Story:
12/18 Laps special file : innocracy vs bureaucracy, swimming wave as drag canceler
This file unveils the details about the 12th out of 18 laps described into the "18 Laps....." story.
Note : if you have an elusive feeling of "Deja Vu", or "Synchronicity" it is absolutely normal, and you are fine.We emmitted numerous neutrinos particles passing through other fields of the MIX.
Innovation is partly in this " go beyond the guidelines" away up to the fringe, and also into entanglement experience between different stories and dimensions.It is about innovation jumping over any hurdle set up for process control in a Fosbury flop kind of daring dive. Backward and higher. It is about respecting enough not to do against but further more.
Credits Daniel Jovis Athlecampus
It is moving from one lane of force to the next when water seems less crowded.
It is changing Leaps : LX to L12, and directions: D1 to D4. Dimensions eventually.
Few companies organize to jump, run, throw or swim multiple paths to cross-invent themselves.
It is difficult enough to engage in change venues, for transitions are moments where you loose time, as a start.
See : advanced managers would be inspired to benchmark the so passionate and innovation oriented community of swimmers and decathlonians.
When on innovation jumping tracks, launch pads and waters, young impetuous and furious start-ups aim at getting on the one and early grown skill or product to speed-up delivery. So they stabilize and specialized on one single discipline and fast-track distance.
Likewise few companies set up the environment for individuals to recycle their own talents and personal creative process.
Neither train them as multi-discipline innovators, nor build a complete team covering all disciplines and events.
Most hire talents for specific skills, to be immediatly used on recurrent issues, or to maintain succesfull processes.
We interviewed a guy who experienced a counter-intuitive on the job training resembling a 18 laps race event inside the innovation pool into the same company.
Some kind of initiatic extensive workout for innovation talent development.
This story is 100% facts based.
It describes each experience as one swim stroke progression effort. Lap 12 is all about lowering sensitivity to bureaucracy or getting advantage of it and access to capital, as a lever for innovation.
Apprenticeship found its place in the 21st century and recently opened new doors such as " Co-Development ".
Quantic swimming is a very innovative technique experimented since 2007 to be copied for growing talents directly plugged into innovation aquatic solutions.
Innovators also grow faster when in enligthening colonies
innocracy vs bureaucracy, swimming waves covering the hurdles and cancelling drag
We are talking a 20 years period.Laps are not chronologic.Lap 12 has been tested for few years by our industry veteran Franz Kafka's disciple as far as bureaucracy is concerned, with increasing successes building up credibility in some innovative approaches
including co-operative intelligence.
Lap 12 outputs reveals increasing benefits since 2009, the time of financial crisis, tight budget control, but also the rising of Digital natives in the talent pipes and pools..
The company where the "pool" hosted this swimming-like workout has grown with fast pace from 5 to 50 thousands employees in the considered time.
Although this organization is considered by analysts as innovative, no official program has been set up for such collective dive as the prefered entrepreneur path.
"Co-Development" being a quantum leap for our approach.
Story-telling in this company is used with parcimony to help bridging consistency between solid roots past and rthe recognized need for re-inveting the future.
For young recruits joining, it is a mysterious speech, where everyone is expected to be very patient to get a chance to grow and shineshine, while being without notice thrown into a collective pool without much buoyancy.
A recurrent quote is that the core trade basics require "5 years to learn how to float and circulate with fkuidity into the aquatic solution made as much of open water than straight lanes within fixed surface, passion, entrepreunrship and control.
(For picky readers you can notice between the entangled stories how verbal quotes can evolve through transmission...)..
Young recruits and lap 12 experience fellows were de facto feeling like scouting and crawling on a "Terra Incognita". Draft and incomplete maps provided were not representing the territory. Underwater current streams were not indicated.
Sponsors still seek for more better ways to control standard operating procedure, and put science into any business move, in order to predict success, throughout the world in a complexified trade because of changing technology.
This story expose to natural light the expansion of the initial move (training) to new fields such as expertise and research, with new technologies based on some kind of open source, build and fed by the sole power of communities.
Profiling dragless bodies and teams in clear water transparent , without much impact from admin hurdles.
In 2007, executives sponsors wanted a set of cost-effective, basic, standardized e-learning tools. But thanks to feedback from the participants in pilots on three continents, by 2009 the LOFT initiative delivered something very different : a local, shop-floor managed collection of training tools from multiple sources that transmits passion, pride and best practices throughout the world.
