Podcasts about Senge

I denne episoden snakker Vegard Meland (iNN) med professor Eirik J. Irgens (NTNU) om utviklingshjulet i en ledelses- og kulturskolekontekst. Utviklingshjulet er en modell som ble utviklet av Irgens gjennom forskning på praksisfeltet, og den kan benyttes for både oversikt og innsikt i utviklingsarbeid. Modellen har for lengst passert landegrensene, og har blant annet blitt brukt i Himalaya.*I episoden deler Irgens flere av sine erfaringer og refleksjoner. Selv om denne podkasten fokuserer på ledelse og utviklingshjulet i en kulturskolekontekst, er den også relevant for ledere og lærere i andre skoleslag og organisasjoner.Tekstet utgave av denne episoden finner du ved å trykke på fanen Transcript.* I eposoden blir Tibet nevnt, men etter nærmere undersøkelser er rett plass Latpanchar, Himalaya. Tips til litteratur om temaetEt bokkapittel som beskriver utviklingshjulet og hvordan det ble utviklet kan leses og lastes ned via lenken i første kilde:Irgens, E. J. (2010). Rom for arbeid: Lederen som konstruktør av den gode skole. I: Andreassen, Irgens & Skaalvik (red.): Kompetent skoleledelse (s. 125-145). Trondheim: Tapir.Irgens, E. J. (2011): Profesjonsutvikling gjennom samarbeid. KS-UtdanningsforbundetIrgens, E. J. (2024).  SKOLEN. Organisasjon og ledelse, kunnskap og læring. Fagbokforlaget.Senge, Peter (2018): Den femte disiplin - Kunsten å utvikle en lærende organisasjon. Kopinor.Podkasten er produsert av Senter for livslang læring (SELL), Fakultet for lærerutdanning og pedagogikk ved Universitetet i Innlandet.

In this unique episode, the AlphaMind Podcast explores a new theme with a deep dive into Systems Thinking.Join hosts Mark Randall and Steven Goldstein as they embark on a dialogue discussing the relevance of systems thinking in trading and market navigation. Drawing from their experiences and insights from Peter Senge's influential work, "The Fifth Discipline," they emphasize the significance of systems thinking in fostering a culture of learning.The discussion also delves into the "Beer Game simulation," introduced by Senge, shedding light on the complexities of systems and how a systemic thinking approach enhances understanding and navigation. This crucial topic underscores the importance of interconnected systems, collaborative problem-solving, and holistic decision-making in trading and investing within dynamic market landscapes.AlphaMind: Powering Performance in Global Markets AlphaMind brings powerful change, growth and development to people and businesses within global markets. Driven by a deep understanding of how markets work, and how people and businesses function within them, we partner with clients to create personal performance improvements that elevate returns across their trading activities.Go to the AlphaMind website to know more.

Welcome back! As Transition Coaches, a topic that we often help officers think through as they are making decisions about getting out of the military is short-term thinking versus long-term career thinking. It is completely natural for officers leaving the military to focus and think in the short term. They have a future date in which they are going to exit the military, usually with in the next 12 months or less, and they need a plan. Because of this, there are typically two main issues that tend to drive decision-making in the transition. First, officers now have full autonomy to make a decision about their future and second, officers, at least while in the military, have never had to fully manage their careers or have had full power to make important career decisions. In this episode, our three Transition Coaches, Joel Junker, Pete Van Epps and Brock Dudley meet to has a discussion about a topic that we discuss often with military officers - short vs. long-term career thinking and decision making.   In the first part of our discussion, Joel sets up the discussion by referencing The Fifth Discipline by Peter Senge. In the book, there is an illustration where Senge describes a person envisioning their future self vs. their current reality. In the gap between where you are and your current reality, there is tension. Tension is good, but working through that tension also takes time, discipline, and resolve. Through the years, we've seen countless military officers take this approach to their transition. They take a realistic inventory of where they are today and where they want to be 5-10 years from the transition; then, they build a plan. That plan sets up the tension because it often means you will sacrifice some elements of short-term gain for ultimately achieving your professional goal and achieving your vision. In the discussion, we were each able to weigh in on critical components of long-term decision-making and created a short, actionable list for military officers who want to align their transition strategy with a focus on their future career vision. Set a vision for yourself. Look out to the next 5-10 years. Define where you want to take your career and start doing things today that will support that vision. Write your vision out. Get it out of your head and onto a piece of paper or somewhere you will see it regularly. It will keep you focused and motivated and help you to do the type of activities that support moving toward your vision. Tell somebody. Find people in your life who you trust and who speak the truth to you. There is great power in having accountability in your life to help you achieve your goals, challenge you to be the best version of yourself, and help you reach your goals. If this is something you are interested in exploring, give us a call. Our company is completely dedicated to helping military officers through a decision making process and career search strategy that is designed to you you reach your goals and dreams. Pete Van Epps || (210) 874-1519 || pete@cameron-brooks.com If you want to learn more about Cameron-Brooks, you can find more information on your website and our YouTube Channel.  

João Vivian, Vice-Presidente SENGE-RS E Doutorando Em Engenharia De Segurança Contra Incêndios by Rádio Gaúcha

Chapter 1 What's The Fifth Discipline Book by Peter M. SengeThe Fifth Discipline book by Peter M. Senge is a management and leadership book that explores the concept of a learning organization and provides insights and tools for creating and sustaining organizational learning. It was first published in 1990 and has since become a seminal work in the field of organizational development and systems thinking. The book outlines five disciplines that are essential for organizations to become learning organizations: personal mastery, mental models, shared vision, team learning, and systems thinking. It emphasizes the importance of a holistic and systemic approach to understanding and addressing organizational challenges and offers practical strategies for individuals and teams to enhance their learning capabilities.Chapter 2 Is The Fifth Discipline Book A Good Book"The Fifth Discipline: The Art and Practice of the Learning Organization" by Peter M. Senge is widely considered a classic in the field of organizational management and leadership. It has received critical acclaim and has been highly influential since its publication in 1990. The book offers valuable insights on how to build a learning organization through systems thinking, team learning, mental models, shared vision, and personal mastery. If you are interested in understanding and improving the dynamics of organizations, many people would recommend "The Fifth Discipline" as a valuable read.Chapter 3 The Fifth Discipline Book by Peter M. Senge SummaryThe Fifth Discipline: The Art & Practice of The Learning Organization is a non-fiction management book written by Peter M. Senge and published in 1990. The book explores the concept of the learning organization, which Senge defines as an organization where people are continuously expanding their capacity to create results they desire.Senge argues that in the modern world, organizations need to become learning organizations in order to survive and thrive. He introduces five disciplines that are essential for creating a learning organization:1. Systems Thinking: This discipline is based on the idea that organizations are complex systems and that understanding the interrelationships and patterns in these systems is crucial. Systems thinking encourages seeing the bigger picture and identifying the underlying causes of problems rather than just focusing on the symptoms.2. Personal Mastery: Personal mastery is about individuals continually clarifying what is important to them and working towards their visions. It emphasizes the importance of self-awareness, self-discipline, and personal growth. According to Senge, personal mastery is necessary for building a learning organization because learning starts with individuals.3. Mental Models: Mental models are the assumptions and beliefs that people hold about the world. Senge argues that uncovering and challenging these mental models is essential for learning and growth. He encourages individuals and organizations to question their assumptions, challenge their beliefs, and be open to different perspectives.4. Shared Vision: A shared vision is a clear and compelling picture of a preferred future that is shared by everyone in the organization. Senge suggests that a shared vision provides a common purpose and direction, which motivates individuals and aligns their actions. He emphasizes the importance of building a shared vision that is collective rather than imposed by leaders.5. Team Learning: Team learning is about harnessing the collective intelligence and creativity of a group. Senge argues that teams are more powerful than individuals and that effective team learning requires an open and honest communication, active listening,...

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Anders har været ude at shoppe efter en ny madras og har i den forbindelse gjort sig nogle observationer omkring forskelle mellem det græske og det danske (online) marked. Helt generelt er det interessant at kigge på udviklingen i at købe madrasser online vs at gøre det fysisk i en butik.

