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tsuomela : leadership   70

Group Works | A Pattern Language for Bringing Lifeto Meetings and Other Gatherings
"The Group Works deck of 100 full-colour cards (91 patterns + 9 category cards) names what skilled facilitators and other participants do to make things work. The content is more specific than values and less specific than tips and techniques, cutting across existing methodologies with a designer's eye to capture the patterns that repeat. The deck can be used to plan sesssions, reflect on and debrief them, provide guidance, and share responsibility for making the process go well. It has the potential to provide a common reference point for practitioners, and serve as a framework and learning tool for those studying the field. The cards were created by more than fifty volunteers (the Group Pattern Language Project) from diverse organizational backgrounds who collaborated over three years to express the core wisdom at the heart of successful group sessions. The cards are accompanied by a 5-panel explanatory legend card and a booklet describing the deck's purpose, story, and ideas for suggested activities."
groups  facilitation  leadership  discussion  dialog  tips 
march 2019 by tsuomela
The Most Common Leadership Model - And Why It's Broken - Forbes
"When organizations’ hire, develop, and promote leaders using a competency-based model, they’re unwittingly incubating failure. Nothing fractures corporate culture faster, and eviscerates talent development efforts more rapidly, than rewarding the wrong people for the wrong reasons. Don’t reward technical competency – reward aggregate contribution."
business  management  skills  competency  contribution  rewards  measurement  leadership 
april 2013 by tsuomela
Redistributing Leadership in Online Creative Collaboration | Follow the Crowd
"Online creative collaboration is complex, and leaders frequently become overwhelmed, causing their projects to fail. We introduce Pipeline, a collaboration tool designed to ease the burden on leaders, and describe how Pipeline helped redistribute leadership in a successful 28-person artistic collaboration."
leadership  online  collaboration  crowds  crowdsourcing  trust  distributed  cognition  toolkit  software 
march 2013 by tsuomela
Is It 'Fair' That Baauer Gets The Proceeds From Harlem Shake Videos, Despite Having Little To Do With Meme Popularity? | Techdirt
"As he notes, it's the "first follower who transforms the lone nut into a leader." And then you have the "second follower" which represents a "turning point" in creating a movement. In this case, none of these key aspects had anything to do with Baauer. Yes, the song was there, but there were any number of songs that could have kicked off a similar dance craze. The reason the whole meme happened had to do with those originators, and the first few followers, turning it into a meme. I don't think any of them are complaining. In fact, they all seem (quite reasonably) thrilled that they're suddenly getting tons of attention and millions of hits (and plenty of new followers) for their role in building the meme. "
online  memes  followers  trends  behavior  psychology  copyright  internet  leadership 
march 2013 by tsuomela
The cuckoo clock syndrome : addicted to command, allergic to leadership - WRAP: Warwick Research Archive Portal
This article considers the extent to which we are addicted to particular ways of configuring the world and responding in a culturally appropriate way. It suggests that the original Tame and Wicked problems typology of Rittell and Webber (1973) can be usefully expanded to provide a heuristic for explaining this addiction and then focuses upon the most common approach an addiction to Crisis and Command. Some likely explanations for this addiction are discussed and some illustrative examples provided. It concludes that not only does our predilection for Crisis and Command undermine our attempts to address Wicked problems adequately, but also that 'Leadership' (defined as persuading the collective to take responsibility for collective problems) is often regarded not just as difficult and dangerous, but as the enemy of the people'. We are, then, not only likely to be addicted to Command but also likely to be allergic to leadership.
problems  problem-solving  wicked-problems  understanding  solutions  culture  hierarchy  future  leadership 
july 2012 by tsuomela
A Step-by-Step Guide to Tribal Leadership: Part 1: The Five Stages of Tribal Culture « emergent by design
I just finished reading Tribal Leadership by Dave Logan, an amazing book that teaches how to build a better organization in which the best people want to work and make an impact. The book is based on a 10-year research study with 24,000 people across two dozen organizations from around the world.
book  review  management  business  organizations  leadership  tribes  dunbar-number  sociology  communication  stages 
june 2012 by tsuomela
[1106.0296] The Emergence of Leadership in Social Networks
"We study a networked version of the minority game in which agents can choose to follow the choices made by a neighbouring agent in a social network. We show that for a wide variety of networks a leadership structure always emerges, with most agents following the choice made by a few agents. We find a suitable parameterisation which highlights the universal aspects of the behaviour and which also indicates where results depend on the type of social network. "
social-networks  networks  game-theory  leadership  agents  social-science  choice 
august 2011 by tsuomela
When We Think We Lead We Are Most Led | Easily Distracted
"That sense of entitlement to leadership and its prerogatives is crippling the political classes worldwide. In the name of leadership, technocrats live apart from their citizenry, experts decline to sully their knowledgeable conversations by engagement with the insufficiently educated, activists burn bright with the Promethean fire they bear into what they imagine to be the darkness of apathetic communities. Leaders do to others and are not done unto. "
teaching  pedagogy  leadership  education 
may 2011 by tsuomela
John J. Mearsheimer’s “Why Leaders Lie” - The Washington Post
"John J. Mearsheimer would disagree. The University of Chicago political scientist argues that the leaders most likely to lie are precisely those in Western democracies, those whose traditions of democracy perversely push them to mislead the very public that elected them. In fact, Mearsheimer says, leaders tend to lie to their own citizens more often than they lie to each other.