A global ecosystem.
Disturbing, Lean and Beautiful.
In/ In Q12.How does your sponsors knock down bureaucratic hurdles that frustrate innovation?
Freestyle John Linchpin : I would say : They don't. However that is positive.
In/in : How come ?
Are you familiar with the "Wu Wei,無為 "/ Do not act" " concept?. This is what I experienced.Sponsors would be inspire to act like Tommyknockers bringing ideas of breakthrough technologies to humans like in Stephen King's novel. But they have not much incentives to knock down hurdles . But nothing refrain you from finding an innovative way around the block. Roadblock, starting block, you name it.
Lap12 drill is a flexibility drag reduction profiling skill development where your work and re-work the diving leap and the underwater sinusoidal progression so you get ahead without your efforts and energy being noticed from above.
Hurdles are here. No doubt.
Especially during budget times season the bloom like lillywhites on the ponds. But with smart moves you can roll under the waves, like paddling surfers do, and sponsors do not stop your action as long as it is compliant with the company's principles.
So they do not knock down bureaucracy, but I have been able to melt significant part of it in the past ten years.
(Photo Institute for Cosmic Ray Research) University of Tokyo.
Set of over 10 000 sensors used to detect neutrinos.Duet of japanese engineers canooing on a tiny rubber boat.It is a multi-flavors metaphor : there is little space for bureaucracy in the boat...sensors reflects on the pure water surface... perspective drawn by dotted lines smiling individuals with 'Fish attitude'...see the (ghost image) smileys ?
The extreme summary of my own field is : swim extremely light, smart, under water as long as it is authorized by the book of rules, somehow unpredictable because innovative and adaptive (as hyper-local adjustments of mirrors in adaptive optics). Soundless .This "neutrinovation management" has enough power to burn some of the bureaucracy fat.
The complexity of the trade is hidden in the transparency of the lens. As swimmer stroke is hidden by the invisible interaction with the forces involved in water as a fluid.
Drag control is the key notion.
Bureaucracy is the inevitable consequence of companies or administrations growth.Upper layers are useless processes piling up duplication from legacy, losing effectiveness in avoiding organizational conflicts.
Growth means entropy, rapid increase of difficulty to attain awareness, get control and gain capability of prediction and decision.Bureaucracy is helping managers, but slowing leaders with specific drag, while aiming to be a safety net for both.
Individuals and teams learn to develop flexibility, resilience or avoidance to this counterforce.
Win-win is a must for bureaucracy to accept any progress endangering its own power.
Large companies are highly exposed. We should also help start-ups (rising stars) to avoind falling quickly into the trap (energy glutton water black hole).
How much force restrains your leading direction and speed, for how long, and how often?
Understanding this can help an organization as much as a swimmer to reshape and get lean.
A few changes in appearance may weaken the resistance and leanness reduces gravity forces.
Neutrinovation-style managers and other low-resistance aquatic heretics are relieving companies administrations from their own burdens.
Is a mechanical approach enough and best to suit all conditions?
Can't we learn lessons and extract innovative leads from the quantic world and leaps?
I urge to work at the early stage of nurseries for entrepreneurs to be shaped extremely resistant and resilient to classic organization and processes lacking demonstrated added value.
Mid-cap may have a correct balance between control needs and their economic difficulty to staff, so bureaucracy may be by chance under temporary control.
How to limit bureaucracy strictly to the very useful layers and driving forces ?
Solution
Neutrinovation Coaching Management
"Neutrinos are not only (FJL note : smiley) ghosts, but also chameleons " as portrayed by Astrophysics European Roadmap authors.
So be the entrepreneur.Our own drill log is proposing a multi-laps action field (see attached Presentation).
The idea of varying timelines and switching styles, pace, organization, orientation (in/out) is to become chameleons-ghosts to bureaucracy.
Open new spaces.Open water. Open data.Open innovation.
Oxygen(es).
It is a "Darwin" adaptation to increasing constraints pushing 1.0 Management into dead ends, and 2.0 interactivity is helping, but not enough.
Neutrinovation Management 1.0 is compass geometry : get a spot target, check stars above by clear nights if within an outdoor pool and backstroking, listen instructions from your coach and you're set to make it.
Neutrinovation Management power of 2.0+ is fluids and hydrodynamic procedure, yet still classical mechanic driven.
Bureaucracy is drag power..
