Pearl Zhu's Blog, page 1467
December 28, 2014
A Positive Mind: How to Handle Negative Emotions
Human is not perfect, there’s positive emotions and negative emotions; such as joy, anger, grief, worry, fear, sentiments, affection, and the 8th one: envy; the negative emotions such as the malicious envy may evoke the unprofessional or even destructive behaviors to build the walls in people’ hearts and cause the in-harmony in the work, business and society. So how to handle your emotions and raise your EQ effectively? True intelligence comes from self observation and self management. When you can observe emotions from a distance.. and when you are able to use them ..And indeed for this one will have to be one's own observer.. a close observer. Emotion is there for some purpose not to be withheld but to observe as it is. Leave that judgment of good or bad behind. In fact you need to observe emotions as true force, help move with energy in the direction of your purpose. Let positive emotions flow, but consciously manage negative emotions and improve your EQ proactively.
You do have to feel the emotions and live with them through. Emotions work for you. When you become self-aware, when you know the triggers to the emotions, it is very important to own up to your faults..there are brief moments of envy..brief moments of anger..brief moments of despair..all these images play out on the screen of life. As humans, it’s understandable to experience negative emotions.. but do not let the negative one's stay for longer than a moment or two...Their aftermath should have minimum adverse impact.
The corporate and societal culture shall encourage talent for betterment of society, but discourage the negative behaviors caused by negative emotions. So good to be a human with all the emotions vibrating.. Each emotion helps you evolve. But as intelligent beings, it is important to manage them in progressive way. By progress, it means the addition of virtue and knowledge to ourselves all the time. We should be positive and respectful..and always seek for greater cognitive connection as well as wisdom. And as society, the negative behaviors caused by negative emotions shall be discouraged, and organizations and society shall adore and appreciate those individuals who are directed towards using their superior skills or abilities for the betterment of society..These intellectuals must overcome fear of ever getting isolated by the society as recognition somehow becomes their need.. Your envy may degrade your integrity or professionalism; your ego is a mask or a costume that you wear in the great play of life, to cover your authenticity; your fear and mistrust drains energy and thwarts creativity. So the mind with high EQ needs to manage it right, find something positive, you stay with it, and that if you get negative vibes..you move away…Follow us at: @Pearl_Zhu
December 27, 2014
How to Implement Strategic Workforce Planning Collaboratively
The point is how to fit the right talent to the right position at the right time.
Talent is the most invaluable business asset and human capital investment is strategic imperative for companies’ long term growth. However, from industry survey, 45% or organizations feel they are unprepared to meet their future talent needs and 35% lack confidence in their Strategic Workforce Planning (SWP) process. What’re the biggest obstacles for SWP, how do people, companies and organizations need to rethink their strategies and to work together as partner rather than competitors to compete for the future?
Strategic workforce planning requires collaboration among HR staff, managers & executives. But many organization leave Strategic Work Planning (SWP) to HR alone. SWP really is a collaborative effort. You have to look at it holistically be it as a department or ultimately at the organizational level. What may not be a perfect fit for one vacancy may be the ultimate fit for another. The trick is when you find the TALENT to make sure they get placed into the most conducive environment where they can flourish and make the maximum contribution not just to the business but to their own life. However, in most of organizations, cross-functional collaboration within the business only occurs occasionally, the amount of segregation and number of silos, the lack of co-operation and amount of competition in the workforce are still the business reality today. Of course HR needs to collaborate for SWP but then it always should have been collaborating in all strategic efforts. It isn't magic but it does have a lot to do with leadership and corporate culture.
The point is how to fit the right talent to the right position at the right time. The truth is that everyone has certain talent. There is an abundance of it. It should be HR's prime responsibility to identify each and every person's talent and tailor the right talent to the right position at the right time. identify the talent with the right attitude and aptitude, add to that at least 10 000 hours of consistent improvement with trial and error, and a can do attitude of persistence, and you will probably get “the right eyes” to recognizing talent when you hire the mind and character, not just search for keywords of narrow skills. It is not just about what paper you have hanging on the wall, it is about what you practically do with it for the betterment of all mankind that is important. It is getting to that next step, when you know it is not about you, but about uplifting others, so you get uplifted as well.
