Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 30+ years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
Warm Data Labs are group processes, which illustrate interdependency and generate understandings of systemic patterns for people with no previous exposure to systems theory. Warm Data Labs enable new societal responses to complex challenges.
The ability of individual animals to create functional structures by joining together is rare and confined to the social insects. Army ants (Eciton) form collective assemblages out of their own bodies to perform a variety of functions that benefit the entire colony. Here we examine ‟bridges” of linked individuals that are constructed to span gaps in the colony’s foraging trail. How these living structures adjust themselves to varied and changing conditions remains poorly understood. Our field experiments show that the ants continuously modify their bridges, such that these structures lengthen, widen, and change position in response to traffic levels and environmental geometry. Ants initiate bridges where their path deviates from their incoming direction and move the bridges over time to create shortcuts over large gaps. The final position of the structure depended on the intensity of the traffic and the extent of path deviation and was influenced by a cost-benefit trade-off at the colony level, where the benefit of increased foraging trail efficiency was balanced by the cost of removing workers from the foraging pool to form the structure. To examine this trade-off, we quantified the geometric relationship between costs and benefits revealed by our experiments. We then constructed a model to determine the bridge location that maximized foraging rate, which qualitatively matched the observed movement of bridges. Our results highlight how animal self-assemblages can be dynamically modified in response to a group-level cost-benefit trade-off, without any individual unit’s having information on global benefits or costs.
This webinar gives a broad overview of the history, concepts, technology and uses of simulation models. Through case studies and live model demonstrations, you can gain an appreciation for how these models, including digital twins, can be applied to specific systems engineering experience areas.
• Simulation Modeling
• Multimethod Modeling
• Application of Simulation Modeling to the Systems Engineering Experience Areas
• Simulation Model Data
• Other Considerations
A leading M.I.T. social scientist and consultant examines five professions—engineering, architecture, management, psychotherapy, and town planning—to show how professionals really go about solving problems.The best professionals, Donald Schön maintains, know more than they can put into words. To meet the challenges of their work, they rely less on formulas learned in graduate school than on the kind of improvisation learned in practice. This unarticulated, largely unexamined process is the subject of Schön’s provocatively original book, an effort to show precisely how ”reflection-in-action” works and how this vital creativity might be fostered in future professionals.
This meeting , representing a convergence of students of design from a range of wholly dissimilar disciplines, is an event of major significance. It is significant that the meeting is being held at all that all of you recognize your common concerns. It is significant that we are gaining deep insights into the design process itself. If it is pretentious to talk about the “science of design,” at least we know now that there are truths about design that can be formulated and communicated, general truths that seem to apply to design as each of us knows it, in his or her particular professional domain.
But perhaps it is not really pretentious to speak of the science of design. There are principles that are widely applicable, and increasingly, we are finding ways of implementing these principles on electronic computers, and thereby securing the powerful assistance of those computers in the process of design. Let’s compromise on “the art and science of design.”
In recent years, the awareness of our communalities, whatever the specific field in which we work, has been hastened by the applications of computers to design: expert systems, computer aided design, artificial intelligence. Because their programs are open to inspection, computers allow us to look at the design process. The program is a tangible, concrete object. And in order to construct programs to design or assist design, we have to try to understand the process. That process is basically the same, whether it is carried out by people or computers, or, as is increasingly the case, by both in collaboration.
This book argues that the division of the brain into two hemispheres is essential to human existence, making possible incompatible versions of the world, with quite different priorities and values.
Most scientists long ago abandoned the attempt to understand why nature has so carefully segregated the hemispheres, or how to make coherent the large, and expanding, body of evidence about their differences. In fact to talk about the topic is to invite dismissal. Yet no one who knows anything about the area would dispute for an instant that there are significant differences: it’s just that no-one seems to know why. And we now know that every type of function – including reason, emotion, language and imagery – is subserved not by one hemisphere alone, but by both.
This book argues that the differences lie not, as has been supposed, in the ‘what’ – which skills each hemisphere possesses – but in the ‘how’, the way in which each uses them, and to what end. But, like the brain itself, the relationship between the hemispheres is not symmetrical. The left hemisphere, though unaware of its dependence, could be thought of as an ’emissary’ of the right hemisphere, valuable for taking on a role that the right hemisphere – the ‘Master’ – cannot itself afford to undertake. However it turns out that the emissary has his own will, and secretly believes himself to be superior to the Master. And he has the means to betray him. What he doesn’t realize is that in doing so he will also betray himself.
The book begins by looking at the structure and function of the brain, and at the differences between the hemispheres, not only in attention and flexibility, but in attitudes to the implicit, the unique, and the personal, as well as the body, time, depth, music, metaphor, empathy, morality, certainty and the self. It suggests that the drive to language was not principally to do with communication or thought, but manipulation, the main aim of the left hemisphere, which manipulates the right hand. It shows the hemispheres as no mere machines with functions, but underwriting whole, self-consistent, versions of the world. Through an examination of Western philosophy, art and literature, it reveals the uneasy relationship of the hemispheres being played out in the history of ideas, from ancient times until the present. It ends by suggesting that we may be about to witness the final triumph of the left hemisphere – at the expense of us all.
Jake talks about a design sprint we did with CustomMade.
The design sprint is a process for prototyping and testing any product in 5 days. Using real-world examples, we’ll show how to move faster and increase the overall effectiveness (and happiness!) of your whole team. And we’ll offer techniques for teams of any size, from two-person startup to giant enterprise.
Holacracy is a revolutionary management system that redefines management and turns everyone into a leader.
Holacracy distributes authority and decision-making throughout an organization, and defines people not by hierarchy and titles, but by roles. Holacracy creates organizations that are fast, agile, and that succeed by pursuing their purpose, not following a dated and artificial plan.
This isn’t anarchy it’s quite the opposite. When you start to follow Holacracy, you learn to create new structures and ways of making decisions that empower the people who know the most about the work you do: your frontline colleagues.
Some of the many champions of Holacracy include Tony Hsieh, CEO of Zappos.com (author of the #1 “New York Times” bestseller “Delivering Happiness”), Evan Williams (co-founder of Blogger, Twitter, and Medium), and David Allen.