Posted on December 25, 2011 by Paul Ritchie
Merry Christmas! Here’s the gift of a little science for all you “gut” deciders. Matt Ridley posted this yesterday, pointing to research that suggests that…
more detailed analysis does not necessarily improve a decision, but often makes it worse. He believes, in effect, that less is more: Extra information distracts you from focusing on the few simple aspects of a problem that matter most.
Just don’t call it a hunch, call it a heuristic.
Filed under: Complexity, Knowledge Management, Leadership | Tagged: Gerd Gigerenzer, Matt Ridley, Wall Street Journal | Leave a comment »
Posted on March 31, 2009 by Paul Ritchie
Emmanuel Gobillot commented on my post on self-organization (here). I liked his comment so much that I thought it was worth highlighting below:
I have found four conditions which need to be in place for communities to be productive. I called these
Simplicity (a coherent and simple way to engage),
Narrative (an underpinning story for people to align to),
Tasks (a clear set of tasks which participants can measure against their self image) and
Love (the willingness to commit to making others stronger).
These elements encourage emergence but are better designed. In many ways this explains the need for the famous “benevolent dictators” we have come to identify with emergent systems.
IMO, community-building often focuses on conditions 1&4, especially in knowledge management efforts. Addressing these topics seems to attract membership, but this tactic only meets some of a community’s needs. Without the structure and content provided by conditions 2&3, communities are only coherent and useful for those most interested in conversation and networking.
In my experience, very interesting conversations spring up in “Simplicity” and “Love”-centric communities. However, there are so many stories being told that it is hard to pick a single thread and follow it through to closure. Without an over-arching “Narrative” that values the “Task” work — something like “Community X’s mission is to create a knowledge sharing network and promote re-use of recommended practices in strategic topics A, B, and C” — the community becomes all talk, no deliverables.
Filed under: Collaboration, Knowledge Management, Methodology | Tagged: Emergence, emergent behavior, self-organization | Leave a comment »
Posted on March 18, 2009 by Paul Ritchie
Well, these "magic beans" worked for me at AIG...
Pawel Brodzinski had a wise corollary for my original post on naysayers (here). He puts it well…
The distance between rejecting things you don’t believe in and forcing others to do things you believe in is pretty short.
It is great to bring a successful practice to a new situation, but one had better be ready to answer some basic questions:
- Why will “approach x” work for this problem or opportunity?
- What about our situation may make “approach x” difficult or not applicable?
- How will we resolve, mitigate, etc. the issues and risks implied the “What” question above?
Filed under: Communications, Knowledge Management, Organizational Change Management | Tagged: best practice, rhetoric | Leave a comment »
Posted on March 14, 2009 by Paul Ritchie
We’ve just started digging into a large-scale re-architecture of our various methodologies. As you might imagine, the consequences of our approach include changes to the processes, people, and technologies behind content production and maintenance.
In particular, leverage social media to author, publish, and distribute much more content than we do today. We’re pleased with our technology direction. However, we are concerned about some of the organizational change management challenges ahead — for example, many potential contributors feel like their competitive advantage is what’s in their heads.
Are there any social media adoption strategies that work well when engaging constituencies that aren’t inclined to share?
Filed under: Collaboration, Knowledge Management, Methodology, Organizational Change Management, PMO, Web 2.0 | Tagged: blogs, wikis | 3 Comments »
Posted on March 2, 2009 by Paul Ritchie
FYI, a Wall Street Journal article (“Dangers of Clinging to Solutions of the Past”) based in part on interviews w/ yours truly came out today (link here, page B4 in the paper). Thanks to Kishore Sengupta of INSEAD for pointing the WSJ my way and to Phred Dvorak of the WSJ for conveying the perils of experience so well and so succinctly.
As I’ve noted to a couple of colleagues, it is hard to believe that only 250 words of copy came out of two hours of interview time. Insert your own joke re: my verbosity here…
Filed under: Complexity, Knowledge Management, Organizational Change Management, People Development, Performance Management, PMO, Portfolio Management, Program Management, Project Management, Project Success Factors | Tagged: INSEAD, Kishore Sengupta, Paul Ritchie, Phred Dvorak, The Experience Trap, Wall Street Journal | 1 Comment »
Posted on October 8, 2008 by Paul Ritchie
If I had to live my life again, I’d make the same mistakes, only sooner.
Far be it from me to comment on Tallulah’s mistakes, though she certainly wasn’t known for restraint of tongue and pen!
That said, I love her attitude. I prefer to learn from other’s mistakes rather than my own. However, if I’m going to make them, I would just as soon get them out of the way quickly. At least that way I’ll have a chance to learn from them more quickly.
Filed under: Knowledge Management, Skills vs. competencies | Tagged: mistakes, Tallulah Bankhead | Leave a comment »
Posted on August 14, 2008 by Paul Ritchie
I’m going back to a Gary Hamel and Lowell Bryan interview (here) on The McKinsey Quarterly site (registration required). Bryan here focuses on innovation portfolio planning, a topic which PMs should focus on as they look to expand their career horizons:
I like the notion of designing a managing concept or master plan—a master architecture, if you will—for every company. Such a master plan should lay out the big foundational elements to get your organization to work differently…
We use this approach a lot at SAP, though we talk about building capabilities. These capabilities are the foundation for enabling us to work differently, but aren’t focused too narrowly on a specific outcome. Rather, these capabilities are focused on supporting a strategic direction — e.g., improve project management maturity vs. improve scope management practices.
Filed under: Collaboration, Innovation, Knowledge Management, PMO, Portfolio Management, Program Management, Strategy Management | Tagged: capability building, Gary Hamel, Lowell Bryan, The McKinsey Quarterly | 2 Comments »