In this episode, Bill and Andrew discuss the shades of variation: meeting requirements, accuracy, precision, and precision around variety. Is reducing variation to zero a good thing? Plus, Bill and Andrew share stories that offer practical ways to think about these concepts. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for the day is The Paradigms of Variation. Bill, take it away.   0:00:28.1 Bill Bellows: Ooh.   0:00:28.1 AS: Exciting, exciting.   0:00:33.1 BB: Alright. So let me start off by saying this is episode number eight, and I wanna just make a couple comments about episode number seven, where we talked about "all straw" and "last straw" organizations also otherwise known as "me" or "we" organizations, or red pen or blue pen companies. And I just wanna burst a bubble and say neither one of them, neither organization exists, whether it's all or last or me or we. I view it as a... It's really a matter of which direction your organization is moving, it's a really simple model that I've seen get people to begin to appreciate what Deming's talking about, because I think that contrast is very much like a Deming organization versus a non-Deming organization. But instead of black-and-white thinking, there's really a continuum, and so I think... I just want to say at the beginning, it's really a question of which direction is your organization moving? Another thing I wanna throw out is... I don't think people know, I think absent an understanding of the System of Profound Knowledge, if you're in a last straw organization or a me organization, or a red pen company, I don't think you know that. I think if you become aware of Deming's work, you become aware of what could be. And I liken it to Dr. Deming saying, "How could they learn? How could they learn? The answer is frightening, how could they know?" So I think absent an understanding of The New Economics - Deming's work, I think it's hard to appreciate what you're missing.   0:02:11.4 BB: That you're being blamed for the grade, you're being blamed for the red beads. You're being blamed for the weather, if you're the weatherman. And the other thing that comes in mind there with that, "how could they know" is... There's a great video with Peter Senge, which he did a case with Dr. Deming, and there's a blog I wrote about it on the Deming Institute website if you just search for Peter Senge and my name. And you can find the blog as well as the link to the video. And in there Senge is talking about the present state of education systems and very much in this contrast of industrial and post-industrial, and he says, very much what it comes down to is, he says it's the water. He says, "We don't know what fish talk about, but you can be damn sure it's not the water." And likewise, I think people in a red pen company are not getting together. You and I talking about, "Andrew, this system sucks. I'm being blamed for the red beads," and I don't think we're the wiser. Now, if you turn me on to The New Economics. And we started listening to DemingNEXT and we became aware. But absent that, I think we're both frustrated, but we wouldn't know better. Alright, it's on the topic of variation.   0:03:30.8 AS: It's...   0:03:31.5 BB: Go ahead Andrew, you wanna say something?   0:03:32.4 AS: I was just gonna say that... That's where I think Dr. Deming's making the point of the difference between training and education. Education is the idea of bringing outside ideas into your mind, into your business, as opposed to training, which is trying to upgrade skills. And I had a little story of that when I was a head of research at an investment bank in Thailand. The whole job of a head of research is managing all these analysts who are writing research reports on company A, buy company A, sell company B for our institutional clients. And the job of a head of research is to try to manage that schedule. And you know that analysts are always gonna be interrupted and clients are gonna call, the market's gonna do this. So they're very rarely on time when they say that they're gonna finish something. So you're constantly scrambling for the morning meeting, because on the morning meeting you gotta have a story.   0:04:22.0 AS: And so that was just the job of a head of research. So I did that really well, managing them and, kind of, all that. And then I went to the number one investment bank, the number one broker in Thailand as the head of research. And I asked them, "So how often do you guys miss?" And they said, "Never." I said, "That's impossible." Because I've spent my whole career managing the flow of analysts. They said, "No, we never miss." When an analyst is gonna be on, they're always on. "And how do you do that?" "Well, we do a three-week-ahead schedule, everybody knows that you are held accountable for being that person on that day. And if you find out that you can't do it, you're gonna talk to someone else and rejigger it and say, hey, could you do Friday? And I'll do Monday the next week?" But they never miss. And I just thought, like the water, I never even knew I could go to a different level.   0:05:15.0 BB: Yeah.   0:05:16.8 AS: And then I went to a different level.   0:05:19.8 BB: Yeah, it's...it's the ability to step back. Alright, so on the topic of the paradigms of variation, I wanna throw out four words. Variety, variation, accuracy, and precision. A variety is, there's red beads and white beads, that's variety. There could be, eight different colors, that's variety, sizes of pants 32 waist, 32 length, that, to me that's variety. As opposed to variation is that a 32-inch waist or a gallon of gasoline, every time you go to get the gallon, you get a gallon of gasoline, it might not be exactly a gallon, that's variation. The reason I throw those out to begin with is that Dr. Deming is known in some circles back in the '80s, he was interviewed by somebody at the, I think at the BBC in England and an interview ends with him, with the interviewer saying, "Dr. Deming, if you could condense your philosophy down to a few words, what would it be?" And I thought, he's gonna say... He is just gonna reject that, that "I can't be condensed." No instead of that, he says, "Reduce variation." And I thought, "Oh, no... "   0:06:50.4 BB: So, and there are people alive and well today in the Deming community, who will quote that to me? "You know, Bill, Dr. Deming said, we gotta shrink variation to zero." And I said, "So, is he saying we all ought to be the same size? We ought to be the same skin color? Is he saying that he doesn't like diversity? What does that mean? And same religion?" I mean, you could look at religions as variety, and then you could say within each religion there's variation. So part of what I wanna get at today is what I think is confusion as to what he meant by shrinking variation to zero. So there's variety, variation. Accuracy is that when I get a gallon of gas, is it a gallon, or is it a couple ounces high, a couple ounces low? You go to the gas station, you'll see a sticker on the pump that says that it was calibrated to some standard, when you go to buy a pound of meat, are you getting a pound? Are you getting 15 ounces? And so the National Bureau of Standards is looking at accuracy, are all these things... Is every customer in the United States getting a gallon's worth of milk?   0:08:15.3 BB: Now, so that's accuracy. Precision is the idea that you get the same value each time, so I could go to the scale and it measures exactly a pound, exactly a pound, exactly a pound. But is that pound the same pound as the National Bureau of Standards pound? So I could be. 0:08:37.3 BB: Sorry about that. I could get the same value each time, and that's precision, but that's not to be confused with accuracy, so I just wanna throw those terms out. Relative to shrinking variation to zero, shrinking variation to zero which I, for the record, do not believe in. Dr. Deming would say anyone could accomplish anything if you don't count the cost. I think if you start to look at what is the benefit of having less variation versus the cost of that, then we can get to some point that makes sense economically as in The New Economics. But this idea of driving defects to zero, driving variation to zero without looking at cost.   0:09:24.1 BB: And you can look in The New Economics, we'll come back to this in a future episode. He definitely had in mind that you have to consider the cost, in fact, Dr. Deming would say, anyone could accomplish anything if you don't count the cost. But there's a... What I wanted to reference is a book by Peter Block called 'The Answer to How Is Yes' and what Block talks about is... Could be like, how...we get focused on, we're gonna go off and reduce variation, we're gonna go off and drive variation to zero or non-value added to zero. What Block talks about that I really appreciate, that I think Dr. Deming appreciate is, why? Why did... Let's step back a minute, and so part of what I wanna get at tonight in this paradigms of variation is the 'Why' piece. Okay. So the first example I wanna look at a variation is throwing darts okay? And hopefully that makes sense, you're throwing darts in a dart board and imagine meeting requirements is being on the dart board, so imagine it could be a foot in diameter.   0:10:29.4 BB: And in terms of meeting requirements, you wanna be on the dart board. So I throw it three times, and if you get three that are really close together, they may not be on the bullseye, and that says, I'm very precise, but if the three are not on the bullseye, then that's not very accurate. So again, throwing three and getting really, really consistent is one thing, but then how do I move that to the bullseye? So that's an idea that I could first focus on precision, and then often I find that if I could just slightly adjust my release or my arm, then maybe I could then move it over, so I wanna look at that.   0:11:14.7 AS: And moving over is accuracy or?   0:11:17.5 BB: Moving it over is accuracy.   0:11:19.2 AS: Okay.   0:11:19.5 BB: I mean, so the first thing could be, I'm just looking for three...   0:11:22.5 AS: Get on the board.   0:11:23.6 BB: I wanna be consistent.   0:11:25.9 AS: Yep.   0:11:26.6 BB: And then make the adjustment, 'cause I find often it's easier to make the adjustment, I think it's a lot of work to get consistency. So I just want to separate those out as two different strategies.   0:11:39.2 AS: Yeah, just go to the bar and start throwing darts and you'll see it's a lot of work. Yep that helps, that helps, that helps us to understand it.   0:11:45.9 BB: Alright, so next. Next I wanna talk about what I refer to as the Two Distributions Exercise, and so here's the context. Imagine that you are in the procurement organization, and your job is to make a decision as to who to buy a given product from. So your company goes out and gets quotes from four different suppliers, and they provide you with the information. And for simplicity, let's say what you're buying are these metal tubes and... Short metal tubes perhaps used in plumbing, they're a given length, a given diameter. And imagine these four suppliers come back to you. And again, you're the procurement person, "Who are we gonna buy from?" They come back and they say, they quote you the price, and they quote you exactly the same price. All four of them quote you exactly a dollar each, $10 each. It's like, "Holy cow, they're the same price."   0:12:46.2 BB: Imagine also, they quote the same delivery schedule. So you've got a plumbing supply, you need lots of these, they all tell you they're gonna give you the volume that you need. So I think, "Gosh, volume-wise that's the same, cost-wise, it's the same." Now imagine what they tell you is relative to meeting the diameter, let's say it's the outer diameter is really critical to how these things fit together. And they quote you and say, "All the outer diameters will meet requirements." They're gonna take care of the scrap and they're gonna get rid of the red beads. All the tubes they will send will meet requirements, guaranteed. And you're thinking, "I want that same schedule, same costs, same quality," now what? Well, now imagine they send you the distributions from the control charts and they tell you that these distributions, you're thinking, "Holy cow, these suppliers are using Cisco process control." And they provide you with the histograms, and they say, "These distributions will never change, shape or location." Holy cow.   0:13:49.6 BB: And then added onto that is that you're gonna use them as is. So you're not gonna take them and modify them, you're just gonna bring them into the inventory and send them off to the plumbers to use. So you're saying, "Okay, the process is in control, the level amount of variation, location is predictable, stable, forever. How could I go wrong?" And then the last thing they tell you is, procurement that, "Here's the lower requirement, here's the upper requirement, and here's the ideal value." And so then you end up with two distributions. If I was confusing, I meant to say two, not four [chuckle]   0:14:24.1 BB: Alright, so imagine you've got two suppliers and the one distribution goes from the lower spec to the upper spec. And let's say it's a normal Gaussian distribution and it starts at the low end, goes up, high in the center, then off to the other, and that's supplier A and then imagine the other supplier uses 10% of the variation, but is towards the upper spec so it's far more uniform, but it's off of the ideal value. And so I've been using those two distributions with people as an ideal scenario saying, "You're never gonna have all that information, let alone that's all the same." And very deliberately, what I want people to do is say, if it's the same price, same schedule, zero defects, guaranteed, distributions never change and you're looking at the lower spec, the upper spec, and you're saying, "Okay, so one distribution, it has more variation, but the average is right in the middle, which is the ideal value. And the other one is shifted towards the high end of the tolerance, but incredibly uniform," who do you choose?   0:15:38.3 AS: So it's a tall curve?   0:15:39.4 BB: It's a very tall curve, let's say it uses 10% of the variation, 10% of the tolerance and so I've been using that going on 30 years, and I'll have 30 people in the room and I'll ask them to write down on a three by five card, "Who would you buy from?" And I'll say, "Here are the choices you can buy from the, the one that's the widest, we'll call that supplier A and supplier B is the narrow one to the right, or You could say it doesn't matter." And what I find is incredibly consistent inside and outside of Rocketdyne and literally around the world is the majority of people will take the narrow distribution, to the right will call that supplier B, what I ask them, "Why do you like supplier B?" To a person they will say, "It's more consistent, there's less variation." And I say, "Less variation from what?" "Well, less variation from each other." Well Andrew, that's precision.   0:16:40.9 BB: And then I ask the others, and my find is three quarters of the room will take that distribution, the one which is precise. And for the ones who are focusing on the wider distribution, where the average is on target, I say, "Why do you like that one?" And they say, "Because it has less variation from the ideal value." Alright? And so I wanna throw that out is part of the confusion I find inside and outside of the Deming community, in the world of Six Sigma quality distribution B, using a smaller percent of the tolerance, is, has the higher process capability index. 'Cause what that index is doing is comparing the amount of variation, the width of the variation to the overall tolerance. And the idea that you're using a smaller portion is valued. And I said, "Okay, well that's not quite the same as what Dr. Taguchi is talking about. What Dr. Taguchi is talking about," and this one we'll get into in a later episode, "is the closer you are to the ideal value, what you're doing is affecting how this is used in a greater system, so if I'm at home cutting a piece of wood to a given length and I want it to be closer and closer to the ideal value, then what I'm gaining is making it easier to put that piece of wood, or whatever I'm making, together.   0:18:00.5 BB: And I find that people who preferred distribution B are really confused 'cause in a big way what they're saying is, "I don't care about where I am within, all I care about is using a small portion of the tolerance." And then when I press on that more and more, they say, "Well, I want fewer and fewer defects." I said, "Well, zero defects is guaranteed, so if you really believe in zero defects as the goal, then you should have said it doesn't matter." And so the reason I wanna talk about the paradigms of variation is that one: variation is one of the elements of the System of Profound Knowledge and it's not just the variation in the number of red beads, right?   0:18:58.0 BB: And not to dismiss that the variation of the red beads is caused by the system. But what I've tried to bring to these episodes interviews with you is what I learned from Dr. Taguchi is the variation in the white beads and what is the impact of the variation on the white beads. And if we ignore that, then what we're saying is, "As long as you meet print, that's all that matters at the end of the day." And I'd say if that's where you're going then, then you could do the same thing with Lean or Six Sigma operational excellence. What differentiates Dr. Deming's work, I believe in terms of his appreciation of variation as an element of Profound Knowledge, is what he learned from Dr. Taguchi. That the closer we are to the ideal value, that affects how the system, which is another element of Profound Knowledge, comes together.   0:19:53.8 BB: All right, so going back to those two examples, what I started to do, one is I was detecting that less variation, less, I was detecting within Rocketdyne and elsewhere that there was a far greater regard for less variation, less variation from each other than being on target. And I was just wanting to one; find out why does it matter if all you have to do is meet spec? Why does it matter? So relative to the paradigms of variation, and this was back into the mid '90s when I was working with some people in manufacturing and was greatly confused over this, and the confusion was, "Is it enough to meet print, Bill? You're not sure? And then we've got these capability indices. We want to use a small portion of the tolerance and then we've got this, "Bill you're telling we wanna be on target, help me understand that."   0:20:49.7 BB: Was what these guys were asking for. And the paradigms of variation that I come up with. And I described it, I said, "Well, let's look at it this way." I said, "There's this thing called... Let's call it paradigm A, and Paradigm A is meet print." All that matters at the end of the day, we wanna meet spec. So.   0:21:06.4 AS: When you say meet print, print is a kind of a word that maybe not everybody understands what that means.   0:21:12.7 BB: Thank you.   0:21:12.9 AS: What, that means spec?   0:21:13.6 BB: Meet the requirements.   0:21:14.6 AS: Meet the requirements.   0:21:15.6 BB: Meet the requirements. And so we want the meeting to start anywhere between here and here. And as long as we're in between... So "meeting requirements" such that everything is good, is paradigm A. And so if you went back to those... Looking at those two distributions, if you said it didn't matter which one to take, that would be the paradigm A answer. And that's rarely the case. And so what I was poking at with people is, "You tell me you're striving for zero defects, and then when I give you that information that there's zero defects, why does that not trigger you to say it doesn't matter?" Because there's something else going on. So then the idea that we want incredible uniformity, precision, that's what I refer to as paradigm B.   0:22:07.3 BB: And as I mentioned earlier, that is the dominant choice. We want narrow distributions. We want what people refer to as "piece to piece consistency" to be differentiated by the second most popular answer is being on the ideal value what Dr. Taguchi would call the target, which is what I refer to as paradigm C. So in explaining these three paradigms to these manufacturing folks, I said each of them has a goal. So the goal of paradigm A is to meet requirements, but they not only have a goal, they also have an approach. And their approach typically tends to be, "If you're slightly out measure again, if you're slightly in you're good. Can we change the requirements?" And so I thought as... The paradigm A solutions are all about playing with those lines, moving them in, moving them out.   0:23:01.1 BB: Paradigm B, which has a lot to do with, I find within Six Sigma quality, is we wanna have a given fraction of a percent of the tolerance. And these indices, the Cpk Cpk, Cp Cpk, and others, there'll be goals of, "It needs to be 1.33 or 2.0, or 1.67, and we wanna strive for Six Sigma quality." Well, the question I ask those people is, "How much money are we gonna spend to achieve Six Sigma quality? And is there a corresponding benefit?" And I don't get an answer. But so the paradigm B approach would be to take the distribution, and try to make it narrower, but narrow to the point that we're only using, 10% of the tolerance. And again, what bothers me about that is that it's not addressing what Taguchi's talking about, which is what we're doing at home.   0:24:04.8 BB: Whether it's baking something, we want the temperature to be close to 350 or, whatever it is we're doing. We're, looking for accuracy in how we're pulling something together, is we're looking for an ideal value. And there, what we're trying to do is, as I mentioned earlier, we're striving for, "Can we get precision and then can we make the adjustment to achieve accuracy?" And instead of just saying, "We wanna achieve some given value." To me, what I tell clients I work with and students in my classes is, "What is it gonna cost to achieve precision, to then focus on accuracy? How much money are we gonna spend on that? And what is the benefit?" And the benefit will be improvements downstream, which is looking at things as a system. And what we'll talk about in a future session, looking more at this is examples of things I've been involved with, that address this idea of not reducing variation to zero, but to me it's about managing variation and having the appropriate amount of variation, knowing that it could never be zero.   0:25:18.1 BB: But, does it...am I in a situation where meeting requirements is all I need to be. In the world of baseball there's a strike zone. You've got a batter coming up who can't hit the ball no matter what, and you say, "Well, it doesn't matter where it is. Just get it into the strike zone." The next batter comes up. And that batter is very determined to make... And you're trying to get the ball around the bat. Now it depends on where you are within the strike zone.   0:25:46.6 BB: Alright. So the other paradigm I wanna get into, and then we'll call it over, is, paradigm D. So there's A, is meet requirements, that's all that matters. B is, I'm looking for precision. C is, I'm looking for precision followed by accuracy. Paradigm D when I explained this to Dr. Taguchi in the late 1990s, and he said, I need to differentiate having one ideal value so I can be working in a place where all the tubes we make are one inch in outer diameter. And, so there's one ideal value, well, maybe what the company is doing is getting into variety and having different outer diameters. One inch, half inch, three-quarters of an inch. And in each case they're looking for accuracy, but accuracy around different values. And that's what Dr. Taguchi would refer to as... Well, he and I agreed to call it paradigm D, which is precision around an ideal value. But depending on your product line, you may have ideal values for different customers. And that's called variety. And so paradigm D is about precision coupled around varieties. So I just wanted to throw that out as well in our session.   0:27:16.7 AS: And the risk that you're highlighting is that somebody who's skilled in Six Sigma or some other tools will be patting themselves on the back, that they've got a very narrow distribution in that... And it's inside of spec and therefore they've done their job.   0:27:39.4 BB: Yes. Well...   0:27:40.1 AS: And what you're highlighting is that there is, there is an additional cost to the business or additional benefit if that narrow distribution could be moved to the target value?   0:27:58.2 BB: Well, here's what I've seen. I've seen organizations go from a really wide distribution where, in the assembly process, they need all those different sizes to put the puzzle together. And then somebody comes in and shrinks the variation to a fraction of that, not taking into account how they're used, and instead of going around and having all the different sizes to put the puzzle together, they can no longer do that. So what I'd say, I've seen plenty of examples where a given amount of variation that people are used to, that they're accommodating could be quite well until somebody comes along and gets rid of those other options.   0:28:48.2 BB: So I've seen variation reduction gone sour, a few times leading to some near catastrophic failures of a rocket engine because we're just looking at something in isolation. And, so I went to a very senior executive in that timeframe and I said... 'cause there's this big push in the company and we gotta reduce variation, "We gotta reduce variation." And I went to him and I said, "If we have a choice between shrinking the variation and doing nothing, I'd say do nothing." And he is like, "Well, what do you mean?" And I went through and explained this scenario with him and he said, "Oh, I've never seen anything like that." And I thought to myself, "You must have worked for companies that make the tubes, but don't use the tubes."   [laughter]   0:29:33.4 BB: I said. And so, this is why when I hear people talk about reducing variability, reducing cost, trying to make improvements, and again, we'll look at this in a whole nother episode, is my concern is are they thinking about that part in isolation? Are they thinking about how that fits into a greater system? So whether it's reducing the variation in the outer diameter, whether it's reducing the cost, if they're focusing on that as a KPI, and not looking at how that KPI fits into a greater system, I'd say I'd be nervous about that.   0:30:17.4 AS: One of the interesting examples I remember from when I was young and in maybe business school or whatever, was when Toyota came out with Lexus and they talked about how they spent a huge amount of time reducing variation in every part so that you had a much smoother and more quiet ride, and the reliability was better and better. And they talked about the pursuit of perfection was the tagline that they did. But it made sense to me that, many people would be... Many companies are satisfied with a certain amount of variation.   0:30:54.8 AS: When if they could get it more narrow around the desired outcome, then the knock on effects, particularly for a new company, maybe for an old company, and the knock on effects basically lead people to go, "Go back we want more variation," because you're screwing up everything downstream. But if you're building an operation where you can get more and more narrow distribution around the target output, the target desired output, then you're bringing benefit all the way down the line for the business. What have I got right and what have I got wrong out of that?   0:31:33.2 BB: Well, that's fantastic. And a couple things come to mind. I really appreciate that question. Andrew, if you were to do a Google search for Dr. Taguchi and Toyota, because this idea of being on target associated with what he referred to as the quality loss function, which again, will be a focus of another episode, I'd rather one, look at it as an integration loss function, just to reinforce the idea that being close to the ideal value is about improving integration. And that's it.   0:32:12.7 AS: When you say integration, what do you mean?   0:32:15.5 BB: Who's gonna use that tube? What are they gonna do with it?   0:32:18.1 AS: Okay. So downstream, integrating the process with the downstream.   0:32:20.5 BB: And so if I'm not looking at how the doctor fits into the system, how the tube fits into the system. So what I find is in the Taguchi community, people will say, Dr. Taguchi worked with Toyota back in the '50s and '60s. Dr. Taguchi and Deming met for the first time in the mid '50s in India. Dr. Taguchi was honored with the Deming prize in literature in 1960, and they would've met then. Don Wheeler in his books on Statistical Process Control, and inside the cover it will say, "In September 1960, a new definition of quality being on target with minimum variation." So there's all that. So what I've tried numerous times over the last 30 years is searching for documentation of Taguchi's influence on Toyota. I found nothing.   0:33:10.7 BB: And, so here I'm flying back from Japan, having gone there while Rocketdyne was owned by Boeing to explain these concepts to people at the Mitsubishi Heavy Industries, which is the largest aerospace company in Japan.   0:33:25.1 BB: There was a big partnership going on between Boeing, the division I worked for at Rocketdyne was part of Boeing. And, Boeing's, at that time, largest supplier in the world was MHI. So I was on a study team to go over there to... And I explained these ideas to them. They knew nothing about this. They were focusing on uniform... They were focusing on... Their quality system was precision, not accuracy.   0:33:47.6 BB: And I was explaining what we were doing with that. Well, flying home, I was sitting in business class, sitting next to me is a young engineer, flying out of Tokyo. He is Japanese. And now we started talking. Turns out he is a graduate of Cal Poly San Luis Obispo in California working for Toyota at the NUMMI plant. And I explained to him red pen and blue pen companies, he loved it. I explained to him the paradigms of variation. And he says, "Bill," he says, "I'm coming back from working with supplier to get them to focus on the ideal value." He says, "That is the thinking we use."   [laughter]   0:34:29.2 BB: He says they wanna change the tolerance. And I'm telling him, "No, you've got to hold that target value." So you can search the Internet, you won't find this. And so there's two data points I want to get before we close. So one is that the majority of the flight coming home was me explaining this stuff to him, and then afterwards maintaining a relationship with him and his boss and looking to see if I could learn more.   0:34:56.0 BB: But he was... For him to say, "That's exactly what we do." Well then I spent several years poking Dr. Taguchi about his loss function concepts and all, and he said, "No company in the United States uses the loss function." And I said, "Really?" He says, "No." He said, "The leading users in Japan are Toyota and Nippon Denso," now known as Denso, a major supplier to Toyota.   0:35:21.1 BB: And I said, "What do they do with it?" He says, well, he says, "Bill, they have a database of loss functions for how different things come together." He says, "They have a database for the impact of variation." And I said, "Really?" I said, "How do they use it?" He said, "They use it to guide their investments." That's what you're talking about, Andrew. But you won't find that on the Internet. I've not found that in any literature.   0:35:51.1 BB: So, those are two things that I hold there. I believe Toyota is using this somewhere deep in the organization as evidenced by this young guy. And my interest is to expand that appreciation within our community in The Deming Institute, that it is not about uniformity. It is not about precision. And, that improving precision could make things worse. [chuckle] If you're not focused on accuracy, then the question becomes, "Is every situation worth accuracy?" And the answer is, "No. You've got to look downstream."   0:36:29.6 AS: Okay. Now it's time for me to ask the question that was asked of Dr. Deming.   0:36:34.8 BB: Okay.   0:36:35.9 AS: Explain it in one short sentence. What do you think the key takeaway is from this excellent discussion?   0:36:44.8 BB: I think what's really important is the need to manage variation, which is the same thing as Akoff would say, the difference between managing actions and managing interactions. The idea is that how I accomplish my task depends upon how you're using it. And so for me to blindly meet a requirement from you not knowing how you use it, well, whether that's you asking me to clean the table and I don't know anything about the table, you saying, "I need you to meet these requirements."   0:37:21.2 BB: You saying, "I need this by tomorrow." And I say, "What do you mean by tomorrow, Andrew? Tomorrow at eight o'clock, tomorrow at nine o'clock?" And so I think what Deming's talking about is if I just blindly take a set of requirements and meet them in a way that I interpret without asking you for clarification, is not teamwork.   0:37:41.7 AS: Great.   0:37:44.1 BB: So I need to know how you're using this.   0:37:47.1 AS: And, that's a great lesson. And I think what it's telling us is the idea of communicating and cooperating and getting to the next level has to do with really understanding what the next process is doing with it, and how what you're delivering could be improved so that the improvement is measured by a benefit to the next and the next and the next profit process. Not as a loss to the next one, which is what you explained about if variation got reduced, all of a sudden people weren't built for handling that.   0:38:23.2 BB: Well, and let me throw one other thing out along those lines. And as a colleague of mine in Amsterdam says to people in the Lean community says, "How does Lean...how does implementation of Lean explain why we love Toyota products? How does it explain the reliability of the products? We buy nothing but Toyotas." Now, we've had bad luck with Toyotas, which people I met in business school classes told me, "You never buy anyone's first model even Toyota."   0:39:03.8 BB: So we will only buy Toyotas, but we'll never buy the first model year. And I'm buying it because I want it to start every single time. I don't want a car where I've gotta replace the water pump. And so for our listeners, if you wanna have customers revere your products for the reason, I think, many people revere Toyota products, I think what we're talking about tonight is a significant part of what makes those parts come together and those cars last so long.   0:39:41.3 AS: Bingo. Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion. And for listeners, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz, and I'm gonna leave you with one of my favorite quotes from Dr. Deming, which is, "people are entitled to joy in work."