“Just-in-time recruiting” rules the day, but it is ineffective in most of organizations. Whereas the larger corporate community recognizes the need for workforce planning, it has never been widely successfully implemented for the following reasons: (1) Nearly all companies engage in "just-in-time recruiting." When a need is identified, an employee requisition is generated and staffing is tasked with quickly finding the talent to fill the need. But an individual can only be recruited when she is ready to make a move. This meant that timing of need to fill and desire to move was critical...which is seldom the case. (2) Business needs move so quickly that the talent needed tomorrow is very difficult to determine...today. (3) Due to headcount (cost) control, very few companies are willing to give managers and staffing organizations the green light to hire when talent is found, fearing that over staffing would result. Again, just-in-time staffing rules the day. with the just in time nature of recruitment from a historical perspective and therefore it forced people to hunt talented recruiters who had all the keyword searching skills you are looking for and could make immediate impact. It has meant that you didn't train or develop talent for long term, you reacted and battled spot fires and then once a year you strategically planned knowing that it would only be occasionally used or even implemented.
Look through the alternative talent pipeline and source candidates across-geographical boundary. The talent pool is there but you need to find ways of properly aligning the available skill (always in a state of flux) to the needs of the business. More often than not, you need to look through the alternative talent pipeline, you need to source candidates in multiple global locations, talent is precious and recruiting is like treasure hunting, but talent can be found. Of course this opens up a host of attached debates such as: how is internal talent developed? How to take on early career graduates in a way that they can add benefit quickly (be trained and retained)?, how to retain existing mid-career talent? You need to utilize technology to gather the data from multiple sources & leverage sophisticated analytics in talent management.
As business executives and workforce planning professionals, you have to embrace the business side of HR and all that entails including the risk that thorough analysis, and sophisticated software tools may not be favorable to reflect the lack of impact from the way you currently plan. To change means working more collaboratively and make more wise investment, but done right the outcome is worth the sacrifice.
Follow us at: @Pearl_Zhu
Talent is the most invaluable business asset and human capital investment is strategic imperative for companies’ long term growth. However, from industry survey, 45% or organizations feel they are unprepared to meet their future talent needs and 35% lack confidence in their Strategic Workforce Planning (SWP) process. What’re the biggest obstacles for SWP, how do people, companies and organizations need to rethink their strategies and to work together as partner rather than competitors to compete for the future?
Strategic workforce planning requires collaboration among HR staff, managers & executives. But many organization leave Strategic Work Planning (SWP) to HR alone. SWP really is a collaborative effort. You have to look at it holistically be it as a department or ultimately at the organizational level. What may not be a perfect fit for one vacancy may be the ultimate fit for another. The trick is when you find the TALENT to make sure they get placed into the most conducive environment where they can flourish and make the maximum contribution not just to the business but to their own life. However, in most of organizations, cross-functional collaboration within the business only occurs occasionally, the amount of segregation and number of silos, the lack of co-operation and amount of competition in the workforce are still the business reality today. Of course HR needs to collaborate for SWP but then it always should have been collaborating in all strategic efforts. It isn't magic but it does have a lot to do with leadership and corporate culture.
The point is how to fit the right talent to the right position at the right time. The truth is that everyone has certain talent. There is an abundance of it. It should be HR's prime responsibility to identify each and every person's talent and tailor the right talent to the right position at the right time. identify the talent with the right attitude and aptitude, add to that at least 10 000 hours of consistent improvement with trial and error, and a can do attitude of persistence, and you will probably get “the right eyes” to recognizing talent when you hire the mind and character, not just search for keywords of narrow skills. It is not just about what paper you have hanging on the wall, it is about what you practically do with it for the betterment of all mankind that is important. It is getting to that next step, when you know it is not about you, but about uplifting others, so you get uplifted as well.