Photo credits Cesar Awad 2011 Bangkok / Cloned from 4/18 Special File
IN M2.0 overcomes some bureaucratic roadblocks with influence, best practices and forms of network lobbying.
Neutrinovation Management power of 3.0 is quantic mechanic oriented :
So-called " 3.0 Quantic Management " is only a part of the emerging space we foresee, beyond 2.0 horizon.
It seeks for opportunities to avoid part of the bureaucracy checkpoints, time or spacewise.
We recognize that 3.0 Management will someday include other dimensions (see other Mix Challenge18BHI2 Hack)
Back to Richard Feynman having fun confusing all of us with simple to observe phenomens misleading even experts with the illusion of simplicity : good examples are mirror reflexion with " light of our face is bouncing back to the observer eyes on the surface of the lake". Useful analogy for open water swimmers and coaches!
Particles interaction is indeed very much more complicated, moving and randomly patterned.
Expected results are (almost) always the same, highly predictable, but it does not happen the same way everytime.Different causes, different paths, same result.
Some failures and missing.
So a first level version of the solution is to adopt different styles according to the context, at a specitic moment :
Using Management 1.0 when sufficient (clear basic needs and economics)
Move to 2.0 when a plus (a driver for motivation, efficiency, change management etc...)
Jump to 3.0 for an instant when a necessity (urgency, frozen budgets, disruptive and too early proposals etc...)
In order to escape temporary from bureaucracy drag power.
Select managers daring to interact as thinkers.
There is no intention to over-simplify the ideas and solutions in order to fit someday into some "10 EZ secrets to become an open water leader "
Complete systemic approach
Leaders or thinkers need to be selected (acroding to the MIX Manifesto criteria) then exposed to the ideas.
Collective intelligence is a mainstream at every level . (see details in guidelines document)
The "solution" itself is to act and behave on a daily basis as neutrinos whenever necessary,in specific circumstances.
Neutrinos are very light particles,carrying energy, sensitive to gravity, with extremely weak interaction with matter.Matter represents bureaucracy in this analogy.
We are not strangers to neutrinos as our human body produces and is exposed to millions of neutrinos every day, as the sun and super novae.
Turbulences resilience.We aim for win-win outcomes, and built-in properties that make yourself, your team or your community, almost invisible to the bureaucratic forces and sensors.
So your entrepreneurship is neither slown down nor drained.May it speed up and be sustainable by becoming less sensitive to the "bureaucracy index" (resistance factor).
Therefore be adaptive behavior enabled. Flavors flexible.
Be able to change gears, and get beyond Management 1.0 and 2.0 with teams and peers, and across bureaucracy without being detected or being impacted.
Adaptive optics is a real-time technology to adapt telescope mirrors shape hyper-locally and fast, in order to deal with atmosphere and space turbulences for sharper vision and higher resolution power.
Very operational results oriented in a nutshell.
Neutrinos have different so called "flavors" (3 revealed as of today and many are hunting an enigmatic 4th), and the very interesting talent of being able to switch between such flavors.
Managers will gain flexibility and efficiency by developing the talent of oscillation between 2 to 4 management flavors.
Bureaucracy in companies is not frightening as it can be in other contexts ( emergency rescue, justice bugs etc..) but it can stop entrepreneurship and drain even basic motivation like quicksands.
Kafka's Castle is about the same : K. the (anti )-hero is not fighting against dragons, therefore he has no real fear.
But the bureaucracy beast soon makes his life miserable and highly frustratingSo becomes his (land survey) mission : out of reach.Stuck in the mud.
Domains touched by the proposed approach are of different nature :
- financials, the budget cycle and frame being a key process to be challenged
- hr, org chart, staffing, team and network building and collapsing (external being an area for bureaucracy melt-down)
- performance management (capital and costs efficiency) being a favorable space to move at unexpected velocity.
And to make complexity look more familiar and simpler.
Building of giant mirrors is the new step where small units co-operating are giving access to a combined enlarged scope. As pictured into the James Webb telescope used for the logo of the community.
And to make complexity look more familiar.
(Bonus details for the daring ones can be find into the "Neutrinos management Hack ; How to move freely within bureaucracy " Author : Frederic)
LAP 12 Score : 0,5
In/In square ratio : 1
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Benefit 1:
Benefit 2 (indirect from #1): ensure several laps advance in the innovation race & learn to anticipate hidden (and more visible) sharks’ catch points.
