Podcasts about adaptive space

How do you maintain company culture with remote workers? Special guest Michael Arena Ph.D. thoroughly explores this topic.Michael Arena Ph.D. is the chief science officer and co-founder of the Connected Commons, a research consortium that brings together business and academic thought leaders to develop and apply organizational network solutions. He is also a faculty member in Penn's Masters in Organizational Dynamics program. Arena most recently served as the vice president of talent and development at Amazon Web Services (AWS), where he leveraged network analysis to enable employee growth, organizational culture and innovation. Prior to joining Amazon, Michael was the chief talent officer for General Motors Corporation where he helped to facilitate the business transformation, which is highlighted in his book Adaptive Space. Michael also spent two years as a visiting scientist with MIT's Media Lab researching human networks and he acted as a design thinking coach within the Stanford School.Main Takeaways:Arena's research centers around networks, how people interact with each other and how remote, hybrid, and in-person work environments impact employees and social culture within organizations.About 50% of daily influencers are identified as the informal networks within organizations and the influencers who may not be high on the organizational chart are often highly trusted and valuable assets to their team and company.The two types of connections are bonding and bridging connections. Bridging connections are those who link up teams. Remote = a 30% loss of the bridge connections and building back in a remote environment has been a struggle.The debate of back in the office vs remote can be decided with science. Arena says employees love remote work and the flexibility, but some companies have eliminated the remote model. A hybrid model can be good for well being, productivity and life balance. Looking at data at the time of need is key in the debate about work models. A disconnection from workmates can occur with remote only, but a blend can contribute to connections being reestablished.A large amount of people want to work remote but also want to reconnect with colleagues. The autonomy to choose and have flexibility is what most desire, but it'll take time to work the anxiety out of the in-office, remote or hybrid model debate for each company and team. We are social beings that communicate through social signals and we lose that with remote only work.Moderation is needed to find the smart balance for social connections within both remote and physical offices and teams and still enjoy our human existence.Hustle vs Human Experience… don't let your soul be stolen by organizational goals. You can't lose you in the midst of your success. Don't let it override you. You have to set boundaries, goals and commitments to yourself. In your career, don't be scared to create personal boundaries.If you're not pushing up against that boundary of failure you're not being your brilliant self. Failure isn't the opposite of success, it's part of it. If you don't dance with the boundary of failure you're not breaking through. Push through and flirt with it and see what will happen. The way you show up in your network matters as much to your success as your ability to perform and can account for 30-40% of your performance. It matters to your career who you are around. Find the energizers and you can create a much better effect.

Organizational Network Analysis (ONA) is a critically important tool for understanding how to use data for better workplace relationships, culture, and decisions. Michael Arena, VP of Talent and Development for Amazon Web Services turns data into a bridge for connecting humanity to better ways of working, deciding, and relating to one another. A keynote speaker at the Organizational Network Analysis Summit hosted by OrgMapper and the team led by Andras Viscek, Michael's passion for data and desire to make optimal decisions benefiting talent and connection stood out. Jump into the conversation where we look at the ways in which understanding networks help leaders move past snap judgments when the environment is complex, to arrive at a more enlightened view. Author of Adaptive Space and a big fan of ONA, Michael brings a passion and engineer's mind to understanding data and how it can connect people and their collective strength. Michael Arena is the vice president of talent and development at Amazon Web Services (AWS), where he is responsible for global talent practices, leadership development, learning, organizational effectiveness, new employee success strategies conducting organizational research to facilitate growth and innovation of AWS. Before that, he was chief talent officer for General Motors Corporation (GM) responsible for enterprise talent management, cultural transformation, leadership development, talent acquisition, and people analytics. His book Adaptive Space: How GM and Other Companies Are Positively Disrupting Themselves and Transforming into Agile Organizations, shares how employees can disrupt their workplaces to increase flexibility and adaptive capacity. The Sloan article Michael refers to in this interview is located here: https://sloanreview.mit.edu/article/use-networks-to-drive-culture-change/The ONA Summit was put on by OrgMapper.com. OrgMapper.org is referenced in the podcast. Contact the OrgMapper folks at .com.Two other episodes to fill in more details are the ones with Maya Townsend and Andras Viscek. Maya's is EP77 and Andras's is EP38. Dawna Jones is found at:https://www.linkedin.com/in/dawnahjones/Twitter: EPDawna_JonesInstagram: https://www.instagram.com/insightful_dawna/Patreon: https://www.patreon.com/dawnajonesSupport the Podcast through Acast: https://supporter.acast.com/insight-to-action-inspirational-insights-podcastSupport this show http://supporter.acast.com/insight-to-action-inspirational-insights-podcast. See acast.com/privacy for privacy and opt-out information.