In his disheartening yet fascinating book, “Why Leaders Lie,” Mearsheimer offers a treatise on the biggest of big fat lies, breaking down the deceptions the world’s presidents and generals and strongmen engage in — when, why and how they lie, and how effective those falsehoods can be."
political-science  lying  leadership  politics  history  deception  deceit 
april 2011 by tsuomela
Analyzing Effective Leaders: Why Extraverts Are Not Always the Most Successful Bosses - Knowledge@Wharton
In fact, introverted leaders can be more effective than extraverts in certain circumstances. The determining factor is who leaders are managing, according to Grant and co-authors Francesca Gino of Harvard Business School and David Hofmann of the University of North Carolina's Kenan-Flagler Business School. Their paper, forthcoming in the Academy of Management Journal, is titled "Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity."
work  management  leadership  personality  introvert  extravert  teamwork  organization  psychology 
december 2010 by tsuomela
Stumbling and Mumbling: Gender inequality & overconfidence
Why are there so few women in company boardrooms? There are, of course, many reasons. But a new paper highlights one that’s overlooked:

Gender differences in overconfidence concerning their own performance explains a significant proportion of the lack of female leadership
leadership  business  management  confidence  gender  men  women  self-knowledge  psychology  economics 
november 2010 by tsuomela
Shirley Sherrod and the shame of conservative media - The Week
There will be no apology or statement of regret for distributing a doctored tape to defame and destroy someone. There will be not even a flutter of interest among conservatives in discussing Breitbart’s role. By the morning of July 21, the Fox & Friends morning show could devote a segment to the Sherrod case without so much as a mention of Breitbart’s role. The central fact of the Sherrod story has been edited out of the conservative narrative, just as it was edited out of the tape itself.

When people talk of the "closing of the conservative mind" this is what they mean: not that conservatives are more narrow-minded than other people — everybody can be narrow minded — but that conservatives have a unique capacity to ignore unwelcome fact.
race  racism  obama  scandal  conservative  fox-news  leadership  media 
july 2010 by tsuomela
On Lacking All Conviction - National - The Atlantic
The tone that Obama has set, in regards to race, is to retreat with great velocity in the face of anything that can be defined as "racial." Granted, this has been politically smart. Also granted, Obama has done it with nuance. But it can not be expected that the president's subordinates will share that nuance.
race  racism  obama  scandal  conservative  fox-news  leadership  media 
july 2010 by tsuomela
The Business Platform | The American Prospect
Their [Meg Whitman and Carly Fiorina] candidacies rest on two things: the copious amounts of cash each are willing to spend (Whitman has already dropped a remarkable $71 million of her own money into her campaign, before the general election has begun), and the claim that business leaders will perform better in political office than "career politicians." This is a remarkably common assertion, but one that is almost never scrutinized. Give it a few moments of thought, however, and you realize that it's almost entirely bogus.
politics  business  leadership  ceo 
june 2010 by tsuomela
[1005.4882] Predicting Influential Users in Online Social Networks
Who are the influential people in an online social network? The answer to this question depends not only on the structure of the network, but also on details of the dynamic processes occurring on it. We classify these processes as conservative and non-conservative. A random walk on a network is an example of a conservative dynamic process, while information spread is non-conservative. The influence models used to rank network nodes can be similarly classified, depending on the dynamic process they implicitly emulate.
network-analysis  influence  leadership  paper  model 
june 2010 by tsuomela
GOVERNING connects America's leaders by providing intelligence and analysis on management, policy and politics to help guide and inspire innovative leaders across state and local government.
politics  economics  media  government  magazine  state  local  management  leadership  governance  political-science 
february 2010 by tsuomela
Ezra Klein - Why Americans hate (some of) their elites
Oddly for Brooks, however, this column operates entirely outside the realm of human agency. After all, doctors and the military are very trusted, and we've turned massive amounts of responsibility over to new elites, like those out of Silicon Valley, with nary a peep. So it's not simply that Americans hate elites. It's that they don't like certain institutions. And there's a perfectly plausible explanation for why.