“Just-in-time recruiting” rules the day, but it is ineffective in most of organizations. Whereas the larger corporate community recognizes the need for workforce planning, it has never been widely successfully implemented for the following reasons: (1) Nearly all companies engage in "just-in-time recruiting." When a need is identified, an employee requisition is generated and staffing is tasked with quickly finding the talent to fill the need. But an individual can only be recruited when she is ready to make a move. This meant that timing of need to fill and desire to move was critical...which is seldom the case. (2) Business needs move so quickly that the talent needed tomorrow is very difficult to determine...today. (3) Due to headcount (cost) control, very few companies are willing to give managers and staffing organizations the green light to hire when talent is found, fearing that over staffing would result. Again, just-in-time staffing rules the day. with the just in time nature of recruitment from a historical perspective and therefore it forced people to hunt talented recruiters who had all the keyword searching skills you are looking for and could make immediate impact. It has meant that you didn't train or develop talent for long term, you reacted and battled spot fires and then once a year you strategically planned knowing that it would only be occasionally used or even implemented.
Look through the alternative talent pipeline and source candidates across-geographical boundary. The talent pool is there but you need to find ways of properly aligning the available skill (always in a state of flux) to the needs of the business. More often than not, you need to look through the alternative talent pipeline, you need to source candidates in multiple global locations, talent is precious and recruiting is like treasure hunting, but talent can be found. Of course this opens up a host of attached debates such as: how is internal talent developed? How to take on early career graduates in a way that they can add benefit quickly (be trained and retained)?, how to retain existing mid-career talent? You need to utilize technology to gather the data from multiple sources & leverage sophisticated analytics in talent management.
As business executives and workforce planning professionals, you have to embrace the business side of HR and all that entails including the risk that thorough analysis, and sophisticated software tools may not be favorable to reflect the lack of impact from the way you currently plan. To change means working more collaboratively and make more wise investment, but done right the outcome is worth the sacrifice.
Follow us at: @Pearl_Zhu
Visionary Mind vs. Victim Mind
The visionary mind is looking for possibilities; and the victimized mind is focusing upon perceived limitations.
Human society is not perfect, though continually make progress. In every step of societal evolution, from agricultural society to industrial society; from information age to digital era, in order to pursue freedom, equal opportunity, education, love or happiness, many brave souls became the victims of old traditions or out-of-dated culture; many high potential talent turns to be victim due to the silo thinking, negative emotions, unprofessional-ism or unhealthy competition; and many loyal customers fall to the victim due to the poor customer service or lack of empathy. When facing the difficulty, setback, vilification, bias or any other negativity, what’s your thinking scenario, visionary mind vs. victim mind, which one should you take?
The visionary mind is looking for possibilities; and the victimized mind is focusing upon real/perceived limitations. If nothing else, one can always control how you choose to respond to any stimulus, you might not be able to change "what" happens, but you can choose "how" you will respond to it and what you can "be" to move forward. Every situation and person in life is not what it appears, but is subject to our interpretation of what appears. If confronted with a situation we realize that we have a choice...to stay stuck or to find a way, then those two choices give us possibilities. When we imagine that we have no choice, we often feel like a victim of our circumstances.
The visionary mind thinks in positive way, while a victimized mind reasons with negativity. Positive thinking is knowing you challenges ahead, and have the self-efficacy to deal with them. It helps radar the experience! Although in the primitive of agricultural society or the silo of industrial surrounding, the positivity can be just as much a stuck place as negativity. The digital era shuns the new light to make the big shift, the visionary mind can think the new way to do the things, now the “victimized customers” can amplify their voice via social channel, share their feedback more effectively; the “victimized talent” can climb the social ladder to demonstrate their thought, talent and skills, and make continuous delivery; the “cultural victim” can nowadays more easily migrate into the new nation and live a brand new life, and make effort to breakdown the old traditions. The victimized mind may only focus on damage because it reduces your well-being beforehand and makes you take less action than would be possible. But the right dose of negative thinking does have its advantages, exploring the worst possible scenarios can help prepare for the worst and expect the best, as long as you won’t fall into the completely victimized mind by losing the trust and confidence; character and values.