Die Themen im heutigen Versicherungsfunk Update sind: Betriebsrente steigert ArbeitgeberattraktivitätFür über zwei Drittel der Befragten würde eine betriebliche Altersvorsorge (bAV) den eigenen Job attraktiver machen. Insbesondere wer noch am Beginn seiner beruflichen Laufbahn steht, scheint empfänglich für die Anreize der Betriebsrenten: Betrachtet man die Befragten nach Berufsbildung, liegt die Zustimmung bei Auszubildenden mit 73 Prozent am höchsten. Das ist das Ergebnis einer repräsentativen Umfrage des Meinungsforschungsinstituts Civey im Auftrag des Versicherers Liechtenstein Life. Talanx mit GewinnsprungDie Talanx Gruppe hat in den ersten drei Monaten 2023 den Versicherungsumsatz und das Konzernergebnis gesteigert. Der Versicherungsumsatz wuchs im ersten Quartal um 6,3 Prozent auf 10,7 Milliarden Euro. Das Konzernergebnis stieg mit 31 Prozent auf 423 Millionen Euro im Vergleich zum Vorjahresquartal. Für das Gesamtjahr rechnet die Gruppe unverändert mit einem Konzernergebnis von 1,4 Milliarden Euro. Meistgefürchtete Risiken der Unternehmen40,7 Prozent der Risikomanager nennen Cyber-Attacken als aktuell größtes Risiko für ihr Unternehmen, gefolgt zu gleichen Teilen von geopolitischen Unwägbarkeiten und dem Klimawandel (je 18,5 Prozent). Darauf folgen Naturkatastrophen mit 12,5 Prozent. Dies ergab eine Umfrage unter 45 Risikomanagern auf dem Risk Summit der Unternehmensberatung WTW. Dela mit überarbeiteten Annahmerichtlinien und TarifenDie Dela stellt sich in der Risikolebensversicherung neu auf. Bei den Tarifen aktiv Leben und aktiv Leben plus+ seien unter anderem die Annahmerichtlinien verbessert worden. Überdies seien die Tarife nun monatlich kündbar und enthielten höhere Versicherungssummen bei einfacher Gesundheitserklärung. IVFP startet LV-TarifvergleichsrechnerDas Analysehaus IVFP stellt unter www.fairgleichen.net einen LV-Tarifvergleichsrechner zur Verfügung. Dieser steht Pools, Vertriebsgesellschaften und Maklern bereit. Darauf macht IVFP-Geschäftsführer Michael Hauer auf dem Karriereportal LinkedIn aufmerksam. Verti tauscht im Vorstand ausDie Verti Versicherung AG hat mit Wirkung zum 1. Juni Frank Senge in den Vorstand berufen. Der Jurist ist aktuell als Direktor des Bereiches Legal & Compliance tätig. Senge folgt auf Carlos Nagore, der bereits zum 1. Mai in sein Heimatland Spanien zurückgekehrt ist und somit aus dem Vorstand der Verti ausscheidet. Dort wird er sich als Corporate Compliance Officer innerhalb der spanischen Versicherungsgruppe Mapfre, zu der auch der deutsche Kfz-Direktversicherer gehört, neuen Aufgaben widmen.

Vandaag vieren we zowel de verjaardag van onze Koning als het 10-jarig jubileum van Koning Willem. Een bijzondere dag waarbij we als natie in oranje gekleed de straat op trekken, onze oude spullen verkopen op een kleedje in de wijk en een oranjebittertje drinken. Een dag van saamhorigheid in een tijd waarin we steeds meer afstand ervaren. Belangrijk dus. En dat brengt Karin en Marischka bij de dalende populariteit van ons Koningshuis. Want de cijfers qua zichtbaarheid en het willen hebben en houden van een Koningshuis daalt al jaren. Toch lijkt er op de achtergrond – buiten het zicht van de media – veel te gebeuren. Zou hier sprake zijn van niveau 5 leiderschap zoals Collins en Senge beschrijven? Luister naar de DNHS podcast om meer inzicht te krijgen…

Bending over four Cirque Du Soleil shows, Oyuna has been under their spotlights since the age of 11! In this mind-bending episode, we follow Oyun Erdene Senge through her incredible life as Cirque du Soleil's contortion star. Proudly representing Mongolia all around the world, in what they now consider a traditional art form, Oyuna has been upside down, inside out and backwards with Cirque for over 18 years.

As the nights grow longer and the days shorter, share in a virtual celebration of Seasons of Light, Harvard Divinity School's beloved annual multireligious service honoring the interplay of holy darkness and light in the world's religious traditions. Performances include choral and instrumental music, readings by HDS students, the ritual kindling of many flames, and communal prayers and songs. Explore these offerings to the season in part or as a whole. Seasons of Light is hosted by Harvard Divinity School's Office of Religious and Spiritual Life under the direction of Christopher Hossfeld, Director of Music and Ritual, and Kerry A. Maloney, Chaplain and Director of Religious and Spiritual Life. Full transcript: https://hds.harvard.edu/news/2022/12/8/audio-seasons-light

Constance Kassor is an assistant professor of religious studies at Lawrence University, where she teaches courses on Buddhist thought and Asian religious traditions. Her research focuses on Tibetan Buddhist philosophy, and she is currently involved in several projects related to the Madhyamaka philosophy of the 15th-century thinker, Gorampa Sonam Senge. She is also interested in religion and comics, women and gender minorities in Buddhism, pedagogy, and digital humanities. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Constance Kassor is an assistant professor of religious studies at Lawrence University, where she teaches courses on Buddhist thought and Asian religious traditions. Her research focuses on Tibetan Buddhist philosophy, and she is currently involved in several projects related to the Madhyamaka philosophy of the 15th-century thinker, Gorampa Sonam Senge. She is also interested in religion and comics, women and gender minorities in Buddhism, pedagogy, and digital humanities. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/buddhist-studies

Constance Kassor is an assistant professor of religious studies at Lawrence University, where she teaches courses on Buddhist thought and Asian religious traditions. Her research focuses on Tibetan Buddhist philosophy, and she is currently involved in several projects related to the Madhyamaka philosophy of the 15th-century thinker, Gorampa Sonam Senge. She is also interested in religion and comics, women and gender minorities in Buddhism, pedagogy, and digital humanities. Learn more about your ad choices. Visit megaphone.fm/adchoices

Série d'articles dans "On Leadership" (1&2), collection HBR's 10 Must Reads "In praise of the incomplete leader" D. Ancona, T. W. Malone, W. J. Orlikowski, P. M. SengeP. Senge: la 5ème discipline, thème des organisations apprenantesSystems Thinking, Shared Vision, Personal Mastery, Mental Models, and Team learningSatya Nadella: une "j'apprends tout" aura plus de valeur qu'une "je sais tout".En français: éloge du leader incompletL'ancien style (Command & Control) n'est plus nécessaire - le pouvoir est de facto distribué ( épisode 66 de la série COVID 65 à 69 )Donc le leader cultive et coordonne (un autre C&C).Cultiver et coordonner?Faire sensInterpréter les changements observés et les communiquerAide si: vous avez toujours raison, vous êtes surpris par les changements, vous résistez au changementRelierConstruire des relations, plaidoyer vs enquêteAide si: vous cherchez des coupables, vous ne pouvez pas faire confiance aux autres, interactions frustrantes de types débat sans finVoirCréer des images motivantes d'un futur désirable (d'une direction désirable)Aide si: tout le monde se demande pourquoi il faut faire certaines choses, vous n'êtes pas motivé par votre travail, vous manquez d'aspirationInventerCréer de nouvelles façons d'approcher les problématiquesAide si: la vision semble détachée de la réalité, vous remarquez de grandes différences entre les aspirations de l'organisation et la manière dont le travail est organisé, vous notez que les choses retournent rapidement à la normalePeut se faire au niveau individuel comme au niveau directorialPour vous: dans quoi dois-je m'améliorer? Attention, pas forcément là où vous êtes "mauvais.e" Annonce: début CAS Uni Fribourg Management et philosophie Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino"

In de serie over belangrijke bedrijfskundige denkers – of managementdenkers – kijken Karin en Marischka in deze aflevering van Let's talk Business naar het denken van Peter Senge – de goeroe over lerende organisaties. De inzichten uit de vorige aflevering over Stephen Covey zijn hier direct inzetbaar bij, hoewel Senge zich echt richt op hoe de organisatie zich kan en moet ontwikkelen. Inclusief de rol die het management daarbij moet pakken. Lees meet over het denken van Peter Senge in de boekbespreking van dit belangrijke managementboek: het DNHS bookAbook over Peter Senge's Vijfde discipline – inclusief een bedrijfskundige toelichting bij het denken van Senge.