Benefit 3: challenge your means (and limitations) to plunge into action as you will get extra means from the co-operative blooming
Metrics :
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We can help organization to reshape and get lean.This will mechanically weaken the resistance forces.The bigger, the more difficult obviously.
This neutrinos management has enough power to burn some of the bureaucracy fat.
It does not pretend to a "100% win, one size fits all".
You may loose on a regular basis, but the gain is certain when persevering and acquiring momentum.
Collective Benefits
It is a "Darwin" adaptation to increasing constraints, when pressure points are pushing 1.0 Management into dead ends, and 2.0 interactivity is helping a lot, but not enough.
Some innovative individuals, or teams, can face the cool output of becoming a spin-off business and escape to the bureaucracy burden for a while as healthy start-up.
Practical Impact on Timing
Year time cycles and events seasons are comfortable and locked up by many bureaucratic processes.
Managers, Leaders or Entrepreneurs can be trained in lap 12 Drills to glide along alternative solutions or pathways, and leverage existing collective intelligence tools to get practical answers outside any budget time and constraint.
Travelling fast in this case is sending a signal to bureaucracy that you are only performing test at a limited scale while you are in fact rolling out a real new process, or product .
Practical impact on HR
Staffing : People set up new organization and publish orgaziation charts through 1.0 push tools.It takes forever to be disseminated and never updated.Moving to 2.0 tools fed by real-time collaborative edition is helping for quicker updates.
Choosing to leverage 3.0 moves can suit a leader to set up a virtual community and get support or results for a given business need quicker than the capacity for the bureaucracy to capture the information of the move.It can be on-line and active or even choose to disappear before any reaction.
The impact is real higher stolen autonomy and responsibility, juicy fruit of a peaceful guerilla against useless compliance watch.
Same for objectives settings and speed of revision of target,within the administrative performance review, rewards yearly plans in big organization.
Same for talent development with circuit experience within the administrative performance review, rewards and training yearly plans.
Same for absence of performance or development processes in fast growing start-ups where people's needs increase but (insufficient) bureaucracy is lagging to set-up guidelines.
It will give more flexibility to managers stucked into the yearly cycle process as far as dealing with reports performances set-up and shorten active feed-back loops.
Velocity expands autonomy and combination of the two is melting the drag power of bureaucracy
Neuronal automated rapid growth of the communities and formal administrative links, nourished by individual and organization inputs (Management+HR), including outside partnerships are the causes of the difficulty for classic HR to be able to stop the expansion of Neutrinos Management influence.
Contamination
It is not clear wether communities and social media are immuned or not against some form of bureaucracy.
Time sensitivity
It is very much linked to time management.Administrative cycles are a good example and part of this dimension.
Something (apparently) simple made complicated for doubtful (obscure) reasons, at first sight, for common sense.
If it is qualified as a "strange theory describing a true managers daily reality ", it would be a first sign of success.
Time makes a difference.
First Steps
Actuals
1. Formulation and enrichment of Neutrinos 3.0 Management ideas, attitude, tools and who knows what (you don't know what you don't know) thanks to collective intelligence oriented and driven. (i.e the MIX and co-authoring entry as the starting point)
2. Gather skilled resources to enrich and disseminate the Neutrinos 3.0 Management ideas, attitude, tools and who knows what ? (you don't know what you don't know) will be collective intelligence oriented and driven
3. Give selected people (managers, leaders) exposure to the concept will include education about organization academics, advanced physics benchmarks (not to be understood as science classes, only awareness for mind-opening), politics (vision, attitude , influence and communication resistance and resilience as opposed to training on politic skills), challenged by a diverse community led by a philosoph (for instance)
4.The solution experience itself that is to act on a daily basis, as much as on the long term plan as neutrinos, and in specific circumstances be able to get beyond Management 1.0 and 2.0 with teams and peers, and across bureaucracy without being detected.
That is to say to be transparent to bureaucracy.
5.A set of Return On Experience spaces would be set up by a community of dissenders (early adopters), later on invaded by "need to evolve" managers, in order to get testimonials or statistics that will proove that such phenomenae is able to happen, regardless of the existing bureaucracy, and on the top of more classical problem-solving in the defined areas of management.
6. This Mix site and community is already the first element of spaces described in step 5.
7.The hack is not 100% theoritical, as some of the exposed principles and typical actions described have been generated by the experience around the LOFT social learning system.