In many circumstances, people vacillate between the two positions. However that vacillating gives you a better vantage point from which to ask selves "Which stance leaves you in the more empowered position to do something about changing this?" Visionary implies an openness to what is trying to emerge. Which have I learnt by? in order to began asking 'how can we create a better tomorrow' we first have to engage with that we want to change. Engaging with disturbance and discovering 'what is trying or needing to emerge. There' is a learned process which involves mastery of sitting in the fire and remaining open to potentiality. The visionary mind with cautious optimism can shun the light on what the future will look like regardless of the obstacles and setback they got hit.
Digital is the age of change, choices, empathy and people centricity; the visionary minds are in demand to lighten up the dawn of the new era, to make the human progress cohesively, consistently and collaboratively, it is a mind to make peace, shape the character and focus on the future either being glorified or vilified. And it takes the vision to zoom into the future, the strategy to navigate through the journey and the intelligence to act thoughtfully.
Follow us at: @Pearl_Zhu
Human society is not perfect, though continually make progress. In every step of societal evolution, from agricultural society to industrial society; from information age to digital era, in order to pursue freedom, equal opportunity, education, love or happiness, many brave souls became the victims of old traditions or out-of-dated culture; many high potential talent turns to be victim due to the silo thinking, negative emotions, unprofessional-ism or unhealthy competition; and many loyal customers fall to the victim due to the poor customer service or lack of empathy. When facing the difficulty, setback, vilification, bias or any other negativity, what’s your thinking scenario, visionary mind vs. victim mind, which one should you take?
The visionary mind is looking for possibilities; and the victimized mind is focusing upon real/perceived limitations. If nothing else, one can always control how you choose to respond to any stimulus, you might not be able to change "what" happens, but you can choose "how" you will respond to it and what you can "be" to move forward. Every situation and person in life is not what it appears, but is subject to our interpretation of what appears. If confronted with a situation we realize that we have a choice...to stay stuck or to find a way, then those two choices give us possibilities. When we imagine that we have no choice, we often feel like a victim of our circumstances.
The visionary mind thinks in positive way, while a victimized mind reasons with negativity. Positive thinking is knowing you challenges ahead, and have the self-efficacy to deal with them. It helps radar the experience! Although in the primitive of agricultural society or the silo of industrial surrounding, the positivity can be just as much a stuck place as negativity. The digital era shuns the new light to make the big shift, the visionary mind can think the new way to do the things, now the “victimized customers” can amplify their voice via social channel, share their feedback more effectively; the “victimized talent” can climb the social ladder to demonstrate their thought, talent and skills, and make continuous delivery; the “cultural victim” can nowadays more easily migrate into the new nation and live a brand new life, and make effort to breakdown the old traditions. The victimized mind may only focus on damage because it reduces your well-being beforehand and makes you take less action than would be possible. But the right dose of negative thinking does have its advantages, exploring the worst possible scenarios can help prepare for the worst and expect the best, as long as you won’t fall into the completely victimized mind by losing the trust and confidence; character and values.
In many circumstances, people vacillate between the two positions. However that vacillating gives you a better vantage point from which to ask selves "Which stance leaves you in the more empowered position to do something about changing this?" Visionary implies an openness to what is trying to emerge. Which have I learnt by? in order to began asking 'how can we create a better tomorrow' we first have to engage with that we want to change. Engaging with disturbance and discovering 'what is trying or needing to emerge. There' is a learned process which involves mastery of sitting in the fire and remaining open to potentiality. The visionary mind with cautious optimism can shun the light on what the future will look like regardless of the obstacles and setback they got hit.