W dzisiejszym odcinku poruszymy tematy dla wielu nieznane z nazwy, ale po bliższym poznaniu całkiem pewnie znajome. Porozmawiamy bowiem o strategiach rozwiązywania skomplikowanych zagadnień, wartości biznesowej takiej analizy i tym ile ma ona wspólnego z UX. KONKURS: Na Wasze odpowiedzi konkursowe czekamy do 21.04, 23:59. Odpowiedzi udzielajcie w komentarzach do posta promującego ten odcinek na naszym Facebooku https://www.facebook.com/uxpogodzinach/posts/518426419685929 Do wygrania jest bilet na ACE Conf. 19 i 20 maja w Krakowie, gdzie usłyszycie miedzy innymi naszego gościa, Pawła Nowaka! Zadanie konkursowe podane jest na końcu odcinka ;) Polecane materiały: Świetlista republika, A. Barba - https://bit.ly/3JSRzAJ An Introduction to General Systems Thinking, G.M. Weinberg - https://bit.ly/37d7Jrk Piąta dyscyplina, P.M. Senge - https://bit.ly/3rnztQA Świat poza fizyką. Pojawienie się życia i jego ewolucja, S.A. Kauffman - https://bit.ly/3xpmJgg Na konferencję ACE Conf. możecie się też dostać kupując bilet na stronie konferencji z naszą zniżką -15% (kod: dd6aee06974ae6cd) Kilka słów o Pawle: Projektant systemów. Od 2008 roku zawodowo związany z branżą IT, User Experience i projektowania usług. Prowadzi kolektyw badawczo-projektoway pod marką NOWY w którym wraz z zespołem, łączy różne dziedziny wiedzy i kompetencje, aby wspólnie odnajdywać adekwatne rozwiązania dla złożonych problemów współczesnego świata. Prowadzi szkolenia z zakresu projektowania usług i produktów, complexity science oraz projektowania systemów. Wykłada na kierunku User Experience Design na Uniwersytecie SWPS w Katowicach. Pomysłodawca i główny organizator międzynarodowej konferencji WUD Silesia. Autor newslettera "Projektowanie w złożonym świecie". Muzyka: Bensound.com Odcinek powstał we współpracy z ACE Conference --- Send in a voice message: https://anchor.fm/ux-po-godzinach/message

I've used the last two podcasts to explore little-known factors which account for the effectiveness with which the Ukrainians are standing up to the Russian invasion. Today I look at the ingenuity of the Ukrainians in finding and exploiting weak spots in the way the Russian forces are conducting their offensive. What is now becoming apparent is that the Ukrainians are demonstrating an amazing ability to learn and adapt much faster than the Russians. Their performance is a real-time example of Peter Senge's argument in The Fifth Discipline that the greatest competitive advantage which companies have at their disposal is to learn faster than their competition. Senge urged every company to become a "learning organization," a term which he coined. This episode looks at specific examples of how the Ukrainians are putting the "learning organization" concept into practice. They are showing us as leaders and managers the powerful benefit of ,adopting this strategy ourselves. Download a transcript of this podcast at https://www.leaderperfect.com/podcast. Simply click on the Download Scripts link. Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode I chatted with Jan Noga about systemic design thinking. There's a wealth of resources and information provided below! Contact information: Jan Noga Jan.Noga@pathfinderevaluation.com www.pathfinderevaluation.com About Jan Noga: Jan Noga is an independent evaluation consultant based in Cincinnati, Ohio. She holds a bachelor's degree from Stanford in developmental and counseling psychology with specialization in early and middle childhood and a master's degree from the University of Cincinnati in instructional design and technology. Jan has worked in the non-profit and public sectors in human services and education for more than 30 years in roles spanning teaching, research, policy, and program planning and evaluation. As a program evaluator, Jan has planned and conducted both large and small-scale evaluations and provided organizational consulting and capacity building support to clients. She has also taught courses and workshops on such topics as systems thinking, systemic design thinking, research methods and techniques, program planning and development, and survey design and analysis. Jan has been a member of AEA since 2000 and was one of the founding members of the Systems in Evaluation TIG, serving as program chair and then TIG chair from 2004-2012. She is particularly interested in the use of systems approaches as a foundation for design, planning, implementation, and evaluation of change efforts in the human service and education arenas. Systems Thinking Resources for Evaluators: Hands on resources: * Williams, Bob. 2020. Systemic evaluation design: A workbook. Available for download from https://bobwilliams.gumroad.com/ * Williams, Bob. 2021. Systems diagrams: A practical guide. Available for download from https://bobwilliams.gumroad.com/ Good for starting out * Anderson, V. & Johnson, L. (1997). Systems thinking basics: From concepts to causal loops. Waltham, MA: Pegasus Communications. * Meadows, D.H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green Publishing. * Ramage, M. & Shipp, K (2009). Systems Thinkers. New York: Springer. * Sweeney, L.B. & Meadows, D. (2010). The systems thinking playbook. White River Junction, VT: Chelsea Green Publishing. * Williams, B. & Hummelbrunner, R. (2011). Systems concepts in action: A practitioner's toolkit. Stanford, CA: Stanford University Press. * Williams, B. and Imam, I, eds. (2007). Systems concepts in evaluation: An expert anthology. Point Reyes, CA: EdgePress. * Williams, B. and Van't Hoft, S (2016). Wicked solutions: A systems approach to complex problems. Available at http://bit.ly/1SVoOH3 Good for more advanced reading: * Bamberger, M, Vaessen, J., & Raimondo, E. (eds.) (2016) Dealing with complexity in development evaluation: A practical approach. Thousand Oaks, CA: Sage Publications. * Cabrera, D., Colosi, L., & Lobdell, C. (2008) Systems thinking. Evaluation and Program Planning, 31(3), 299-310. * Cabrera, D. & Cabrera, L (2015). Systems thinking made simple: New hope for solving wicked problems. Odyssean Publishing. * Capra, F & Luisi, PL (2016). The systems view of life: A unifying vision (6th printing). New York: Cambridge University Press. * Checkland, P. (1999). Systems thinking, systems practice. New York: John Wiley & Sons, Ltd. Cunliff, E., (2002) Connecting systems thinking to action, The Systems Thinker, 15(2), 6-7. * Eoyang, G.H. & Holladay, R.J. (2013) Adaptive action: Leveraging uncertainty in your organization. Stanford: Stanford Business Books. * Karach, R, (1997) How to see structure, The Systems Thinker, 8(4), 6-7. * Patton M.Q. (2010). Developmental evaluation: Applying complexity concepts to enhance innovation and use. New York: Guilford Press. * Patton, M.Q., McKegg, K., & Wehipeihana, N., eds. (2015). Developmental evaluation exemplars: Principles in practice. New York: Guilford Press. * Senge, P. (1990) The fifth discipline: The art and practice of the learning organization. New York: Doubleday. * Stroh, DP (2015). Systems thinking for social change. White River Junction, VT: Chelsea Green Publishing. * Ulrich, W & Reynolds, M (2010). Critical systems heuristics. In: Reynolds, Martin and Holwell, Sue eds. Systems approaches to managing change: A practical guide. London: Springer, pp. 243–292. * von Bertalanffy, Ludwig. (1950). The theory of open systems in physics and biology. Science, * 13, 23-29. * von Bertalanffy, Ludwig. (1968). General systems theory. New York: George Braziller, Inc. * Wolf-Branigin, M. (2013) Using complexity theory for research and evaluation. Oxford: Oxford University Press. Some other resources: * International Society for Systems Sciences * https://aea365.org/blog/systemic-design-thinking-for-evaluation-of-social-innovations-a-pd-for-intermediate-and-advanced-evaluators-by-jan-noga/ * http://www.epreconsulting.com/SETIG%202018%20Principles.pdf * https://systemic-design.org/ * https://modus.medium.com/what-the-is-systems-design-e005c1e9fef8 * https://rsdsymposium.org/ * Martin Reynolds Open University Music by Matt Ingelson, http://www.mattingelsonmusic.com/

#21: Next Generation Leadership - Learning Organizations will be the future with Gary Konarska - Elements of The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge, Paperback | Barnes & Noble® (barnesandnoble.com) are touched on, as Gary Konarska discusses his career journey to Executive Director and CEO of American Welding Society collecting management & leadership opportunities in Asia, cultural & senior level mentorship, continues learning through time management and value of Life balance. Gary Konarska | LinkedIn

You'll want to take notes on this apocalyptic chat as it is full of comparative ideas and resources to explore. Dr. Zabiegalski began his interest in human dynamics and questioning how we work together better from his own quest for such. His experience and expertise at high-level consulting and strategic management offers another perspective of how business and human interaction evolve. The development of the learning organization philosophy from Senge's work as well as Tom Campbell. Eric speaks of feeling like an imposter as a right-brained thinking in a left-brained world. How is this an important aspect of how we distinguish between our emotional/intellectual 'home room' and what we need to do for the greater good? How do you perceive 'exploitation' and 'exploration' as processes in your business or life? Eric has explored research and personal experience in developing an understanding of the 'ambidextrous organization.' Ever heard of the corpus collasum? The conversation about it will expand your view of how our brains work. The exploration of masculine and feminine cranial comparison is exquisite. What about the outlier aspects in functionality? How do we embrace and engage diversity? Are we missing the benefit of minds we've considered to be on the fringe of cognitive abilities? How do you surf the perfect wave in your quest for balance and functionality, let alone survival and thrivability in the world? Where is your attitude toward divergent thinking - diversity and learning development - that balance of what matters. How do you acknowledge the 're-union' of genders in a movement toward balance? You don't often hear a strategist and senior consultant speak toward energy and quantum physics, let alone the aspects of human dynamics in emotional and intellectual performance. Can these ideas, notions and practical applications help us in creating the 'great weset' or 'new normal' in this transcendent event period now. How comfortable are you in ambiguity? Our conversation evolves into the nature of asking questions. Eric's status as certified coach and board member of the World Institute for Action Learning provides great insight and understanding into developing questions that lead us to solutions across a plethora of practical applications. You'll enjoy the applicable advances in the conversation on the rise of the ambidextrous organization and the ability of empowering the self-alignment of people, places and things. Is there 'One Energy' that drives our bus and our choices are what manages the manifestation of flow in our lives? If you've wondered about the nature of consciousness and the magic of observing, connecting and implementing better application of your internal software, Eric has a wonderful expression of an overview of our cranial activity that's gotten us to this state of our evolution. How do we proceed? Listen in to our exploration for keen insight and paradigm shifting moments. Thanks for your view and for further information on Eric and his work... Connect with Eric on LinkedIn: https://www.linkedin.com/in/dr-eric-zabiegalski-7a04a659/ Eric's book: The Rise of the Ambidextrous Organization: https://amzn.to/3l0qeC8 ____________________________________________________________________________________________ From Eric: Left, Right, Zen is a whole brain thinker and being a guest on his One World podcast was like an energized conversation with an old friend. From human consciousness and cognition to work, organizations, and being comfortable with ambiguity. Listen in and join the conversation and learn how to surf the perfect wave every day. Tom Campbell, My Big T.O.E.: https://amzn.to/2X2FLJq Connect with Zen on LinkedIn: https://linkedin.com/in/zenbenefiel Zen's Digital Vitae: https://zenbenefiel.com Zen's books on Amazon: https://amazon.com/author/zendor Music: Outcasts

Hear it Here - https://bit.ly/ArtOfSystems Systems thinking boosts your critical thinking skill, analyzing ability, clears your vision, makes you more logical and rational. Recognize patterns, and design effective solutions to challenges. Some things can't be fixed with simple cause-effect thinking. We often perpetuate the very problems we try so hard to solve with this mindset. Systems thinking's aim is to find better solutions to your problems. Learn to examine complexity and simplify it. Learn how to think of things as systems - the process of understanding how people, events, and ideas influence one another within a whole. Advance your cognitive skills to improve the performance of your projects, and the quality of your relationships. Learn to detect and fix system errors so you perform at your highest potential. Bring your new skills to your life and workplace, through examples from economic and political environments and ample prompts for reflection. The Art of Thinking in Systems presents real life examples making this skill easily understandable and applicable. Approaching problems from a systems perspective is an essential skill for your career and life. This audiobook is not for Wall Street analysts but for everyday people who wish to understand their world better and make better decisions in their lives. ©2021 Steven Schuster (P)2021 Steven Schuster https://www.audible.com/pd/B09JL9PKVK/?source_code=AUDFPWS0223189MWU-BK-ACX0-281417&ref=acx_bty_BK_ACX0_281417_pd_us #BarryRichmond #CriticalThinking #DecisionMaking #PeterSenge #ProblemSolving #Schuster #Senge #StevenSchuster #RussellNewton #NewtonMG Barry Richmond,Critical Thinking,Decision Making,Peter Senge,Problem Solving,Schuster,Senge,Steven Schuster,Russell Newton,NewtonMG

La visión compartida es la disciplina número 3 según Peter Senge en su libro de La Quinta Disciplina. En esta ocasión Edmund, Rolando, Azaustre y Eyck concuerdan con el argumento de Senge que la visión no debe ser dictada por la alta gerencia, sino que es algo que surge del interés común y con lo que los miembros de la organización están comprometidos.Tertulia de Guias Podcast. Recuerda seguirnos en:Tertulia de Guias Podcast Plataformashttps://linktr.ee/IrresponsePreguntas & Sugerencias de Temashttps://redcon1leadership.com/contact/Página web redcon1leadershiphttps://redcon1leadership.com/tertulia-deguias/Linkedinhttps://www.linkedin.com/company/tertulia-de-guias-podcastFacebookTertulia de Guias PodcastTwitterhttps://twitter.com/GuiasPodcastOvercasthttps://overcast.fm/itunes1529025205/tertulia-de-guias-podcastStitcherhttps://www.stitcher.com/show/tertulia-de-guias-podcastBuzzsprout Directoryhttps://www.buzzsprout.com/1304869

Diretor do SENGE-RS, Eduardo Carvalho fala sobre projeto de privatização da Corsan 26/08/2021 by Rádio Gaúcha

Welcome to this second episode in a 3-part mini-series.In episode one of this 3-part mini-series, we spoke with Brandon Maloney, the founder and operator of Sketchs Ink Custom Paint and Hydrographics, about his leadership philosophy and how he uses it create a family team environment for his business. In THIS episode, we are going to find out if and how he lives into his values (Include a Senge quote in here).  We will do this by having a round table discussion with all of Brandon's employees and hear directly from them how Brandon leads them, his wins, his failures and how these examples can be used for emerging leaders from all sectors.