So go check on the Mix Story "Entangled Talents ? " A 21st century social learning.
Bureaucracy weight and resistance applied to this initiative has been dramatically reduced at every step.
Initially a program (but escaping heavy Project Management Office and ISO type layers), later on a corporate department (but gaining large freedom of move), adding power by the leverage of a massive and discrete community (but largely supported by free of charge internal and external communication and collaboration including the MIX).
Next Steps
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8. For individuals (managers at large) or organization willing to move it is the time to test elements of the solution.
The best practical process should start by some typical Quality system and Lean Manufacturing analysis of your personal context as far as Bureaucracy layers, root causes and value stream kind of mapping.
Then to apply any of the 14 examples given in solution design.
Plan, Do, Check and Act again according to your bets results and connect to the community involved in step 5.
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9.Call for collective intelligence inputs from different communities, starting with the MIX, in specific domains in order to keep documenting the experiences and get stastically relevant data.
Collective intelligence is made of this, and the right wave to surf.
This neutrinos management has enough power to burn some of the bureaucracy fat.
Human Resources (only when advanced thinkers and open to innovation in management) or psychologists or professional coaches may be involved .
Administrative or support managers (from legal to finance, IT or engineering) can be invited to the exchange.
It can be the first quantic effect : some kind of "Wake up call" about bureaucracy value importance for people in charge of such missions of control.
R&D individuals can contribute to help understanding the Quantic logic references when peroformaing brainstorming sessions for stream mapping or solutions experience plans to managers and HR.
Communication managers involved into internal and external relationships and management messages broadcasting would be assets.
Any fan or knowledgeable individual of F.Kafka's litterature will help to remind and decipher the importance and subtle resistance power of Bureaucracy.
Thanks to the global crisis.
Such painful economical event speed up the need for breakthrough, giving at least a chance for such proposals via appetite for bureaucracy melting down, even with unconventional weapons.
Thanks to Max Brod, the editor of Franz Kafka, who refused dying Frank's request to destroy the Castle Story.
Hero K. could have definitly disappear within the bureaucracy quicksands.
Practical implementation details
Extra management progression specific details are given in the second presentation (Neutrinos part 2).
If you have interest into entrepreneurship or social innovation spheres, this is for you daring ones.
Extracts from the charts within the presentation describing the features progression road-map.
Key words are :
Agility switches
Community interest
Collective Intelligence
Recognize and reward attitude impacting other's performance
Slides also propose a "Neutrinos 3.0 Booster set " made of differents attitudes and tools :
1.Dynamic vision : Move elements of the vision (quicker than organization tracking)
2.Quantic behavior : Change Management flavors. Do not stick to a leadership style set for a career path.
3.Switch relationships from polarity (1 to 1) to circularity (1 to many through a community chain) and back
4.Dual speed : Velocity above apparent stillness and radar screens
5.Act out of phase, preferably in advance
6.Move outside patterns and cycles, including for budget and resources funding
7. "Two-Faces Organization" extension to change and exchange roles
8.Call for rebounds.(Meaning challenge the idea on a linear growth of ideas or means, and jump-start unusual interactivity with peer sub-organization, as ball bouncing is helping in brainstorming sessions).
9.Bet on collective intelligence on a statistical large scale. (Enlarge the communities with additional rings, including bureaucrats, where some advanced minds hide)
10.Avoid and melt useless bureaucracy (such as using dynamic documentation to escape many recording It is not so much at work as of today, but this a very promising and necessary lead.
Changes in the environment conditions are causing effects on the surface. Ripples or even shaking waves.
A company betting on innovation must develop progressive communities coatings, or live information loops that can neutralize turbulences and foggy moments.
Operators as well as experts can do extraordinary things with extra-care and a true share of voice.
In a time of budget austerity, limited resources in the war for talent may be successfully used to train the individuals n the pool and those sponsors can afford to transfer.
Management innovation and Web 2.0 tools both provide great opportunities for individual growth and multiple ways to benefit the company.
It is not so much at work as of today at the right scale, but very promising web of roots and necessary lead.
Changes in the environment conditions are causing effects on the surface. Ripples or even shaking waves.
A company betting on innovation must develop progressive communities coatings, or live information loops that can neutralize turbulences and foggy moments.
Jump drawing : Credits Daniel Jovis Athlecampus http://athlecampus.pagesperso-orange.fr/index4.html
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