Digital is the age of change, choices, empathy and people centricity; the visionary minds are in demand to lighten up the dawn of the new era, to make the human progress cohesively, consistently and collaboratively, it is a mind to make peace, shape the character and focus on the future either being glorified or vilified. And it takes the vision to zoom into the future, the strategy to navigate through the journey and the intelligence to act thoughtfully.
Follow us at: @Pearl_Zhu
December 26, 2014
Does your Organization Have Too Many Business Initiatives
Prioritization starts with a right mindset.
Organizations today are inundated with the sea of information, overwhelmed with too many project initiatives, and overloaded with operation and short term business concerns, what are the root causes of such symptoms, and how to overcome these challenges?
Focus is key. Companies overwhelmed with projects is a common scenario. The root cause of problem is the lack of connection between strategy and projects. Identifying what generates the most value for the company and expressing that in strategic objectives helps managers keep their eyes on what matters. Only initiatives that support the achievement of those objectives should be implemented.
Optimizing the management capacity: That depends on the initiatives, the relationships between them, and the size of the company. Some combinations will be OK, others won't. It all boils down to optimizing the management capacity investments with a keen eye to opportunity costs of all the projects involved.
There are at least four contributing factors to project overwhelming and lack of priority:(1). Lack of Leadership Effectiveness: Leadership teams have trouble prioritizing initiatives. The big initiatives all seem important and not doing any of them seems wrong so they bite off more than the organization can chew. (2). Underestimating Resources . Leadership underestimates the resources necessary to successfully complete each initiative. (Example: HR needs to automate its processes. If agree to do that you will need some resources from Legal, IT, Finance, Training and Development at a minimum.) (3). The ignorance of significant details: The devil is in the details. If three major initiatives all start at the same time they may compete for the exact same resources throughout the year slowing the progress of all (4). The "whirlwind" of day to day operations: Organizations are always on and over-complex, there's emerging issues coming out on daily bases, and it sucks up as many resources as it can regardless of priorities.
Adopt the well-proven strategic planning models focusing on setting employee goals right. There is allot of evidence that people can't stay focused for long periods of time or focus on too many goals. Several well known strategic planning models are focusing on giving each employee 2-3 goals that can be done in 90 days. If you give them more time, their sense of urgency falls and the manager's vigilance will be compromised too. If you have 100 people and each of them owns 2-3 specific goals that they could achieve in 90 days, then there are 200-300 goals which can be weaved into a business scope of strategic goals. That is a lot of progress in strategic progress. Managers will see quantitative results and be able to praise or take corrective action quicker. If the goals are scoped right, prioritized right and aligned with the strategic needs of the organization, you'll see more things get done sooner which creates energy, enthusiasm and momentum. (Caution: When any of these individual goals requires resources from other departments, the goal will have to become a shared goal. Someone in that department will also have to be assigned.)
Prioritization starts with a right mindset -first of all, corporate leaders have to craft an executable strategy, a good strategy can map business goals with employee goals systematically, laser focuses on the most critical challenge business needs to overcome, and also engage employees by co-setting their work goals which are stretch out, but not too stressful. A high performing business can manage both their talent and resource effectively via prioritization and optimization Follow us at: @Pearl_Zhu
Organizations today are inundated with the sea of information, overwhelmed with too many project initiatives, and overloaded with operation and short term business concerns, what are the root causes of such symptoms, and how to overcome these challenges?
Focus is key. Companies overwhelmed with projects is a common scenario. The root cause of problem is the lack of connection between strategy and projects. Identifying what generates the most value for the company and expressing that in strategic objectives helps managers keep their eyes on what matters. Only initiatives that support the achievement of those objectives should be implemented.
Optimizing the management capacity: That depends on the initiatives, the relationships between them, and the size of the company. Some combinations will be OK, others won't. It all boils down to optimizing the management capacity investments with a keen eye to opportunity costs of all the projects involved.
