Jazzinbusiness @ Henley
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Jazzinbusiness @ Henley KM Forum Henley‐on‐Thames, 11 June 2008
description
Presentation slides of the jazzinbsiness workshop at Henley KM Forum on 11 June 2008.
Transcript of Jazzinbusiness @ Henley
Jazzinbusiness @ Henley KM Forum
Henley‐on‐Thames, 11 June 2008
http://en.wikipedia.org/wiki/Kind_of_Blue
Tapscott, D., & Williams, A. D. (2006). Wikinomics : how mass collaboration changes everything. New York: Portfolio.
Agenda
10.30 Introduction to jazzinbusiness and
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphors
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Zopa
www.zopa.com zie ook www.prosper.com www.boober.comwww.kiva.org
Communicative Selfsteering
Cornelis, A. (1998). Logica van het gevoel, filosofie van de stabiliteitslagen in de cultuur als nesteling der emoties (Achtste vermeerderde druk ed.). Amsterdam, Brussel, Middelburg: Stichting Essence.
Consumer
Markillie, P. (2005, March 31st). Crowned at last, a survey of consumer power. The Economist.
Talent
Wooldridge, A. (2006, October 7th). The battle for brainpower, a survey of talent. The Economist, p. 15.
New Options
http://worldbenefit.case.edu/
www.visualcomplexity.com
Fayol, H., & Coubrough, J. A. (1930). Industrial and general administration. [London,: Sir I. Pitman & sons, ltd.
Porter, M. E. (1998). Competitive advantage : creating and sustaining superior performance : with a new introduction (1st Free Press ed.). New York: Free Press.
Four kinds of issues
Predictable, management, time, money
Unpredictable, leadership, intangibles, patterns
Simple Order
ComplicatedComplex
Chaotic
Adapted from Snowden, D. J., & Kurtz, C. F. (2003). The new dynamics of strategy, sensemaking in a comlex-complicated world. IBM Systems Journal, Fall 2003, 1-23.
Value Network
Allee, V. (2003). The future of knowledge : increasing prosperity through value networks. Amsterdam ; Boston: Butterworth-Heinemann.
Intellectual Capital
Sveiby, K. E. (1997). The new organizational wealth : managing & measuring knowledge-based assets (1st ed.). San Francisco: Berrett-Koehler Publishers.
Network Centric Operations
Perry, W. L., & United States. Navy. (2002). Measures of effectiveness for the information-age Navy : the effects of network-centric operations on combat outcomes. Santa Monica, CA: Rand.
It’s not the instrument itself, but how you play it
Linux en Wikipedia
Carr, N. G. (2007, 31-5-2007). The Ignorance of Crowds. Strategy and Business.
Jazzinbusiness
Barrett, F. J. (1998). Creativity and Improvisation in Jazz and Organization: Implications for Organizational Learning. Organization Science, Special Issue: Jazz Organizing and Improvisation, 9(5), 605-622.
Reliance on retrospective sense making
“The improviser may be unable to look ahead at what he is going to play, but he can look behind at what he has just played; thus each new musical phrase can be shaped with relation to what has gone before. He creates his form retrospectively. “
Ted Gioia
Embracing errors in an aesthetic of imperfection
“Fear no mistakes, there are none. “Miles Davis
Provocative competence
"The music is struggle. And what most leaders are the victim of is the freedom not to struggle. And then that's the end of it. Forget it!“
Keith Jarrett
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphors
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphors
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Worldcafé round 1
Using the jazz metaphor, what specific things can I do to improve the quality of conversations in my
organization?
Errors?Provocative CompetenceRetrospective sensemaking
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphors
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphor and
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Key findings of cognitive science
The mind is inherently embodied
Thought is mostly unconscious
Abstract concepts are largely metaphorical
A warm smile
Lakoff, G., & Johnson, M. (1999). Philosophy in the flesh : the embodied mind and its challenge to Western thought. New York: Basic Books.
Abstract reasoning relies on physical experience
The man is a lion
Andriessen, D. (2006). On the metaphorical nature of intellectual capital: a textual analysis. Journal of Intellectual Capital, 7(1), 93-110.
Automatic selection of relevance
Continuous negotiation and dialogue towards dynamic synchronization
“With Miles, it would get to the point where we followed the music rather than the music following us. We just followed the music wherever it wanted to go. We would start with a tune, but the way we played it, the music just naturally evolved.“
Buster Williams
Shared orientation towards minimal structures that enable maximum flexibility
“By making do with minimal commonalities and elaborating simple structures in complex ways, players balance autonomy and interdependence. “
Eisenberg
Taking turns, soloing and supporting
“Usually we think a great performances create attentive listeners. The notion of taking turns suggests a reversal: attentive listening enables exceptional performance.”
Paul Berliner
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphor and
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
World café round 2
How can I use the jazz metaphor to create more freedom in my organization without losing control?
Minimal Structures
Dynamic Synchronization Taking Turns
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphor and
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Agenda
10.30 Introduction to jazzinbusiness
Three individual principles in Jazz
11.15 Short Break
11.30 World café round 1
12.15 Lunch
13.15 Introduction to conceptual metaphor and
Three group principles in jazz
14.00 World café round 2
14.45 Tea break
15.15 Organizational Improvisation Café
16.30 Reception
Organizational Improvisation Café
How can we create a groove in our organizations?
Dynamic SynchronizationMinimal Structures
Taking Turns
Errors?Provocative CompetenceRetrospective Sensemaking
Thank you very much
• More information about jazz in business:– http://www.v‐work.com website v‐work strategy
– http://www.jazzinbusiness.nl website
– http://businessjazz.blogspot.nl weblog Sergej
Questions?Sergej van Middendorp:
Sergej.van.middendorp@v‐work.com
+31645696035