For this She Words episode, host Alicia Ramsey shares information, inspiration, and principles in the conversation entitled, How to Select the Right Mentor. She Words are motivational messages on motherhood, marriage, and mentorship. This episode will give you information and insight on what a mentor can and should do in the learning partnership. The word "mentor" has a root in Greek mythology. The word mentor cannot be found in the Bible, yet mentorship can be seen throughout the Old and New Testaments. Mentoring is a partnership where knowledge, information, experience, skills, and perspective are shared between a mentor and the mentee. According to Peter Senge (1990), the author of The Fifth Discipline, mentors empower people with information, offer insights, new knowledge, and alternative perspectives on reality. Senge articulates mentoring is more than teaching someone how to achieve their vision; but fostering learning, offering choices, and building consensus. Influential leaders are mentors and know the importance of mentoring. Everyone can be a leader because we all have gifts, talents, and knowledge to share. By mentoring the next generations to become productive citizens that better the world for all. Listen to hear more about mentorship as we dig deeper into this week's educational podcast dialogue. Connect with us and share your story on social media, or e-mail us at aramseyconsulting@gmail.com. Thank you for subscribing, sharing, and supporting the She Words podcasts. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Listen to Dr. Senge speak about the critical point our classrooms, schools, and society have reached and the role we all must play as leaders in facilitating a systems change that takes the whole child and whole community into account.

What is a learning organization and how do I know if I’m in one? In this episode of For the Record we talk with Erin Mason of UConn (and soon to be Ball State) about the characteristics of learning organizations and how you can implement them in your own institution. Is your office devoted to transparency, the creation of shared meaning-making, the values of learning, amassing knowledge and co-creating knowledge? If yes, you’re well on your way to having a learning organization.  Key Takeaways:●        Learning: acquiring knowledge and skills and having them readily available from memory so you can use them to solve future problems or engage with opportunities;●        It’s possible to create a learning organization within your local unit or even your local team; place that’s psychologically safe, comfortable, creative, collaborative, truly inclusive, willing to take risks, and reflects on what went right/wrong and use that to guide to future design●        There is a self-assessment tool available in Marsick & Watkins’ work (linked below) to help you get startedGuest:Erin Mason Associate Registrar University of Connecticut erin.mason@uconn.edu   References and Additional Information:●        Brown, P. C. (2014). Make it stick: The science of successful learning. The Belknap Press of Harvard University Press.●        Kline, P., & Saunders, B. (1993). Ten steps to a learning organization. Great Ocean Publishers.●        Marsick, Victoria J, & Watkins, Karen E. (2003). Demonstrating the value of an organization's learning culture: The dimensions of the learning organization questionnaire. Advances in Developing Human Resources, 5(2), 132–151.https://doi.org/10.1177/1523422303005002002●        Senge, P. M. (2006). The fifth discipline: the art and practice of the learning organization (Rev. and updated.). Doubleday/Currency.●        AACRAO Core Competency: Holistic and System Thinking●        AACRAO Core Competency: Leadership and Management

Dr. Constance Kassor is an assistant professor of religious studies at Lawrence University, where she teaches courses on Buddhist thought and Asian religious traditions. Her research focuses on Tibetan Buddhist philosophy, and she is currently involved in several projects related to the Madhyamaka philosophy of the 15th-century thinker, Gorampa Sonam Senge. She is also interested in religion and comics, women and gender minorities in Buddhism, pedagogy, and digital humanities.

David Cummins und Andreas Ollmann unterhalten sich beim Coffee Break über den kreativen Spannungsbogen nach Robert Fritz und Peter Senge, über Shared Vision und Shared Reality, über Dialog und Diskussion – und wie das alles helfen kann bei Strategieentwicklung, Transformation und Changeprojekten. Weitere Informationen unter worklife.ministry.de.

Peter Senge describes how in most organisations people save their creative, open style of learning for the weekends, and at work just get on with the job. But it doesn't have to be like that..

In this week’s podcast, we explore how to embrace the uncertainty and complexity of navigating change and unlocking learning in our workplaces. Connect with Peter Senge: https://www.solonline.org/ [free_product_purchase id="98713"] You’ll Learn: [02:57] - Peter explores if we need new measures of success when it comes to determining if workplace change efforts have succeeded or failed. [06:22] - Peter explains why the complexity of change in workplaces is often misunderstood. [11:32] - Peter offers tips for how we can create more cultures of learning to help us navigate workplace uncertainty and change in 2021. [16:12] - Peter explains how we can better navigate the creative and emotional tension that exists between our hopes for the future and our current reality. [21:50] - Peter shares why workplaces need healthy leadership communities, rather than leaders as heroes, to support change. [24:17] - Peter explains why the desire for continual growth creates changes challenges in workplaces. [28:49] - Peter offers guidance for our workplaces can leverage complexity to help them create more successful changes. [32:30] - Peter enters the lightning round. Thanks for listening! MPPW Podcast on Facebook Healing Collective Trauma by Thomas Hübl Thanks so much for joining me again this week.  If you enjoyed this episode, please share it using the social media buttons you see at the bottom of this post. Please leave an honest review for the Making Positive Psychology Work Podcast on iTunes. Ratings and reviews are extremely helpful and greatly appreciated. They do matter in the rankings of the show, and I read each and every one of them.  And don’t forget to subscribe to the show on iTunes to get automatic updates. It’s free! You can also listen to all the episodes of Making Positive Psychology Work streamed directly to your smartphone or iPad through stitcher. No need for downloading or syncing. Until next time, take care!  Thank you, Peter!

Peter Senge—the renowned architect of systems thinking and author of the 1990 classic, *The Fifth Discipline*—doesn't love the word “system.” “I always try to kind of demystify the word ‘system,' because that's a bit of a problem we've always had,” he says on the most recent episode of *The Resonance Test.* “System is an off-putting word.” This is, in fact, one of many surprises nestled in his lively conversation with Rick Curtis, Senior Director of EPAM Continuum, and Paul McCormick, a Principal Consultant at EPAM. Senge's holistic and humanistic worldview plays nicely off of Curtis-and-McCormick's pleasantly British style of inquiry. He speaks in mini-lectures about systems thinking (of course), adaptivity, innovation, competition, collaboration, and data in a slightly hoarse but consistently positive voice. Senge is both informative—he teaches us that Latin root for the word “compete” means “striving or seeking together”—and a skilled, off-the-cuff aphorist. Press play and hear him say (among other things): “Deep change never starts with a majority. Revolutions always start with small numbers. The real changes always start on the periphery of the mainstream.” “Even direct competitors have to work together to create healthy market conditions, which in turn can allow them to compete.” “What we often call human nature, I would call habit—collective habits of thinking and acting. And that's culture.” “You can throw away the word ‘system' entirely and just talk about [how] we live in webs of interdependence, where my wellbeing depends a lot on yours, and we're continually influencing each other.” “The basic element is awakening people's intuitive understanding that we always live in an interdependent interconnected reality.” “Competition and collaboration are natural sisters. They go together. And that's true in business just as well.” Host: Kyle Wing Engineer: Kyp Pilalas Producer: Ken Gordon

Cezar Henrique Ferreira - Presidente eleito do Senge - RS by Rádio Gaúcha

Support this podcast via Patreon (https://www.patreon.com/crossingfaiths). John and Matt welcome Senge Sering to discuss India, Kashmir, China, Pakistan. Special Guest: Senge Sering.

Jack Maxey and Vish Burra are joined by Steve Bannon, Jay Kansara, and Dave Ramaswamy for a special episode of War Room: Pandemic to celebrate India's 74th Anniversary of Independence. Calling in is Lawrence Sellin to discuss Indo-Pacific Strategy. Senge Sering calls in to discuss the importance of Gilgit-Baltistan. Congressman Joe Wilson of South Carolina calls in to discuss his experience as the founder of the US-India Caucus.

Jack Maxey and Vish Burra are joined by Steve Bannon, Jay Kansara, and Dave Ramaswamy for a special episode of War Room: Pandemic to celebrate India's 74th Anniversary of Independence. Calling in is Lawrence Sellin to discuss Indo-Pacific Strategy. Senge Sering calls in to discuss the importance of Gilgit-Baltistan. Congressman Joe Wilson of South Carolina calls in to discuss his experience as the founder of the US-India Caucus.

I spoke with Dr Lize Barclay about applied systems thinking. We touched on: systems thinking as a lens to look at the world and specifically for decision making, mental models, complicated vs. complex systems, key systems thinking tools, how to practice your systems thinking skills, the links with design thinking and futures studies, as well as gaming simulation. Lize studies emerging issues, trends and alternative future scenarios for business, places and spaces and map paths to adapt in order to thrive and not merely survive, often through simulations and gaming. On the 1st of December 2017 Lize joined the University of Stellenbosch Business School as Senior Lecturer in Futures Studies and Systems Thinking. Her current research explores gaming, cyberpunk, gentrification, hipster culture, gender, the 4th Industrial Revolution and indigenous knowledge systems. Previously she spent 12 years as lecturer in Town and Regional Planning. She has a PhD in Town and Regional Planning with a focus on the use of scenario-based gaming simulation in higher education. Lize has 7 years' experience working for local and provincial government, predominantly in Forward Planning. She also runs a boutique consultancy called Question Unknown Infinity. Further reading: The Systems Thinker - https://thesystemsthinker.com/ What are mental models? - https://thesystemsthinker.com/what-are-mental-models/ 15 Systems Thinking Guidelines to Live in a World of Uncertainty - https://medium.com/constraint-drives-creativity/15-systems-thinking-guidelines-to-live-in-a-world-of-uncertainty-b07d5a478e6 Recommended books: Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency. Meadows, D. H. (2008). Thinking in systems: a primer. London: Chelsea Green Publishing

Please join us for a conversation with some of the most innovative voices in American higher education. How might we use this crisis and disruption in university life as an opportunity to re-imagine and transform our systems of higher education and knowledge diffusion? How might we better prepare students and communities to navigate a world of ever-increasing complexity and planetary distress with wisdom, skill, mindfulness, well-being, and creativity? With so many universities re-thinking their educational models in these unique times, is there an opportunity for offering new models of world-class, cost-effective learning to support deeper wisdom, innovation and conscious transformation? Some of the leading voices involved in transforming higher education will be in conversation about the unique challenges and opportunities of these times. Otto Scharmer is a Senior Lecturer in the MIT Management Sloan School and co-founder of the Presencing Institute. He introduced the concept of “presencing”—learning from the emerging future—in his bestselling books Theory U and Presence (the latter co-authored with P. Senge et al). He is coauthor of Leading from the Emerging Future, which outlines eight acupuncture points for transforming our social, economic, ecological and political systems. His most recent book, The Essentials of Theory U, summarizes the core principles and applications of awareness-based systems change. In 2015, Otto co-founded the MITx u.lab, a massive open online course (MOOC) for leading profound change, which has since activated a global eco-system of transformational change involving more than 160,000 users from 185 countries. In March 2020, Otto and his colleagues at the Presencing Institute launched GAIA (Global Activation of Intention and Action), a free, online, deep learning journey, geared toward profound personal, societal, and planetary renewal. Sanjay Sarma serves on the board of edX, the not-for-profit company founded by MIT and Harvard to create and promulgate an open-source platform for the distribution of free online education worldwide. He is the Vice President for Open Learning at MIT, which includes the Office of Digital Learning, the MIT Integrated Learning Initiative and the Abdul Latif Jameel World Education Lab. Sanjay is also a Professor of Mechanical Engineering at MIT, and a successful innovator and entrepreneur who developed many of the key technologies behind the EPC suite of RFID standards now used worldwide. Leveraging innovation and ideas, Sanjay co-chaired MIT’s Taskforce on the Future of Education in 2012, and subsequently was charged with implementing the recommendations around digital learning in his current senior position at MIT. Dacher Keltner is a professor of psychology at the University of California, Berkeley, and the founding director of the Greater Good Science Center. Dacher is the host of the Greater Good Science Center’s award-winning podcast, The Science of Happiness and is a co-instructor of the massively popular online course of the same name via edX that has over 300,000 enrollments. He is also the best-selling author of The Power Paradox: How We Gain and Lose Influence and Born to Be Good, and a co-editor of The Compassionate Instinct. With his extensive research focusing on the biological and evolutionary origins of compassion, awe, love, beauty, power, social class, and inequality, he was a scientific consultant on Pixar’s film Inside Out. For several years he has worked with Facebook and Google engineers and designers on projects relating to altruism and emotion. The conversation will be moderated by Preeta Bansal and Nipun Mehta. Preeta Bansal has been a Lecturer at the MIT Media Lab, drawing on network science, physics and biology, and the role of new technologies, in re-imagining and piloting new social designs and architectures that amplify small shifts in behavior and consciousness to support the emergence of new political, social, and economic frameworks. After a long career scaling the heights of external and institutional power as a constitutional lawyer, she has spent much of the last decade deeply plumbing depths of being for the source of internal power. Her prior roles include serving as a General Counsel and Senior Policy Advisor in the Obama White House, Solicitor General of the State of New York, partner and practice chair at a leading corporate law firm in New York City, global general counsel in London for one of the world’s largest banks, a US diplomat and Chair of the US Commission on International Religious Freedom, and law clerk to US Supreme Court Justice John Paul Stevens. She advised on the drafting of the constitutions of Iraq and Afghanistan. Her lifelong passion for service, which for the first half of her life took the form of public service, is now finding expression in ServiceSpace, an ecosystem in which she is a global anchor and volunteer. Nipun Mehta is the founder of ServiceSpace, a global community at the intersection of technology, volunteerism and gift-economy. Most recently, ServiceSpace's pandemic response has showcased the unique beauty of its global ecosystem. Nipun has catalyzed a global social movement of community builders grounded in their localities and rooted in practices for cultivating love, nonviolence, selfless service, and compassion. The ecosystem has reached millions, attracted thousands of volunteers, and mushroomed into numerous community-based service projects as well as inspiring content portals. ServiceSpace harnesses the collective power of networks and our deeper interconnectedness to create a distributed social movement founded on small, local individual acts of kindness, generosity and service that ignite shifts in individual and collective consciousness. Nipun was honored as an "unsung hero of compassion" by the Dalai Lama, not long before former U.S. President Obama appointed him to a council for addressing poverty and inequality in the US. Yet the core of what strikes anyone who meets him is the way his life is an attempt to bring smiles in the world and silence in his heart: “I want to live simply, love purely, and give fearlessly. That's me.”