There are at least four contributing factors to project overwhelming and lack of priority:(1). Lack of Leadership Effectiveness: Leadership teams have trouble prioritizing initiatives. The big initiatives all seem important and not doing any of them seems wrong so they bite off more than the organization can chew. (2). Underestimating Resources . Leadership underestimates the resources necessary to successfully complete each initiative. (Example: HR needs to automate its processes. If agree to do that you will need some resources from Legal, IT, Finance, Training and Development at a minimum.) (3). The ignorance of significant details: The devil is in the details. If three major initiatives all start at the same time they may compete for the exact same resources throughout the year slowing the progress of all (4). The "whirlwind" of day to day operations: Organizations are always on and over-complex, there's emerging issues coming out on daily bases, and it sucks up as many resources as it can regardless of priorities.
Adopt the well-proven strategic planning models focusing on setting employee goals right. There is allot of evidence that people can't stay focused for long periods of time or focus on too many goals. Several well known strategic planning models are focusing on giving each employee 2-3 goals that can be done in 90 days. If you give them more time, their sense of urgency falls and the manager's vigilance will be compromised too. If you have 100 people and each of them owns 2-3 specific goals that they could achieve in 90 days, then there are 200-300 goals which can be weaved into a business scope of strategic goals. That is a lot of progress in strategic progress. Managers will see quantitative results and be able to praise or take corrective action quicker. If the goals are scoped right, prioritized right and aligned with the strategic needs of the organization, you'll see more things get done sooner which creates energy, enthusiasm and momentum. (Caution: When any of these individual goals requires resources from other departments, the goal will have to become a shared goal. Someone in that department will also have to be assigned.) Prioritization starts with a right mindset -first of all, corporate leaders have to craft an executable strategy, a good strategy can map business goals with employee goals systematically, laser focuses on the most critical challenge business needs to overcome, and also engage employees by co-setting their work goals which are stretch out, but not too stressful. A high performing business can manage both their talent and resource effectively via prioritization and optimization Follow us at: @Pearl_Zhu
Optimistic vs. Pessimistic Mind
“Can Do” or “Can’t Do” attitudes are the states of mind.
An optimistic mind sees the sunny side of the things and the world; a pessimistic mind sees the dark side of the things and the world; there’s nothing absolutely right or wrong with both types of minds, but it is optimistic mind pushes the world moving forward, and makes the life progressive.
Optimism is like the gas pedal, and pessimism is like the brake pad. Optimism is built on a positive perception or a belief linked to one’s expectations some of which may take time to turn into the reality . However, people do also develop a leaning towards a pessimistic bias and although both are states of mind, they are probably separate, but are related constructs. Our gene/environment interaction drives our behaviors whilst cognitive development enables us to separate ourselves from the immediacy of a situation and think. People with optimistic mind are better motivated to proactively pursue the goals, and set higher expectation; like the gas pedal, to accelerate the speed; while people who have learnt to be more pessimistic tend not to think but react at work if the culture of the organization tends to be more command and control with over-controlling leaders then it will both cause and reinforce. Like a brake pad, the pessimistic mind can keep you cautious, but shouldn't stop you from moving on.
The cautious optimism is the positive attitude to push the life and world forward. One’s optimistic bias tends to dominate particularly during those early years as we are constantly driven to try new things. Many of us start out in life with 'glass half full' attitude; It is those early years when are learning by doing increases at a spectacular rate. Many of us continually see the world in a positive way throughout life. And then, life experiences - setback, tragedies, travesties, hardships, obstacles etc, all condition our minds to fear adversities. Apprehensions take over optimism, and we learn to visualize the dark side of the moon. The blindly optimistic mind is perhaps due to the “luck” or plentifulness without tasting of failures. But at the ultimate level, the conscious optimism is that you feel strong connection with nature even if you are in the hardship or hitting roadblocks via the journey to the destination you set in advance, and you can still keep the cautiously optimistic attitude which keeps you energized and motivated to continually fill out the water to make the glass full in an elegant way.