Too many interruptions are taking us away from what truly matters. We also see leaders afraid to listen. And this blocks the dynamics of listening, preventing a decision to trickle down to the lower echelons of the organization. Sense-making is a process that uses listening as a tool to foster learning that encompasses innovation, creativity, and transformation. It supports all voices being heard and leads to successful business outcomes while having positive societal impact and a sense of belonging. Dr. Gemma Jiang is the founding director of the Organizational Innovation Lab at the University of Pittsburgh. As a complexity leadership scholar and practitioner, Gemma is committed to bridging the "knowing-doing" gap by building capacity for addressing complex social challenges. She is involved in a diverse set of projects, including a National Science Foundation-funded convergence research project on circular economy and two Pittsburgh locally funded projects: the Pitt u.lab hub and the Adaptive Space.  In this episode, Gemma shares how projects she started, like, 'Let's do lunch' and 'Ideation Expo', set the tone for sense-making in its true meaning. Voices from the bottom are heard and listened to; fear barriers are broken, their concerns and aspirations taken into consideration. A picture of bottom-up and top-down interaction through listening can create an environment of learning and belonging. "Listening engenders belonging. Learning and belonging mutually reinforce each other." - Gemma Jiang Listen IN Notes: 00:01 - One of the key tools in sense-making: listening to each other and listening to the environment, making sense of it, and making adaptive changes based on what you hear.  02:35 - Relational measures and ecosystem awareness: how individuals work together with fellow team members. 06:05 - How you make sense of the ecosystem: you develop your relationship with the community you're a part of no matter how small or big. 08:17 - Understanding a bigger system through giving and receiving. Speaking through dialogues. 10:24 - Why everybody is so busy: there is not enough sense-making. 13:02 - An initiative she started called 'Let's do Lunch' -- a very bottom-up approach to listening.  17:36 - What is this 'Ideation Expo' she created -- where the bottom-up dynamic meets the top-down dynamics. 21:14 - Turning fear into taking action 24:27 - Do you listen to the fear, or do you listen to one's future highest potential? 25:06 - Where she experienced the power of listening: Asian culture gives more emphasis on listening versus the western culture 27:24 - The importance of sense-making where once you start to see things differently, the solution surfaces. 31:43 - Questions she asks in her research: How might organizations create enabling conditions to center listening and questioning? 32:20 - Where this question led her: Learning is only part of the story. The other part of the story is belonging. 36:20 - Listen to your people, they might have the answer.  37:05 - How can leaders listen to their people? 40:05 - Why are leaders afraid to listen? 42:56 - What are adaptive spaces and how can they support organizations? 49:49 - What does adaptive spaces encompass other than the physical space? 55:39 - How is listening tied to gratitude? Key Takeaways: "I think people...are too busy with action-taking. And that action-taking...is almost like a group of arrows, shooting out and around at the same time. There's no coordination, and there's no coherence in it. And the arrows are canceling each other out...That's why everybody's so busy; you are busy canceling out each other's efforts." - Gemma Jiang "The mirroring back was absolutely amazing. It was like I became an owl; it's like I had a 360 view of the events. I was able to see perspectives and aspects of my challenge that I would never be able to see with my own perspective." - Gemma Jiang "When everybody listens from their perspective, and when they mirror that back, it helps you to see your situation differently. It also helps you to see where the listener comes from. It's like all of a sudden multiple lightbulbs came out. I came to know myself better, my situation better, and also I came to know my listeners better." - Gemma Jiang "If you have a question, listen to your people; they might have the answer." - Gemma Jiang "A lot of times, we have this illusion that if you are a leader, you have a lot of space. But I think the reality, especially in more hierarchical organizations, it's totally opposite. The higher you are in the hierarchy, the less room you have to be creative. What's more, the system demands you to carry on the agenda of the system." - Gemma Jiang "Adaptive space stands in between the bottom-up dynamic, which we call adaptive leadership, and top-down dynamic, which we call administrative leadership. And adaptive space stands right in between these two and connects them." - Gemma Jiang "I often tie listening with gratitude. Because it's a rare connection. It's a weird connection. But, in my mind, it makes sense because they are both in a state of receivership." - Gemma Jiang "Organizational transformation is grounded in individual transformation. One message is probably to investigate and examine personal relationships with listening, and then bring those new insights into organizations and into any relationship that we are part of, what a transformative effect it has." - Gemma Jiang Notes/Mentions: Theory U by Otto Scharmer: https://www.ottoscharmer.com/sites/default/files/Witten_Mindful_Leadership_h.pdf Otto Scharmer: https://www.ottoscharmer.com/ Connect with Gemma Jiang: LinkedIn Connect with Raquel Ark: www.listeningalchemy.com Mobile: + 491732340722 contact@listeningalchemy.com LinkedIn

