inter-disciplinary communities of action learning whilst the biggest structural conflicts in the organisation are identified and changed. CASES OF UNRESOLVED STRUCTURAL CONFLICTS 10 to come * * ========================================================== [email protected] ------------------------------ To subscribe, unsubscribe, change your options, view the archives of [email protected], Visit: http://listserv.boisestate.edu/archives/oslist.html