“Can Do” or “Can’t Do” attitudes are the states of mind. An optimistic mind develops a “Can Do” attitude, because the brain is more malleable than we think and anyone can learn to change to a growth mindset. If add a healthy dose of caution and keep laser focus, it is a positive digital mind which keeps the world flow and “make impossible possible.” Many people have a scarcity mentality and see the negative in everything or simply automatically see the logical fact that half of the space in the glass isn't filled. It is half empty.... ....different reaction for different folks on different days. A pessimist will attribute most things as likely to go wrong, some of which may be down to the individual who has learnt to be helpless, and develops a ‘Can’t Do’ attitude with a sense of being out of control. Other people with a negative view of the world will always find someone else to blame. They behave in a way that prevents them being at risk by adopting a defensive, ‘Won’t Do’ attitude by over-controlling what they can. If anything does go right in their negative world they put it down to luck. This is one of the reasons most change programs at work fail.
Breaking your “thinking habit” may takes more than 21 days: Just like an optimistic mind shouldn't act blindly without vision and strategy; a pessimistic mind shouldn't keep static mind, filling with fear and negativity only. How to break your habit to think in a cautiously optimistic way? Gallup's survey - 87% of the global workforce is disengaged - now there are some in there that are functioning, but that only means 13% are holding up the rest. The 21 days to break a habit comes from research by medical institutes on phantom limb syndrome. The research showed that on average it took 21 days for the subconscious mind to be retrained. Breaking a habit can happen much quicker and depends on many things including, purpose, commitment etc. Keep optimistic and positive even the road is not smooth; be cautious, but not overly pessimistic either in good time or bad time.
The cautiously optimistic mind is a digital fit thinking: seeing it half full has a massive difference in mindset, and being capable to make it full is the “Can Do” attitude and aptitude.
Follow us at: @Pearl_Zhu
An optimistic mind sees the sunny side of the things and the world; a pessimistic mind sees the dark side of the things and the world; there’s nothing absolutely right or wrong with both types of minds, but it is optimistic mind pushes the world moving forward, and makes the life progressive.
Optimism is like the gas pedal, and pessimism is like the brake pad. Optimism is built on a positive perception or a belief linked to one’s expectations some of which may take time to turn into the reality . However, people do also develop a leaning towards a pessimistic bias and although both are states of mind, they are probably separate, but are related constructs. Our gene/environment interaction drives our behaviors whilst cognitive development enables us to separate ourselves from the immediacy of a situation and think. People with optimistic mind are better motivated to proactively pursue the goals, and set higher expectation; like the gas pedal, to accelerate the speed; while people who have learnt to be more pessimistic tend not to think but react at work if the culture of the organization tends to be more command and control with over-controlling leaders then it will both cause and reinforce. Like a brake pad, the pessimistic mind can keep you cautious, but shouldn't stop you from moving on.
The cautious optimism is the positive attitude to push the life and world forward. One’s optimistic bias tends to dominate particularly during those early years as we are constantly driven to try new things. Many of us start out in life with 'glass half full' attitude; It is those early years when are learning by doing increases at a spectacular rate. Many of us continually see the world in a positive way throughout life. And then, life experiences - setback, tragedies, travesties, hardships, obstacles etc, all condition our minds to fear adversities. Apprehensions take over optimism, and we learn to visualize the dark side of the moon. The blindly optimistic mind is perhaps due to the “luck” or plentifulness without tasting of failures. But at the ultimate level, the conscious optimism is that you feel strong connection with nature even if you are in the hardship or hitting roadblocks via the journey to the destination you set in advance, and you can still keep the cautiously optimistic attitude which keeps you energized and motivated to continually fill out the water to make the glass full in an elegant way.
