fluidminds

definition of fluid

From Yourdictionary:

fluid (flo̵̅o̅′id)

adjective

1. that can flow; not solid; able to move and change shape without separating when under pressure
2. of a fluid or fluids
3. like a fluid; that can change rapidly or easily; not settled or fixed fluid plans
4. marked by or using graceful movements
5. available for investment fluid capital
6. available as cash fluid assets

Etymology: ME < L fluidus < fluere, to flow: see fluctuate

noun

1. any substance that can flow; liquid or gas
2. a liquid in the body

Related Forms:

• fluidic: flu·id′ic (flo̵̅o̅ id′ik) adjective
• fluidity: flu·id′·ity noun or fluidness: flu′·id·ness
• fluidly: flu′·idly adverb 

  

Pretty neat. We chose a great name ten years ago. Comes close to being a perfect definition of the qualities needed in the new world of work ;-) Seriously, a couple of them are. 

//jan 

Networks make hierarchies nervous

A couple of times every week I get involved in conversations about networks and how they can improve things in traditional organizations. Speed up internal communication... Build new client relationship structures... Improve projects... Increase employee participation... 

Increasingly I'm starting to see flaws in this reasoning. I sense more wishful thinking than actual improvements. More charades than real network action.

I've stated it here in earlier posts, hierarchies are good at driving out and eliminating variation. This is what hierarchies are designed for and probably what hierachies do best. So, anything that generates variation, i.e. networks, makes a hierarchy nervous and creates a reaction. 

The reaction might be to embrace networks, and then subconsciously sabotage them. Or openly confront the "informal and uncontrolled flow of internal information". Maybe even restrict employees from "unauthorized participation" in external forums that discuss a company's products/services.

Why is this? Well basically social networks tend to expose and erode power structures and encourage self-organization. And hierarchies in contrast build and harbor power structures and encourage command and control. 

An unhappy match indeed.

//jan

Banks 2.0?

My friend Alexander pointed us toward two new types of financial services. They are two interesting prototypes of the new world of work - based on networking and self-organizing mechanisms. And they potentially do away with institutions like banks and government foreign aid agencies. (Isn't it about time they experience som new competition...?)

One is Zopa, social lending service. And one is Kiva, person-to-person microlending to entrepreneurs in developing countries.

Take a moment and check them out. Quite inspiring.

//jan

Random thoughts

• Why is it that the time and money spent on a task or job still is the most significant aspect of work? Why not the quality/impact of the end result? Why not the level of sustainability? Why...? Well, it is obvious isn't it. Time and money can be measured. The other stuff can't. So let us continue to run the world only from parameters that can be measured. Sounds reasonable. [yes, irony...]   

• Which type of person creates most value? He/she who strictly follows rules and social norms, or he/she who regularily bends them?   

• Why do all formal project models lack the "Oh shit phase" – the point in time when the full consequences of the task at hand become known and aware to the team? Most real projects run into an "Oh shit phase". Experienced project people know this. But we don't train for it. And we don't visualize the phase in the elegant PPTs that describe our project.

• Why is it so difficult for us to recognize that hierarchies drive out variation? That is what they are best at. And that is what they are designed for and should be doing. Therefore we should not be surprised that our creativity or innovation efforts normally fail. It is written in the stars... and only few seem to manage to sustainably induce variation in hierarchies.

  
//jan 

Conscious Capitalism

A friend pointed me to this event. The theme in itself - and the speakers they have rounded up to support it - does say a lot about the changes to come in the business world.

The format however could be much more exciting and fitting to the theme. And sadly, only two women as speakers. Also, too many ties and suits for my taste ;-)

//jan

Welcome to a new week...

...in the emerging new world of work. We should expect some more ups and downs in the finance world. Also a few ups and downs of publicly listed companies. Perhaps a merger or two of som biggies. Maybe a bankruptcy...? And perhaps even a scandal om som sort. I'm betting on something to do with executive compensation ;-)

In the mean time the unlisted companies and the social businesses continue their work. I'm not saying they aren't affected by the present economic turmoil. But I'd be surprised if they make the headlines.

Have a great week.

//jan

Crofting?

More on the world of work. Hugh McLeod suggests the metaphor of "crofting". Read more about it here.

//jan

Work Matters

I'd like to point you to Bob Sutton's blog "Work Matters". He is a professor of Management at Stanford and a brilliant friendly troublemaker.

He has a great list of 15 things he believes:

1. Sometimes the best management is no management at all -- first do no harm!

2. Indifference is as important as passion.

3. In organizational life, you can have influence over others or you can have freedom from others, but you can't have both at the same time.

4. Saying smart things and giving smart answers are important. Learning to listen to others and to ask smart questions is more important.

5. Learn how to fight as if you are right and listen as if you are wrong: It helps you develop strong opinions that are weakly held.

6. You get what you expect from people. This is especially true when it comes to selfish behavior; unvarnished self-interest is a learned social norm, not an unwavering feature of human behavior.

7. Getting a little power can turn you into an insensitive self-centered jerk.

8. Avoid pompous jerks whenever possible. They not only can make you feel bad about yourself, chances are that you will eventually start acting like them.

9. The best test of a person's character is how he or she treats those with less power.

10. The best single question for testing an organization’s character is: What happens when people make mistakes?

11. The best people and organizations have the attitude of wisdom: The courage to act on what they know right now and the humility to change course when they find better evidence.

12. The quest for management magic and breakthrough ideas is overrated; being a master of the obvious is underrated.

13. Err on the side of optimism and positive energy in all things.

14. It is good to ask yourself, do I have enough? Do you really need more money, power, prestige, or stuff?

15. Jim Maloney is right: Work is an overrated activity

His blog can be found here.

//jan

Old or new?

Head economist of Confederation of Swedish Enterprise Stefan Fölster has written a book. The title translates roughly into "Goodbye World Destruction - The Art of Surviving the Greenhouse Effect."

I haven't read the book yet. But the largest daily newspaper Dagens Nyheter reviewed it yesterday and compared it to another book written by Christian Azar, researcher and member of the UN Climate Panel. Striking differences in approach it seems.

Obviously the journalist has chosen sides, but Fölster still comes out like the old Soviet propaganda machines – more and more out of tune with the rest of the world. And championing over-simplified, capitalistic and opportunistic ideas that many are starting to question these days. Brave or dumb?

Let me put it this way. fluidminds is not a member of the Confederation. And will never be. They are part of the old world of work. And so is Fölster.

Read article in Dagens Nyheter here. [In Swedish]

TP gets his point through

Sometimes I wish I could write like Tom Peters.

Just check this riff and be in awe.

//jan