In today's business world, where everything happens at super speed, how does a company survive these accelerated changes? Author of the book Adaptive Space and Amazon Web Services Vice President for talent and Development, Michael Arena, discusses how creating Adaptive Spaces in the workplace can help build agile teams. Over the years, agility has been one of the keys that help companies survive the rapidly changing market.Listen to his conversation with host Greg LaBlanc about finding the right balance between exploration and exploitation in the organization. The third space, the adaptive space, should provide an environment where team members can explore new ideas within the company's processes and structure. Michael explains to us the various roles people play in creating these adaptive spaces. He and Greg discuss how brokers, connectors, energizers, and challengers work together to build products that uncover new growth opportunities for businesses. Take note of how AWS applies the Two-Pizza team approach, helping them to become versatile and ready to respond to changes quickly and effectively. Learn from the case studies and best practices of companies like General Motors, G.E., and leaders like Steve Jobs and Thomas Edison!Episode Quotes:Defining the Adaptive Space: "It's really a relational and emotional, and sometimes physical space that you create inside of organizations for ideas to flow freely. And for people to have the degree of freedom to really drive adaptation inside of the organization. So, there are times where it's about physical space, but in today's world, that's less and less true. It's much more about the space to be able to connect with people inside your team or across teams. You know, really, it's the safety necessary or the degree of freedom necessary for people to explore new concepts and new ideas."Why are so many organizations designed to shut down ideas before they get off the ground?“So what happens is, you know, bureaucracy, hierarchy, rigor, standardization, all those things begin to set in across time and it makes it harder and harder for us to accept new ideas. Virtually everything that's built up is to drive and scale the success of the core handful of things. So the introduction of a new thing is noise. The introduction of a new thing adds risk, you know, to the core thing that you're trying to do. And it's the, it's the innovator's dilemma. You know, that Clayton Christensen's talked about for years and research for years. That's what happens is I call them the antibodies, but the antibodies begin to kick in and they prematurely stifle ideas, before they can bear new fruit.”How do you maintain the separation between exploitation and exploration? Can you be in the same places with the same people to do both? Or, is it important to kind of keep these things apart?"So what happens is, you know, bureaucracy, hierarchy, rigor, standardization, all those things begin to set in across time, and it makes it harder and harder for us to accept new ideas. Virtually everything that's built up is to drive and scale the success of the core handful of things. So the introduction of a new thing is noise. The introduction of a new thing adds risk, you know, to the core thing that you're trying to do. And it's the, and it's the innovator's dilemma. You know, that Clayton Christensen's talked about for years and research for years. That's what happens is I call them the antibodies, but the antibodies begin to kick in, and they prematurely stifle ideas before they can bear new fruit."When matching flow orders can be automated, why is there a need for humans to be at the center of these processes?"Even the creative processes could be automated. I guess there are two ways I would think about this. I think of technology as an enabler for this process. I don't think it can supplement it. And I think part of that is because of who we are as human creatures. Can it probably someday? Well, I don't know. I think like we are by nature; we create by nature, we build by nature. We want to connect. We are social beings at our core, and we want to connect with other people. Serendipity flows across those connections. At the end of the day, individuals have to interact with individuals. And I think we're seeing a lot of that in a virtual world right now we can talk about virtual. It feels to me like we fast-forwarded the future work five to 10 years in this last year. And I think what we learned a lot about is the importance of human connection and the essential nature of us to connect in different ways to continue to create and value and build things."  How can companies encourage individuals to contribute? How can companies foster an inside-out, instead of a top-to-bottom culture and approach to innovation?"I do think that there's this opportunity to do this in a very emergent manner. I think that can happen naturally if leaders set some tone or provide some degree of freedom, you know, to enable it at the top. That's how I tend to think about it is, you know, go to the odds, find a friend, follow the energy. And then eventually, whenever you really start to be convinced about this thing, and you build it and hopefully prototype something so that it's not just a figment of your imagination, but it's a real live prototype. Then you go try to pressure, test it and bring it to a lead. Try to get it resourced and supported. And if you're lucky, your network begins to do some of that work for you because it's now not just your idea. It's our collective idea. And it's much easier to influence and drive change adoption around the new concept. If you've got critical mass or at least some larger group of people invested in it with you."Show LinksGuest ProfileMichael Arena on LinkedInMichael Arena on TwitterMichael Arena, Ph. D. Michael Arena's WorkAdaptive Space: How GM and Other Companies are Positively Disrupting Themselves and Transforming into Agile OrganizationsAdaptive Space Official WebsiteAdaptive Space: Shifting from Structural to Social Design

