Category: Intelligence
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Vorbei mit lustig
Da war dieser Artikel im Handelsblatt, bei dem gleich die Überschrift hängen geblieben ist “Die netten Jahre in der Führung sind vorbei.” Jetzt kann ja das Handelsblatt nichts dafür, aber der Titel fordert auf, mal hinter das Reaktionsmuster zu schauen. Was lernen wir von dem Ruf nach “Zahlenmenschen”. Also doch wieder Macht und Kontrolle, den…
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Gedanken zur Wahl – Teil 1: “Wächter des Stillstands”
Eine kleine Serie in vier Teilen (Teil 1, Teil 2, Teil 3, Teil 4), die sicher keine Wahlempfehlung enthält, aber die systemischen Grundlagen von OrgIQ auf aktuelle politische Situationen anwendet. Übrigens kann man das auf alle Wahlen anwenden. Die vergangenen und die zukünftigen. Schauen wir mal, wie das funktioniert. Teil 1: Warum Demokratie den “Guardians”…
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Die Suche nach Leadership
Leadership ist einer der Begriffe, die mit großer Unsicherheit und Unklarheit behaftet sind. Alle suchen Leadership – entweder Richtung geben oder Richtung gezeigt bekommen – aber im echten Leben ist sie faktisch nicht zu finden. Boss oder Babysitter? Auch in der Literatur pendelt man zwischen den Rollen als Boss oder als Babysitter. Sagen wo es…
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How Collaborative (Uncontrolled) Teams Act as Natural Bayesian Networks (Part 4)
This blog is a loose follow up to the series of how to deal with competing and diverse requirements. In today’s rapidly evolving workplace, the ability to quickly adapt and make informed decisions is crucial. Interestingly, the way collaborative teams function mirrors the principles of Bayesian networks, a concept from probability theory and statistics. To…
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Hierarchy Is Not Natural – Part 3
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After Part 2 and Part 1, we take a deeper look at our fears … the reason for our obsession with control. Protection Is Fear In our quest for safety, we often turn to protection. But protection, driven by fear, cannot truly create safety. This concept is rooted in Marston’s theories: when we try to…
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Hierarchy Is Not Natural – Part 2
Part 1 we finished with a quote, and we want to start Part 2 with it. Because what would that shift in perspective mean for an organization or even a society? What would happen, if we forsake the notion of hierarchy and stick to complexity? “trust is the only – known to me – tool…
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Hierarchy Is Not Natural – Part 1
This is not new. Actually, it’s not even worthwhile to mention because it’s so obvious. Only simple, mechanical systems created by humans have a hierarchy. All natural systems are complex. Complexity can’t have a hierarchy because everything is connected to everything else. We have multidimensional superposition and dependencies. That’s what complexity is—many very simple elements…
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The Illusion of Control: Why We Cling to Simplicity in a Complex World
In the bustling world of business, complexity surrounds us like a dense fog. We know that complexity can bring innovation and opportunity, yet, paradoxically, we often revert to seeking control. Why do we still believe we can steer the ship directly towards increased revenue, even when we understand the unpredictable nature of complex systems? Let’s…
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Neuro-diversity: Unpacking the Cognitive Traits of Generalists and Specialists
In today’s diverse workforce, appreciating the distinct cognitive capabilities of generalists and specialists is key to fostering a productive and innovative organizational environment. Neurodiversity, which celebrates neurological differences as part of human variation, provides a valuable framework for understanding how these roles can be best integrated and utilized in professional settings. This article delves into…
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The Intelligence of Organizations: An Overview
The idea behind OrgIQ is not new. We know this. But as you see, we take the concept one step further. But first, let’s look what happened so far … The concept of organizational intelligence transcends the mere aggregation of individual members’ IQs within a company. It speaks to the collective ability of an organization…