This week, Dan Neumann is joined by George Dinwiddie, an Independent Software Consultant and Coach who works with organizations both large and small to develop software more effectively. He strives to help organizations, managers, and teams solve the problems they face by providing consulting, coaching, mentoring, and training at all levels.   Dan and George will be taking a deep dive into George’s newest book, Software Estimation Without Guessing: Effective Planning in an Imperfect World, which addresses both the technical and sociological aspects of estimation. In this episode, George takes listeners through several chapters of the book, key points and best practices, as well as myths and misconceptions, all to help your organization achieve its desired goals with less drama and more benefit!   Key Takeaways What is software estimation? A tool to estimate for the particular need you and your organization has Estimation in comparison to past experience and by modeling the work mathematically (or a hybrid of both) One of the big purposes of making estimates is for the business to build a look ahead and make decisions What are not estimations? Commitments Negotiations Plans “Estimations are wrong; if they were right, they would be called measurements.” How to estimate/estimation best practices: It’s important to track progress with your estimates to create a feedback loop (burn up charts are an easy way to do this) It’s okay to be wrong in the estimates With sprints, you want to be more 50/50 with the estimates Communication is critical Having contingency plans in place is a good idea Estimations are not the same as plans — estimate, and if it is critical, then put in some contingency buffers Allow for some space for the unexpected When you find out that your estimate is wrong then that means some assumption that you’ve based your estimation on is wrong (so there’s a lot of value in analyzing what assumption is untrue and to learn from it) For simple estimations (like how much work to take on for the next two weeks) you don’t need a lot of precision or accuracy Set near-term estimates Be clear about how far along you are (“...otherwise, you’ll be fooling yourself”) Have a good measure of what is done or not (you can use test automation for this) A model can be very helpful but if it doesn’t really track reality then it’s going to lead you astray The book’s purpose: It strives to help people work with estimates (given a desire to have things come out well) Provides a guide for comparison-based estimates It’s not very recipe-driven; it more so provides things to think about and options to consider A how-to on estimating for unknowns Rather than walking people through a series of steps, George’s book aims to help people think about what they’re trying to accomplish and how what they’re doing is accomplishing that Approaches to estimation: Enlisting Expert Estimators  Using a model such as the COCOMO model (which is encoding how you compare it to other experiences) Utilizing function points Notes about the social side of estimation: Having in-person communication skills are just as important as your programming skills The better you can balance a concern for the needs of self, the needs of the other, and the needs of the context, the better things will be (even if the other person is not doing a good job of balancing them)   Mentioned in this Episode: George Dinwiddie Software Estimation Without Guessing: Effective Planning in an Imperfect World, by George Dinwiddie Agile Estimating and Planning, by Mike Cohn Planning PokerFibonacci Sequence Agile2020 Conference James Grenning Software Estimation: Demystifying the Black Art (Developer Best Practices), by Steve McConnell COCOMO Model Burn Up Chart Gerald Weinberg Donald Rumsfeld — Unknown Unknowns Virginia Satir’s Concept of Congruence The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

The topic for today's episode is Organisation Development. We connect you to Takeshi Yoshida, behavioural coach and agile & scrum trainer for Organisation Development, who talks us through the practical application and implications of design thinking, design sprints, lean startup principles and various mental models.  Takeshi's Linkedin profile - https://www.linkedin.com/in/takeshiyoshida/ His Insight page - https://agile-od.com/insight Credits to Ling Jun for the podcast cover art. Check out her Dribbble page - https://dribbble.com/____Lingjun____ References: The Lean Startup by Eric Ries - https://www.goodreads.com/book/show/10127019-the-lean-startup Scrum: A Pocket Guide by Gunther Verheyen - https://www.goodreads.com/book/show/40317278-scrum---a-pocket-guide?ac=1&from_search=true&qid=FHkgQJN5C8&rank=2 Creative Confidence by Tom Kelley - https://www.goodreads.com/book/show/17288649-creative-confidence?ac=1&from_search=true&qid=vSAjasBF6a&rank=1 Sprint by Jake Knapp - https://www.goodreads.com/book/show/25814544-sprint?ac=1&from_search=true&qid=8VCRBSLvej&rank=1 Radical Candor by Kim Scott - https://www.goodreads.com/book/show/48463519-radical-candor?ac=1&from_search=true&qid=TCfZxuMug3&rank=1 Conversational Intelligence by Judith E. Glaser - https://www.goodreads.com/book/show/17801996-conversational-intelligence?ac=1&from_search=true&qid=HdyIzXDTwm&rank=1 Non-violent Communication by Flora Butler - https://www.goodreads.com/book/show/25631580-non-violent-communication?ac=1&from_search=true&qid=MyX6yH3Qj3&rank=5 The Fifth Discipline by Peter M. Senge - https://www.goodreads.com/book/show/255127.The_Fifth_Discipline?ac=1&from_search=true&qid=QHAYxcuLxJ&rank=1    

Dieser Podcast behandelt eine Textpassage aus dem Buch „Die fünfte Disziplin“ von Peter M. Senge, die mich zum Nachdenken gebracht hat. Als ich sie las, startete in meinem Kopf das innere Kino und zeigte mir verschiedene Szenen, in denen ich als Teil eines Management-Teams fungierte. Mein innerer Kritiker nutzte die Gelegenheit und kommentierte die verschiedenen Situationen. Eine weitere innere Stimme – die der Systemikerin – schaltete sich ein und zeigte neue Perspektiven auf. In diesem Podcast teile ich mit Ihnen die Quintessenz meines inneren Dialogs. Ich wünsche Ihnen gute Erfahrungen beim Zuhören und erfolgreiche Prüfungsprozesse!

Our heroes continue to their current goal of Senge.

Noget om at erkende og drømme vildt

In this episode, we're going to talk about five books that have helped me shape my thinking and really prepare me for a future in leadership. As manufacturers, we're living in a world that the military has labeled a V.U.C.A. world, which stands for Volatile, Uncertain, Complex, and Ambiguous. As a new business leader, we’re faced with many new challenges. Three key challenges are that we have new competition, we have new technology, and we need to have new people constantly coming in the door applying for jobs. In this episode, I want to share a couple of insights from each of the five books that have helped create a new mindset for me and how it has moved my thinking forward. WHAT YOU’LL LEARN: Key takeaways from each of the 5 books How each takeaway relates to you as a manufacturing leader What are the important first steps to take as you begin to implement LEAVE A REVIEW Since this podcast is new, I’m asking for iTunes reviews. This will help others discover and learn what Leading the Factory Forward is all about. LINKS MENTIONED The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge  Deep Work: Rules for Focused Success in a Distracted World by Cal Newport The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal by Jim Loehr Leadership on the Line, With a New Preface: Staying Alive Through the Dangers of Change by Ronald A. Heifetz Stewardship: Choosing Service over Self-Interest by Peter Block FOLLOW ME ON SOCIAL LinkedInFacebook I thank you so much for being here and I’ll see ya next time on Leading the Factory Forward — Lynn   EPISODE CREDITS: If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com 

Nesse episódio, Murilo comenta mais um capítulo do livro Presença: propósito humano e o campo do futuro, de C Otto Scharmer e Peter M. Senge.

Nesse episódio, Murilo comenta sobre o livro Presença: propósito humano e o campo do futuro, de C Otto Scharmer e Peter M. Senge.

James Cameron and John Kotzman discuss the tenets of learning organizations. Learning organizations facilitate the learning of its members and continuously transform themselves. The concept was coined through the work and research of Peter Senge and his colleagues. The Fifth Discipline: The Art and Practice of the Learning Organization, and The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization, describe five disciplines that must be mastered when introducing learning into an organization: -Personal Mastery - begins "by becoming committed to lifelong learning," and is the spiritual cornerstone of a learning organization. Personal Mastery involves being more realistic, focusing on becoming the best person possible, and striving for a sense of commitment and excitement in our careers to facilitate the realization of potential (Senge 1990,11). -Mental Models - must be managed because they do prevent new powerful insights and organizational practices from becoming implemented. The process begins with self-reflection; unearthing deeply held belief structures and generalizations, and understanding how they dramatically influence the way we operate in our own lives. Until there is realization and a focus on openness, real change can never take place (Senge 1990,12). -Building Shared Visions - visions cannot be dictated because they always begin with the personal visions of individual employees, who may not agree with the leader's vision. What is needed is a genuine vision that elicits commitment in good times and bad, and has the power to bind an organization together. As Peter Senge contends, "[building shared vision fosters a commitment to the long term" (Senge 1990,12). -Team Learning - is important because modern organizations operate on the basis of teamwork, which means that organizations cannot learn if team members do not come together and learn. It is a process of developing the ability to create desired results; to have a goal in mind and work together to attain it (Senge 1990,13). -Systems Thinking - the ability to see the big picture, and to distinguish patterns instead of conceptualizing change as isolated events. Systems thinking needs the other four disciplines to enable a learning organization to be realized. There must be a paradigm shift - from being unconnected to interconnected to the whole, and from blaming our problems on something external to a realization that how we operate, our actions, can create problems (Senge 1990,10).

The construction industry is realizing that the “soft skills” are really the “hard skills” and are critical to our ability to collaborate on construction programs. Dr. Peter Senge, famed author of the The Fifth Discipline, joined the Built Revolution to discuss his work in organizational and team learning, systems thinking and collaborative leadership. Dr. Senge discusses the importance of trust and psychological safety in creating collaboration efforts, and the need to build mastery and competence in certain critical skills. His insights are of incredible importance to our industry as we determine how to disrupt and improve.

The construction industry is realizing that the "soft skills" are really the "hard skills" and are critical to our ability to collaborate on construction programs. Dr. Peter Senge, famed author of the The Fifth Discipline, joined the Built Revolution to discuss his work in organizational and team learning, systems thinking and collaborative leadership. Dr. Senge discusses the importance of trust and psychological safety in creating collaboration efforts, and the need to build mastery and competence in certain critical skills. His insights are of incredible importance to our industry as we determine how to disrupt and improve.

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Daniel Im breakdown the leadership book The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge. In their conversation they discuss the following questions: What's the book and why does it matter? Overview of the book How applicable is the book to leadership in my church? What are things churches should ignore from the book? What can you do this week in light of the book? BEST QUOTES “This book is about creating a learning organization." "If you want to grow your church, you have to grow your people." "Non-learning organizations react, whereas learning organizations look at the deeper underlying systems that generate that behavior." "In building learning organizations there is no ultimate destination or end state, only a lifelong journey." "Are you spending more time reacting or acting upon?" "How do we grow people's commitment to the mission that Jesus has given us?" "Learning in front of people is a lot of what your job is as a leader." "A lot of times the short term cure is worse than the long term disease." "Ultimately, you do not want to settle for a warm body model." "Churches are systems." "God uses systems. Systems aren't unholy." "It's really about identifying the natural patterns instead of seeing snapshots of problems." "If you are on staff at a church trying to lead up, this is a great book for next steps." "Today's problems come from yesterday's solutions." "Walk through the framework of the book and then take your team through it." RECOMMENDED RESOURCES Ministry Grid The Fifth Discipline by Peter M. Senge Systems Thinking for Social Change by David Peter Stroh Leading Change by John Kotter Accelerate by John Kotter Strengths Finder No Silver Bullets by Daniel Im LifeWay Leadership Podcast Network

Etonnants voyageurs heescht de grousse Literaturfestival zu Saint-Malo. D'Stad vun de Korsaren grad wéi déi ganz bretonesch Küst hu schonn an der Vergaangenheet déi franséisch Schrëftsteller ugezunn an inspiréiert. Eng literaresch Rees mam Valerija Berdi an d'Bretagne vu gëschter an haut.  

Join us for #IndieMusicLIVE! 99 - Get the latest in #IndieMusic news and listen to the best #IndieMusicians we have found in the past week! Special panel guest is Omega Sparx Music: Nebulamigo - "Distance" @Senge - "Tabala" McNyff - "Money Musik" Gord E Nichols - "Caroline 2.0" Dru Yates - "Ride With Me" Promote your music NOW: http://www.indiemusicplus.ecwid.com/ Hosted by JoeJoeKeys & David Werba Produced by Robert Hix of Hixvideo Submit your music for consideration at http://www.indiemusicplus.com/

SPaMCAST 461 features our essay - Agile -- Leadership Required.  For an Agile transformation to be effective and then stay effective there are four cornerstones of Agile leadership constancy that must be addressed with passion and constancy of purpose. Our second column this week is from Kim Pries (The Software Sensei). Kim fills in the middle of the cast with a discussion of the conceptual skills a software developer should have. To be good in this industry you need to be more than a set of coding languages or testing techniques.   Steve Tendon, brings chapter 19 of Tame The Flow: Hyper-Productive Knowledge-Work Performance, The TameFlow Approach and Its Application to Scrum and Kanban published J Ross (buy a copy here). We tackle Chapter 19, which is titled Understanding Common Cause Variation.  Steve share insights that caused me to rethink the whole idea of common cause variation. Here is a promo for my appearance during the Denver Startup Week.  On Thursday, September 28th at 8 AM I will be sharing Storytelling: Developing the Big Picture for Agile Efforts.  The presentation, in Denver, Colorado, will be at held at Industry.  Register and be there!!!! A well-done Agile project reminds us that the focus of any set of requirements needs to be on an outcome rather than a collection of “whats” and “whos”. Storytelling is a powerful tool to elevate even the most diehard requirements analyst from a discussion of individual requirements to a discussion of outcomes. Attend this session and learn how to peel away the proverbial layers of the backlog evolution “onion” by using storytelling techniques to understand the big picture. Perfect for PMs and leaders of any agile driven project. For other events, SPaMCAST team members will be attending check the recent blog entry titled Upcoming Conferences and Webinars!   Re-Read Saturday News This week Steven completes Chapter 9 of Paul Gibbons’ book The Science of Successful Organizational Change.  Chapter 9 is the capstone of the book, putting all of the pieces-parts together.  Steve sums the chapter up and ties a bow on it!  We will have a final wrap up next week then . . . Vote for the next re-read book here! I will hold the poll open for a few more days.  Currently, we seem to be experiencing a slugfest between Vacanti and Senge; however, I am starting to see rally flags for Kevin Kruse’s book! This week and previous installments: Week 1: Game Plan Week 2: Introduction    Week 3: Failed Change Week 4:  Introduction to Part 1 and Fragility to Change-Agility Week 5: Governance and the Psychology of Risk Week 6: Decision Making in Complex and Ambiguous Environments Week 7: Chapter 5: Cognitive Bias and Failed Strategies Week 8: Misunderstanding Human Behavior Week 9: The Science of Changing Behaviors Week 10: Chapter 8: The Science of Changing Hearts and Minds Week 11: Leading With Science (Part 1) Week 12 Leading With Science (Part 2)   A Call To Action The Software Process and Measurement Cast needs your help!  Please give the SPaMCAST a short, honest review in iTunes, Stitcher or wherever you are listening.  If you leave a review somewhere, please send a copy to spamcastinfo@gmail.com we will call you out on the show!  Reviews help guide people to the cast and blog! If you interested in promoting your conference or event on the Software Process and Measurement Cast please reach out to us at spamcastinfo@gmail.com to discuss how that can happen! Next SPaMCAST SPaMCAST 462 will feature our interview with Jon M Quigley (remember him?)  We discussed his new book Project Management for Automotive Engineers. Jon co-authored the book with Roopa Shenoy. The book and the ideas in the book are relevant to all types of projects whether they use Agile or not!  A fun and informative conversation! Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

In his best-selling book, The Fifth Discipline, Peter Senge outlines the concept of the ‘learning organisation’. These organisations would be agile, innovative and highly competitive. They would emphasise continual learning and work from a shared vision for all employees. Senge was certainly ahead of his time and 27 years after publication, organisations are still seeking (and often struggling) to embody these ideas. In this episode we discuss new research from Towards Maturity into the New Learning Organisation, and we chat to learning professionals from Virgin Media, the Foreign and Commonwealth Office and British Heart Foundation to find what becoming a learning organisation has meant for them and what steps they’ve taken to put learning at the heart of their business.