There should be little doubt that human capital is a firm's greatest asset, however, this isn't enough. Organisations must also ensure that individuals are relationally positioned for success. In other words, bringing in the best people is only part of the solution. Firms must also bring out the best in people and that requires us to more intentionally leverage social capital. Those are not my words, although I wholeheartedly agree with their sentiment, but of Michael Arena, my guest for this week's episode of The Digital HR Leaders podcast. Michael is the author of the brilliant book, Adaptive Space, How General Motors and Other Companies are Positively Disrupting Themselves and Transforming Into Agile Organisations. He is also a faculty member in Penn's Masters in Organisational Dynamics and he is currently the VP for Talent and Development at Amazon Web Services. He is also one of the world's foremost experts on Organisational Network Analysis. In our conversation, Michael and I discuss: Why social capital is the next frontier for HR and how to measure it through the use of active and passive ONA Why the pandemic will likely fast forward the future of work by five or ten years The critical role that social capital plays in generating, incubating and scaling innovation The potential implications to bridge connections of a shift to virtual and hybrid work environments Some typical use cases and specific examples of how ONA can be used in relation to understanding collaboration, M&A, research and development, culture and employee wellness How to ensure ONA initiatives deliver value for the business and the workforce and properly address any concerns on ethics, privacy, and trust What HR can do to prepare their organisations for an increase in remote and hybrid working This episode is a must listen for anyone interested or involved in Innovation, Culture, People Analytics, Employee Experience and Social Capital. So that is Business Leaders, CHROs and anyone in a Talent Development, People Analytics, D&I or HR Business Partner role. Support for this podcast is brought to you by Panalyt. To learn more, visit https://www.panalyt.com.

Why are some organizations able to respond and adapt to disruption while others aren’t? How can social networks and teams influence leaders and help an organization become more agile? Learn about the challenges and benefits of social networks within an organization for both leaders and the workforce. In this episode, we welcome Michael Arena, former chief talent officer for General Motors, and now VP of talent for Amazon. Michael will talk about his book, Adaptive Space, including what he calls the four D's—discovery, development, diffusion, and disruption. He’ll also discuss the research that informs his thoughts on how social networks within an organization can create micro-movements to influence an organization’s macro strategies.

Today companies need to balance stable, revenue generating operations with bold gambles on innovative ideas. Hear from Michael Arena, former Chief Talent Officer of General Motors, as he discusses Adaptive Space and what that means for companies today. In this interview by Simon King, board chair for HR People + Strategy, Michael also explains how to cultivate innovation, be agile, and how leaders need to expand their thinking. Michael's deep expertise and research helps ease the challenges in encouraging innovation in today's business climate. (length 30:13)