The institutions they don't like are the institutions that have been the subject of well-organized and extremely costly attack campaigns for decades now.
expertise  politics  leadership  trust  society  talent  meritocracy  elites  elitism  public 
february 2010 by tsuomela
Op-Ed Columnist - The Power Elite -
by David Brooks - "Yet here’s the funny thing. As we’ve made our institutions more meritocratic, their public standing has plummeted. We’ve increased the diversity and talent level of people at the top of society, yet trust in elites has never been lower."
expertise  politics  leadership  trust  society  talent  meritocracy  elites  elitism  public 
february 2010 by tsuomela
How to Save the World - Nobody Knows Anything
The so-called 'leaders' and 'experts' I've met are mostly very intelligent people, but they haven't a clue. They're buoyed by their own press and by sycophants fighting their way up from the bottom or desperate to believe that someone is in charge, in control, and knows what needs to be done. These 'leaders' hang out with other people just like themselves, and their groupthink persuades them that they're right, they're important, that what they say and do and decide really matters.
leadership  business  knowledge 
october 2009 by tsuomela
How to Save the World - Ten Powerful Questions for Conversations
What stood out for you? (at a recent event they participated in)
What do you most care about?
What's the change been like for you?
questions  conversation  facilitation  relationship  advice  leadership 
september 2009 by tsuomela
Technology Review: Blogs: arXiv blog: How to Stage a Revolution
Social scientists have studied the nature of effective leadership for centuries with limited success. Physicists, on the other hand, are new to the party, which gives them a chance to nab some low-hanging fruit. Today, Hai-Tao Zhang at the University of Cambridge, in the U.K., and a few buddies say that they have grabbed a particularly juicy piece by revealing a key strategy of effective leadership.
econophysics  sociology  leadership  power  groups 
july 2009 by tsuomela
Mind Hacks: Leadership can be based on quantity not quality
"They found that those who spoke more were rated as more competent and influential." This spells doom for me.
psychology  research  social-psychology  social  leadership  experiments 
february 2009 by tsuomela
Open Left:: Solving the Rootsgap
Ultimately what I've learned, from many of you as much as from the task of writing for the public for the last five years, is that there is a serious leadership gap in this country. And by leadership gap, I mean something very specific, so specific that I'm going to give it a name. I call it a 'rootsgap'. A rootsgap occurs when a leadership is dramatically out of step with its base or the public at large.
politics  leadership  representation  government  mobilize-the-base 
january 2009 by tsuomela A Crisis of Management not Economics
In the United States particularly, they just make such a huge fuss over leadership, it has become an absolute obsession. Everything is leadership, leadership, leadership. It is not coincidental that the more fuss that Americans make about leadership, the worse their leadership is whether it is corporate or political or anything else.
economics  business  crisis  management  leadership 
november 2008 by tsuomela
The world needs more foxes and fewer hedgehogs
Leaders need many hedgehog qualities – the cry that the probability of victory is 0.6 is not inspiring. But the analytic skills needed for good judgments are those of foxes. Effective management teams include both hedgehogs and foxes, which is why the modern tendency to appoint hedgehogs and allow them to surround themselves by like-minded hedgehogs is so dangerous.
leadership  management  politics  psychology  personality 
september 2008 by tsuomela
Berkana - The leaders we need are already here
The Berkana Institute works in partnership with a rich diversity of people around the world who strengthen their communities by working with the wisdom and wealth already present in their people, traditions and environment. As pioneers, we do not deny or flee from our global crisis. We respond by moving courageously into the future now, experimenting with many different solutions.
non-profit  organization  community  future  leadership 
august 2008 by tsuomela
Humphrey Institute: Center for Integrative Leadership
Fall 2008 Research and Practice Conference
Leading Across Boundaries for the Common Good
October 5-7, 2008
minnesota  umn  conference  policy  commons  leadership 
august 2008 by tsuomela
Clark Aldrich's Style Guide for Serious Games and Simulations: Can Schools Teach Leadership? If so, why don't they? If not, are schools doomed?
As long as both schools and corporate training programs can't teach people how to do, educators will be trapped in a ghetto of being increasingly irrelevant, having to spin or misstate their results, justify an irrelevant curricula, and live with less and
education  simulation  games  training  leadership  business  future 
april 2008 by tsuomela

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