Dr. Linda Sharkey and Morag Barrett, co-authors of The Future-Proof Workplace, share their views on how the industrial revolution left us with the broken and toxic workplaces we see today. Virtual enterprises and aspirational millennials do not thrive under command-and-control leadership. Linda and Morag talk about how a culture of curiosity, learning, diversity, growth, and purpose can future-proof the workplace to lend purpose and power to individuals and teams.   Key Takeaways [5:40] Linda explains that the rules of industry were designed for an era with different values and beliefs, such as the belief that people need to be controlled and managed to achieve their goals. The manual manufacturing environment is replaced by automation. ‘Command and control’ is still seen in the office. Linda would rather see ideas put in place to help people be the best they can be, and contribute fully. [9:59] Linda comments on command and control. She considers the pressure to produce and sell, which has been present since the Great Recession, causes leaders to revert to the default style of command and control to meet high-pressure deadlines. [16:09] Linda says more books are written on leadership than any other topic. Leadership has been an issue for thousands of years. The style of leadership that is engaging, focused on development and on the individuals you are leading, with heart, has always been successful. People have tolerated command and control, but changed conditions and technology have made it unsustainable for this century. [17:41] Linda considers how current massive changes may cause us to step back and ask how can we really get to that place we’ve all been talking about for the last 50 years, of belonging, of diversity, with a culture that values people, and makes them feel they can participate and innovate, and feel appreciated. Things will never be as they were in the 1960s, so embrace the change and transform along with it. [20:11] Morag studied authors Christophe Morin, Sebastian Junger, and Robin Dunbar for her first book, on the importance of professional relationships. Technology gives us an illusion of connection, but social media friends are not friends to call on in an emergency. The neuroscience of what makes us human — how we work together, is important. Morag cites Daniel Pink on autonomy, mastery, and purpose. [23:02] Linda stresses the importance of purpose. Purpose needs to be the rallying cause. People get much more excited about what they’re doing, when thinking from a purposeful perspective. Deep down, people do want to help other people, and want to make and do things that will make a difference and leave a legacy. [24:56] Connection and empathy are basic principles. Morag suggests pausing to check in, and connect, before you dive into the project. Relationships are critical to success in the 21st century. Linda says technology gives us information very quickly, but the emotional connection, and feeling of a relationship is what makes a difference to people. Google research shows that the best teams care about each other. [34:18] Morag says leaders today need to have these conversations: what culture do we have on this team, what are our rules of engagement, and how are we working together? Start creating a language and framework that effects change, at your level of influence, if you are not in the C-suite. There will be a ripple effect to the rest of the organization. [39:17] Deal humanely with people that don’t produce. But saying that a certain percentage will be cut is toxic. Look at your strategy, and look at your people. Who has the skills now to move the strategy forward, who needs development, and who would work better in another area, or at another company? Keep the workforce vital, to deliver on the strategy. Dump the rules, and grow people with the company. [43:49] Morag shares case studies. They helped someone pivot from the mindset of a treadmill career track to a portfolio career, where the same skills performed a different role, and provided empowerment and fulfillment. Linda and Morag helped a team move past the way it has always been done, to an innovative, influential solution. Linda and Morag helped an organization find hidden talent in-house. [47:18] Linda shares a cultural transformation story of a Canadian division of a global company. With six months of serious effort, they really changed how leadership acted, and how they were interacting with the company. They measured the results with psychometric tools. Over a year, they were able to turn the culture around to become a star division in the company. Use science, not hunches, to make changes.   Book: The Future-Proof Workplace: Six Strategies to Accelerate Talent Development, Reshape Your Culture, and Succeed with Purpose, by Linda Sharkey, PhD. and Morag Barrett Website: FutureProofWorkplace.com For a special 40% discount on the book. Website: LindaSharkey.com Website: SkyeTeam.com Twitter: @TheLindaSharkey Twitter: @SkyeMorag Twitter: @SkyeTeam LinkedIn: Linda D. Sharkey LinkedIn: Morag Barrett Facebook: The Linda Sharkey Facebook: Skye Teamn   Bio Dr. Linda Sharkey is the author of The Future-Proof Workplace and a trusted transformational expert, author, speaker, and global leadership development coach. Through her programs and no-nonsense approach, she helps create high-potential leaders and shapes company culture. Linda has deep experience working with Fortune 50 companies, and held senior human resource executive positions at Hewlett-Packard and at GE Capital. Her co-authored book Winning With Transglobal Leadership was named one of the top 30 best business books for 2013. Dr. Sharkey is a founding member of the Marshall Goldsmith Group, and an inspiring keynote speaker at many global events, including the Global HR Academy with the Conference Board and the World Human Resources Development Conference, where she was honored with the “Super Women Achievement Award.”   Bio Morag Barrett is the author of The Future-Proof Workplace and Cultivate: The Power of Winning Relationships. She is also the founder and CEO of SkyeTeam, an international HR and leadership development company. With a background in corporate banking, Morag brings a pragmatic perspective to her work with forward-thinking organizations, from start-up to FTSE 100 and Fortune 100 companies. She is a regular contributor to Entrepreneur.com, CIO.com, and the American Management Association. Prior to founding SkyeTeam, Morag held leadership positions at Level 3 Communications, and NatWest Bank where she advised international organizations on their corporate strategy and growth plans. Originally from the UK, she has experience working with more than 3,000 leaders in twenty countries on four continents.   Books Mentioned in This Episode Insight: Why We’re Not as Self-aware as We Think, and How Seeing Ourselves Clearly Helps Us Succeed at Work and In Life, by Tasha Eurich Neuromarketing: Understanding the Buy Buttons in Your Customer's Brain, by Patrick Renvoise and Christophe Morin Tribe: On Homecoming and Belonging, by Sebastian Junger How Many Friends Does One Person Need?: Dunbar's Number and Other Evolutionary Quirks, by Robin Dunbar Cultivate: The Power of Winning Relationships, by Morag Barrett Drive: The Surprising Truth about What Motivates Us, by Daniel Pink "The Five Keys to a Successful Google Team," Google work article by Julia Rozovsky Influence: The Psychology of Persuasion, by Robert Cialdini Thinking, Fast and Slow, by Daniel Kahneman Reinvention Roadmap: Break the Rules to Get the Job You Want and Career You Deserve, by Liz Ryan The Future of Management, by Gary Hamel The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge

00:16 – Welcome to “Missives from the Future of Tech: Ladies’ Night Edition” …we mean, “Greater Than Code!” 01:20 – Where the Lines Cross; Social Responsibility of Engineers Tragedy of the Commons (https://en.wikipedia.org/wiki/Tragedy_of_the_commons) 06:53 – Why We Do What We Do 09:03 – Surviving and Functioning For All Humans: Basic Social Support 16:20 – Preventing Infrastructure Decay and Advancing the Whole 19:54 – “The Cycle of Safety” The Diamond Age: Or, a Young Lady’s Illustrated Primer by Neal Stephenson (https://www.amazon.com/gp/product/0553380966/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=therubyrep-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=0553380966&linkId=057eda599b58fdadf1e06c52a9256018) 25:21 – Scarcity 30:15 – Where are we focusing? 33:25 – Reframing The Tragedy of the Commons; Gatekeeping The Broken Promise of Open Source by Coraline Ada Ehmke (https://www.youtube.com/watch?v=kKpbejoneFs) 37:56 – Organizations as Business AND Schools The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge (https://www.amazon.com/gp/product/0385517254/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=therubyrep-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=0385517254&linkId=7e9c7008b6f4237ac17119214b877a51) 40:25 – Abundance and Barter Systems Reflections: Coraline: Access to technology as a human right. Janelle: Where is all the knowledge in the world? Where does the knowledge flows? What are the gates that get in the way of knowledge flows? Astrid: What would you do if money wasn’t a factor? Jessica: Software has to hold the keys. It’s the closest thing to magic that we’ve ever had. The Open Mastery Community (http://www.openmastery.org/join-us/) This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode). To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Amazon links may be affiliate links, which means you’re supporting the show when you purchase our recommendations. Thanks!

00:16 – Welcome to “Goats On Podcasts” …we mean, “Greater Than Code!” 01:19 – Origin Story 04:36 – The Development of Development 06:58 – Automated Tests and Mistake Detection 09:21 – Designing Releases and Best Practices 20:13 – “The Code is Better” There is no "the code is better."There is only "our experience is better." (users and developers)@greaterthancode with @janellekz— Jessica Kerr (@jessitron) April 12, 2017 15:08 – Measuring Effort, #CollaborativePain, and The Error Handling Process abstraction: great when it works.when something breaks it's like an egg cracking and all its guts spill out.@janellekz @greaterthancode— Jessica Kerr (@jessitron) April 12, 2017 Why Software Gets In Trouble by Gerald M. Weinberg (https://leanpub.com/whysoftwaregetsintrouble) 33:24 – Discovery and Documentation 37:44 – Agile Fluency Agile Fluency Project: Chart Your Agile Pathway (https://www.agilefluency.org/) Quality Management Maturity Grid (https://en.wikipedia.org/wiki/Quality_Management_Maturity_Grid) 40:42 – Building a Conceptual Model of our Brains with Code Hindsight Bias (https://en.wikipedia.org/wiki/Hindsight_bias) 51:56 – Identifying Project Pain: Slicing and Dicing 57:23 – Change Sizing Reflections: Rein: Gerald M. Weinberg’s Quality Software Management Series Janelle: The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge (https://www.amazon.com/Fifth-Discipline-Practice-Learning-Organization/dp/0385517254) Sam: The pain that we experience in software development is really cognitive dissonance. Jessica: Programming is like summoning a demon. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode). To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Amazon links may be affiliate links, which means you’re supporting the show when you purchase our recommendations. Thanks!

Rails Remote Conf   01:14 - Justin Weiss Introduction Twitter GitHub Blog Avvo   Practicing Rails: Learn Rails Without Being Overwhelmed by Justin Weiss 02:15 - “Learning Rails Without Getting Overwhelmed”? Agile Web Development with Rails by Dave Thomas and David Heinemeier Hansson, with Leon Breedt, Mike Clark, James Duncan Davidson, Justin Gehtland, and Andreas Schwarz 02:34 - Problems New Developers Don’t Realize They Have 04:35 - Learning New Things 08:05 - What is a success? 09:02 - What can senior devs do? What shouldn’t they do? Apprenticeship Patterns: Guidance for the Aspiring Software Craftsman David H. Hoover and Adewale Oshineye Pragmatic Thinking and Learning by Andy Hunt Brandon Hays: The Conjoined Triangles of Senior-Level Development 15:43 - Are there still “Architects”? 20:45 - The Existential Crisis of Software Development Integrated Tests Are A Scam Emo Philips: The best God joke ever - and it's mine! 22:26 - The Responsibility of the Students 26:08 - How can new developers obtain objective evidence of their blind spots? Bias Blind Spot The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge Asch Experiment 33:49 - Early Career Developers Working Together 37:03 - Learning Practices   Picks emoj (Coraline) Teaching Robots to Feel: Emoji & Deep Learning (Coraline) The Lies of Locke Lamora (Sam) Gorilla Tape (Sam) Portillo's (Chuck) iPad Pro (Chuck) Apple Smart Keyboard (Chuck) Apple Pencil (Chuck) GoodNotes (Chuck) Podcast Movement (Chuck) The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen (Justin) How to Write in Plain English (Justin) Avvo (Justin)

Rails Remote Conf   01:14 - Justin Weiss Introduction Twitter GitHub Blog Avvo   Practicing Rails: Learn Rails Without Being Overwhelmed by Justin Weiss 02:15 - “Learning Rails Without Getting Overwhelmed”? Agile Web Development with Rails by Dave Thomas and David Heinemeier Hansson, with Leon Breedt, Mike Clark, James Duncan Davidson, Justin Gehtland, and Andreas Schwarz 02:34 - Problems New Developers Don’t Realize They Have 04:35 - Learning New Things 08:05 - What is a success? 09:02 - What can senior devs do? What shouldn’t they do? Apprenticeship Patterns: Guidance for the Aspiring Software Craftsman David H. Hoover and Adewale Oshineye Pragmatic Thinking and Learning by Andy Hunt Brandon Hays: The Conjoined Triangles of Senior-Level Development 15:43 - Are there still “Architects”? 20:45 - The Existential Crisis of Software Development Integrated Tests Are A Scam Emo Philips: The best God joke ever - and it's mine! 22:26 - The Responsibility of the Students 26:08 - How can new developers obtain objective evidence of their blind spots? Bias Blind Spot The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge Asch Experiment 33:49 - Early Career Developers Working Together 37:03 - Learning Practices   Picks emoj (Coraline) Teaching Robots to Feel: Emoji & Deep Learning (Coraline) The Lies of Locke Lamora (Sam) Gorilla Tape (Sam) Portillo's (Chuck) iPad Pro (Chuck) Apple Smart Keyboard (Chuck) Apple Pencil (Chuck) GoodNotes (Chuck) Podcast Movement (Chuck) The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen (Justin) How to Write in Plain English (Justin) Avvo (Justin)

Rails Remote Conf   01:14 - Justin Weiss Introduction Twitter GitHub Blog Avvo   Practicing Rails: Learn Rails Without Being Overwhelmed by Justin Weiss 02:15 - “Learning Rails Without Getting Overwhelmed”? Agile Web Development with Rails by Dave Thomas and David Heinemeier Hansson, with Leon Breedt, Mike Clark, James Duncan Davidson, Justin Gehtland, and Andreas Schwarz 02:34 - Problems New Developers Don’t Realize They Have 04:35 - Learning New Things 08:05 - What is a success? 09:02 - What can senior devs do? What shouldn’t they do? Apprenticeship Patterns: Guidance for the Aspiring Software Craftsman David H. Hoover and Adewale Oshineye Pragmatic Thinking and Learning by Andy Hunt Brandon Hays: The Conjoined Triangles of Senior-Level Development 15:43 - Are there still “Architects”? 20:45 - The Existential Crisis of Software Development Integrated Tests Are A Scam Emo Philips: The best God joke ever - and it's mine! 22:26 - The Responsibility of the Students 26:08 - How can new developers obtain objective evidence of their blind spots? Bias Blind Spot The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge Asch Experiment 33:49 - Early Career Developers Working Together 37:03 - Learning Practices   Picks emoj (Coraline) Teaching Robots to Feel: Emoji & Deep Learning (Coraline) The Lies of Locke Lamora (Sam) Gorilla Tape (Sam) Portillo's (Chuck) iPad Pro (Chuck) Apple Smart Keyboard (Chuck) Apple Pencil (Chuck) GoodNotes (Chuck) Podcast Movement (Chuck) The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen (Justin) How to Write in Plain English (Justin) Avvo (Justin)