GM’s Chief Talent Officer Michael J. Arena explores the idea of ambidextrous leadership to help lead your organization in its current state and in its future – at the same time.   You'll Learn: Ways to positively disrupt the way you work Concrete ways to mine the ideas of your organization Why conflict is essential to the evolution of ideas   About Michael: Michael is the Chief Talent Officer for General Motors (GM), where he launched GM2020, a grass roots initiative designed to enable employees to positively disrupt the way they work, which was highlighted in Fast Company and Fortune. Michael is the author of the book Adaptive Space, which is based on a decade long research initiative that won the 2017 Walker Prize from People + Strategy.   View transcript, show notes, and links at http://AwesomeAtYourJob.com/ep383

GM's Chief Talent Officer Michael J. Arena explores the idea of ambidextrous leadership to help lead your organization in its current state and in its future – at the same time.You'll Learn:1) Ways to positively disrupt the way you work2) Concrete ways to mine the ideas of your organization3) Why conflict is essential to the evolution of ideasAbout MichaelMichael is the Chief Talent Officer for General Motors (GM), where he launched GM2020, a grass roots initiative designed to enable employees to positively disrupt the way they work, which was highlighted in Fast Company and Fortune. Michael is the author of the book Adaptive Space, which is based on a decade long research initiative that won the 2017 Walker Prize from People + Strategy.Items Mentioned in this Show:Michael's website: https://www.adaptivespace.netMichael's book: Adaptive SpaceResearch: Agility: It rhymes with stabilityResearch: What Creates Energy in Organizations?Book: Give and Take: Why Helping Others Drives Our Success by Adam GrantSelf-assessment: www.NetworkRoles.comView transcript, show notes, and links at http://AwesomeAtYourJob.com/ep383. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Lack of Agility is the kiss of death. It is no secret that large, mature organizations can struggle to innovate. But Michael Arena, Chief Talent Officer at General Motors, argues that even the most bureaucratic organizations can make innovation and adaptability a part of their DNA. Listen to this episode of the Talent Angle to learn how to create an Adaptive Space, where you can enable novel and creative ideas to flow freely into and throughout your company. Discover the role you play in your own network and where you can interact most effectively by taking the following 20-minute network assessment or by visiting https://www.adaptivespace.net/assessment To learn more about how you can foster connections among people, ideas, information, and resources check out Michael’s new book, Adaptive Space: How GM and Other Companies are Positively Disrupting Themselves and Transforming into Agile Organizations.

Learn more about Michael and his book, Adaptive Space, at https://www.adaptivespace.net/ Link to Michael's article on the topic: https://www.linkedin.com/pulse/enabling-adaptive-space-michael-arena-phd/ And pre-order Adaptive Space through Amazon and other booksellers through the following link: https://www.google.com/search?q=adaptivespace+michael+arena&rlz=1C5CHFA_enUS546US546&oq=adaptivespace+michael+arena&aqs=chrome..69i57.9617j1j4&sourceid=chrome&ie=UTF-8

An interview with Hadeyeh Badri and Hala Al Ani from Möbius Design Studio about Design House 2017: Change, Coordinates + Someone Else an exhibition curated by Möbius Design Studio at 1971 Design Space in Sharjah. The exhibition is a result of investigating the conditions of a location and a group of people and the proposed design-driven solutions that came out of these investigations which address existing short-comings or uncover hidden potentials that could support, improve the quality of life, or give voice to the people they spoke to. The exhibition includes the following projects: - Adaptive Space by Cristiano Luchetti - Emptiness by Caravan (Ivan Parati, Emanuela Corti) - The Little Ambassadors by Mays Albeik - Little Syria in the Heart of Sharjah by Reem Falaknaz and Tulip Hazbar - Nomadic Shadow by Juan Roldan Martin and Beatriz Itzel Cruz Megchun - Stitchanonymous by Ola Dajani - Wajha: Sharjah Edition by Ali Almasri and Hussein Alazaat "What is considered change? In its simplest forms, change is a shift, a development or deterioration, a revision, or a redefinition, a transformation, an adjustment, an evolution, a revolution. Change is often instigated by curiosity and imagination; curiosity to find answers to unsolved mysteries and/or an imagination that goes wild, beyond what currently is to what could potentially be. Change starts with an observation, a question; a critical, uncompromising eye." The show is up until Saturday 27 May, 2017 10:00PM Read more here --> 1971design.ae/en/exhibitions/146…ates-someone-else/.