What happens when we bring some of the same principles of a meditation or mindfulness practice into our conversations with each other? That is to say, what becomes possible when we become fully present and engaged in the experience of listening, speaking, and relating to others as a dialogical practice? What forms of communion—and even shared purpose—emerge when, yes, we recognize, honor, and work with our differences, yet also go beyond our personal identities to experience presence and meaning through the art of conversation? How could a practice such as “generative dialogue” help people of the different faiths or worldviews reach new levels of intimacy—and how could we experience this sort of intimacy in other cultural contexts, including our social activism as well as our everyday lives? Marco and Trevor discuss Trevor's recent paper "The Ethics of Presence: New Paths in Interfaith Dialogue." Olen Gunnlaugson Bruce Sanguin Otto Scharmer Francisco Varela Andrew Cohen TJ Dawe Rupert Sheldrake Thomas Merton Greg Thomas Slavoj Zizek Terry Eagleton Jean Gebser Alain Badiou Michael Hardt and Antonio Negri Bruce Alderman Dustin DiPerna Andrew Venezia David Foster Wallace Emmanuel Levinas Jacques Lacan Jiddu Krishnamurti David Bohm EnlightenNext Next Step Integral Vancouver School of Theology On Dialogue – by David Bohm Theory U – by C. Otto Scharmer Presence – by Peter M. Senge, C. Otto Scharmer, Joseph Jaworski, Betty Sue Flowers The Ever-Present Origin – by Jean Gebser The Foundations of Universalism – by Alain Badiou Beams and Struts Academia.edu generative dialogue, Bohmian Dialogue, pluralism, spiritual practice, Quaker Listening Practice, relationship to the other, spirituality of conversation, interfaith dialogue, communion, God, mindfulness, creativity, collective intelligence, shut the fuck up and write, field theory, morphic fields, beginner's mind, emergence, the holy spirit, intersubjective meditation, agency and communion, jazz music, flaneur, developmental theory, Body of Christ, the multitude, irreducible singularities who come together in common, Integral Postmetaphysical Spirituality, planetary civilization, convergence Audio Production Charles Gammill Intro Music: “What Does Anybody Know About Anything” – by Chris Zabriskie Exit Music: “It's Always Too Late to Start Over” – by Chris Zabriskie License: Creative Commons (CC BY 4.0) More info: chriszabriskie.com

Show Notes:  In this episode of The Tiara Talk Show, Disney theme park and cruise line director Chase Senge chats with host Tammy Tuckey about working behind-the-scenes for the opening of EPCOT & Disney’s MGM Studios, staging a musical adaption of “Pocahontas” at Walt Disney World, a new ‘Frozen’ update to the “Disney Dreams” musical onboard the Disney Magic cruise ship and more! Previous Tiara Talk Show interviews with the Cast of “The Spirit of Pocahontas”- Interview #1: http://thetiaratalkshow.com/the-tiara-talk-show-cast-member-corner-the-cast-of-disneys-mgm-studios-show-the-spirit-of-pocahontas-part-1/ Interview #2: http://thetiaratalkshow.com/the-tiara-talk-show-cast-member-corner-the-cast-of-disneys-mgm-studios-show-the-spirit-of-pocahontas-part-2/ Are you looking to plan and book an upcoming Disney vacation? Contact The Tiara Talk Show’s official travel agent, James from Destinations in Florida by visiting www.destinationsinflorida.com/tiara for a free quote! Be sure to… - Follow us on Twitter at @TiaraTalkShow: www.twitter.com/TiaraTalkShow - ‘Like’ our Facebook page: www.facebook.com/TheTiaraTalkShow - Follow us on our Tumblr page: thetiaratalkshow.tumblr.com - Follow us on our Google+ page: google.com/+TheTiaraTalkShow - Follow us on our Instagram page: instagram.com/thetiaratalkshow Want to give us your thoughts on this episode? Call us at 1-407-413-9390 and leave us a voicemail! Thanks for listening! “The Tiara Talk Show” is edited, created and hosted by Tammy Tuckey. The Tiara Talk Show is Copyright © 2013-2016 by Tammy Tuckey. All rights reserved.

  Peter Senge referred to "systems citizenship" as the leadership mandate for this millennium. So how can we all be better systems citizens?   In this episode we ask real systems citizens (practitioners and educators) at Royal Roads University in Canada how studying complexity helps them understand the world and solve real world problems.   What is complexity's "definable, deliverable gift to the world? How can we use it to influence and make impact, and even grow ourselves as people? 

Karma Senge is the president of Karma Investment Properties. Karma Investment Properties is an active opportunistic and value-added real estate investment firm that is an investor, developer and asset manager of multifamily investment properties. The firm’s investment philosophy is to identify and capitalize on emerging real estate trends in growing markets before they become noticed by the broader investment market. Karma Investment Properties uses a niche acquisition strategy that capitalizes on targeting a specific group of growing and underserved rental housing consumers and applies its lifestyle community approach to the investments. In this interview, Karma shares with us the secrets to his success and how you can apply those same principles to your real estate business. Karma proves that with the proper focus and a strong will to succeed that anything is possible. His only regret – he wishes he would have started investing in Multi-Family properties a long time ago. In this interview with Karma you’re going to learn:   §  How having a mentor and coach has been an integral part of his success in real estate §  How he successfully transitioned from single family investments into his first apartment acquisition §  Why he decided to focus his efforts on multifamily instead of the other commercial asset classes §  How he was able to go from knowing "little to nothing" about commercial real estate to owning 318 MF units in less than 1 year §  How he's able to continually achieve 10% and higher response rates on his direct mail campaigns §  Why he prefers off-market deals to working with listed properties and brokers §  Why if he could do it all over again he would have bypassed investing in SFR and started immediately in Multi-family   §  and much more

John Dickson: Spokane County, Washington Here's a link to the Lean Fighter article John mentioned about some of the work he contributed to at Boeing John mentioned the learning organization that was articulated by Peter Senge. This model was made popular in Senge's book The Fifth Discipline*, which is a must-read for leaders and also appears on my Top 10 books for leaders list. “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, and serve first. The conscious choice brings one to aspire to lead.” -Robert Greenleaf “Enthusiasm is the little recognized secret of success.” -Dale Carnegie A recent article from the Spokesman-Review on the new utility bill payment system that John spoke of on the show. What’s one shift you could make that would make you more like a servant leader? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Dickson: Spokane County, Washington Here's a link to the Lean Fighter article John mentioned about some of the work he contributed to at Boeing John mentioned the learning organization that was articulated by Peter Senge. This model was made popular in Senge's book The Fifth Discipline*, which is a must-read for leaders and also appears on my Top 10 books for leaders list. “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, and serve first. The conscious choice brings one to aspire to lead.” -Robert Greenleaf “Enthusiasm is the little recognized secret of success.” -Dale Carnegie A recent article from the Spokesman-Review on the new utility bill payment system that John spoke of on the show. What’s one shift you could make that would make you more like a servant leader? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Für die Evaluierung wurden die Begriffe Organisation und Institution im soziologischen Sinne getrennt, d.h. die Organisation beschreibt das Haus und den Organisationsablauf, Institution bezieht sich auf das Regelwerk, Normen und Werte. Der amerikanische Sozialwissenschaftler Peter Senge entwickelte 1990 das Konzept der Lernenden Organisation, als Methode zur Organisationsentwicklung von Unternehmen. Senge ist der Meinung, dass Weiterentwicklung ein Lernprozess darstellt, der insbesondere Einfluss auf die Institution (Regelwerk) nimmt, in dem über systemisches Hinterfragen die Wahrnehmung verändert wird. Der Lernprozess kann gezielt über die Beherrschung von fünf Disziplinen vorangetrieben werden, dies sind Systemdenken, personal Mastery (Persönlichkeitsentwicklung), mentale Modelle, Vision und Team Lernen. Über eine Fragebogenerhebung wurden Aussagen von 21 Schauspielern, Musikern und Mitarbeitern des Schauspiel Frankfurts systematisch nach Aussagen hin untersucht, die sich den fünf Disziplinen nach Senge zuordnen lassen und belegen, dass über die andere Art zu Arbeit, etwas in den Köpfen der Beteiligten, also den mentalen Modelle und somit der Institution Theater verändert hat. Aus den Ergebnissen wurde das Konzept eines Lernenden Theaters abgeleitet, welches entgegen betriebswirtschaftlich, kulturmanagerialen Ansätzen zur “Rettung” der deutschen Theater, eine Organisationsentwicklung für das Theater aus dem Theater selbst darstellt. Denn Veränderung kann nicht von Oben oder Außen bestimmt werden, der Wille muss von den Mitarbeitern der Theater selbst kommen. Denn wo kein Wille, da auch kein Weg und somit auch kein Ausweg aus der Theaterkrise.

Jeff Sutherland is the creator of Scrum, and was one of the authors of the Agile Manifesto, which marked the start of the Agile movement. He began his career as a fighter pilot in the US Air Force, and went on to join the faculty at the University of Colorado Medical School. Dr. Sutherland has served as VP of Engineering or CTO at eleven software companies, managing the last seven entirely using Scrum, and achieved industry-leading, hyper-productive results. He is the Chairman of the Scrum Training Institute, and Senior Advisor to OpenView Venture Partners where he is Agile coach for portfolio companies.Jeff's personal blog is on http://scrum.jeffsutherland.com and you can follow him on twitter via @jeffsutherland In this podcast we speak with Jeff about his professional experiences, both in the military and in developing and implementing Scrum. We talk about some of the common pitfalls for Scrum adoption and we talk about training and certification. This interview was recorded in an Amsterdam hotel on the 9th of December 2010.Interview by @freekl and @arnetim.Audio post-production by @Mendelt. Links for this podcast: Takeuchi, H. and I. Nonaka, The New New Product Development Game. Harvard Business Review, 1986(January-February). Jeff Sutherland, Origins of Scrum , blog Jeff Sutherland, july 05, 2007 Jeff Sutherland & Ken Schwaber The Scrum papers: Nut, Bolts, and Origins of an Agile Framework (pdf) Ken Schwaber & Jeff Sutherland, The Scrum Guide (pdf) 2008-2010. Jeff Sutherland, The future of Scrum (pdf) 2005. J. O. Coplien, Borland Software Craftsmanship: A New Look at Process, Quality and Productivity, in 5th Annual Borland International Conference, Orlando, FL, 1994. P. M. Senge, The Fifth Discipline: the Art and Practice of the Learning Organization. New York: Currency, 1990. Petri Heiramo, Two types of Scrum (blog) This podcast is in English - Deze podcast is in het Engels

Social networks are regarded as powerful resources that have available novel solutions, innovative ideas and can create new pathways. Networks exist as informal webs of affiliation between individuals and also as ties between organisations in the form of professional networks. These different forms of networks have in common that there is a social structure that connects particular agents with each other and enables the flow of information and knowledge between them. Thus, in creating new ties and connecting already existing networks/individuals/organisations, a richer structure is created and with it access options to novel knowledge. The exchange and combination of knowledge is a means for creating innovations. The national initiative “Learning Regions – Providing Support for Networks” (2001-2008) fostered this macro-structural change process in Germany on a regional level, so that a new learning culture and with it innovative products and ideas could emerge. An underlying concept for this programme is the theory on ‘learning organisations’ (Senge et al. 2007) which is referred to concerning the interpretation of the data. Moreover, in order also to focus on the associated change processes, the guiding theoretical elaborations of Scharmer’s “Theory U” are applied to the findings. In this thesis the data gathered during the evaluation of this initiative are re-analysed with the research focus on particular social role inhabitants in networks: network managers. Based on a combination of survey and network data as well as expert interviews, the structural position and the resulting perspectives, perceptions and role learning processes are explored. By means of interpreting the findings, the thesis illustrates a developmental role-taking process for network managers with five stages along a U-curve. Thus, it becomes evident that the above described structural changes of interaction and knowledge flows are accompanied by deep change and the acquisition of certain skills. These skills are identified for example as a high tolerance for complexity and uncertainty, a “bridging capacity”, an awareness of tie structures, a high level of personal mastery and the capacity to act skilfully in interdependent structures and perceive himself or herself as part of a larger system. Network management is recognized as a service function that needs to be filled in professional educational networks. In the networks of the learning regions, network managers are inclined to act as societal change agents and social entrepreneurs who try to induce a process of conscious co-evolution within a defined region.

I've been anticipating this episode for many months!  My two guests are:  Dr. Michael O'Dell and Dr. Ed Hill, two premier physicians from the North Mississippi medical community. Dr. Mike O'Dell is Director of the Family Medicine Residency Center in Tupelo, MS.  Mike has a background in academic circles, having taught and led at several major universities, including the University of Kansas, University of Texas, and University of Alabama.  Now, he is not only a family physician, but also leads the preparation program for physician residents.  Dr. O'Dell is very active in community affairs, including Rotary Club and his church. Dr. Ed Hill is a man who has achieved numerous accomplishments during his medical career.  He founded the Family Medicine Residency Center and ran it for several years until Dr. O'Dell was recruited to come in and relieve Dr. Hill to address some of the other activities that called him.  He has been extremely active in medical profession affairs, including a year's stint as President of the American Medical Association.  Now, he is Chairman of the Board for the World Medical Association, a global enterprise involved directly with 84 countries.  Perhaps Dr. Hill's greatest pride, though, is in serving proudly as a grandfather! During this episode, both doctors discussed principles of leadership that can apply to anyone--not just those in the medical profession.  Their "take" on leadership is intriguing, probably different from what we read and hear from mainstream authors and speakers.  But, as is their natural way of functioning, Drs. O'Dell and Hill make good, common sense in their remarks. I look quite forward to reading your comments on this blog.  Please click the link at the bottom of this posting and let us hear what you think.  It's possible that your comments will be the ones that stir some other reader into taking the precise action that we desire. Dr. O'Dell and Dr. Hill recommended several books to listeners: You can contribute to this podcast in any of the following ways: Email me

Fri, 1 Jan 1988 12:00:00 +0100 http://epub.ub.uni-muenchen.de/2296/ http://epub.ub.uni-muenchen.de/2296/1/2296.pdf Senge, M.; Struck, A.; Dörnemann, D.; Scheer, Hugo; Senger, H. Senge, M.; Struck, A.; Dörnemann, D.; Scheer, Hugo und Senger, H. (1988): Hydroxylation of chlorinated and unchlorinated chlorophylls in vitro. In: Zeitschrift für Naturforschung C, Vol. 43c: pp. 515-518. Biologie