“Can Do” or “Can’t Do” attitudes are the states of mind. An optimistic mind develops a “Can Do” attitude, because the brain is more malleable than we think and anyone can learn to change to a growth mindset. If add a healthy dose of caution and keep laser focus, it is a positive digital mind which keeps the world flow and “make impossible possible.” Many people have a scarcity mentality and see the negative in everything or simply automatically see the logical fact that half of the space in the glass isn't filled. It is half empty.... ....different reaction for different folks on different days. A pessimist will attribute most things as likely to go wrong, some of which may be down to the individual who has learnt to be helpless, and develops a ‘Can’t Do’ attitude with a sense of being out of control. Other people with a negative view of the world will always find someone else to blame. They behave in a way that prevents them being at risk by adopting a defensive, ‘Won’t Do’ attitude by over-controlling what they can. If anything does go right in their negative world they put it down to luck. This is one of the reasons most change programs at work fail.
Breaking your “thinking habit” may takes more than 21 days: Just like an optimistic mind shouldn't act blindly without vision and strategy; a pessimistic mind shouldn't keep static mind, filling with fear and negativity only. How to break your habit to think in a cautiously optimistic way? Gallup's survey - 87% of the global workforce is disengaged - now there are some in there that are functioning, but that only means 13% are holding up the rest. The 21 days to break a habit comes from research by medical institutes on phantom limb syndrome. The research showed that on average it took 21 days for the subconscious mind to be retrained. Breaking a habit can happen much quicker and depends on many things including, purpose, commitment etc. Keep optimistic and positive even the road is not smooth; be cautious, but not overly pessimistic either in good time or bad time.
The cautiously optimistic mind is a digital fit thinking: seeing it half full has a massive difference in mindset, and being capable to make it full is the “Can Do” attitude and aptitude.
Follow us at: @Pearl_Zhu
Three “I”s in Authentic Leadership
Either Triple As, Triple Cs or Triple Is, Leadership is the journey you have to make continuous improvement.
Authenticity is the most fundamental, but challenging attribute for leadership effectiveness. We all know leadership is neither a title nor a certificate, the truth is great leaders are both nature and nurtured. They may encounter certain life events to inspire them to become leaders, which is the nature way, but in more nurtured logic, what transforms them is in how they INTERACT, INTERPRET, and add INTELLIGENCE to what did happen in their life that makes them exceptional leaders.
Interpretation: Great leaders need extraordinary vision, and more importantly how to convey and interpret their vision via creative communication. Every authentic leader needs to mind certain gaps and bridge cognitive difference. A great leader embraces the advanced digital mind with three C's - "Collaboration, Concentration and Complexity” with the ability to handle the "the lost in translation" symptom and seamlessly manage high levels of COMPLEXITY in highly stressful times. These are excellent ways of leadership interpretation with one's vision and sharing it with others. Great Leaders ought to be concerned not only with the here and now, but prayerfully with their legacy to future generations -- a better future!!
Interaction: We may be born with traits that make us more or less likely or environmentally shaped to a degree, How we choose to respond to the events and circumstances that we encounter presents one’s character and builds one’s capability to lead in a healthy way. There is healthy leadership and unhealthy leadership. Healthy leaders seek people who demonstrate the true interest in growing, purpose discovery and contributing to something larger and becoming better at the strengths they possess. Unhealthy leaders choose people who are “yes” guys/gals lacking of independent thinking or thought leadership, which may lead to authoritarianism, egotism or even unprofessionalism. Watching a team come together, especially when you are leading the team, to accomplish something that was previously thought impossible (or improbable at least), facing the lion and coming out on top is very motivating. Typically overcoming challenge is about the passion of the leaders and the team. The interactive leadership embraces triple As in leading forward -Awareness, Acceptance and Action.
Intelligence: What keeps leaders successful is the intellectual curiosity and ability to continuously be open to learning and applying these learnings as they move forward. The authentic leaders with high intelligence has adaptability, consistency and empathy to master business dynamic and cultural differences. They present the ability to manage COMPLEXITY in high digital transparence and stressful digital dynamic. Know what gives you joy. Know your talents. Make decisions that help others. Build teams that build up the members of the team. Don't break people down. The leadership responsibility falls in the ability of the leaders to be an example to follow. Great leaders are not afraid to follow as well. If you are leading and not willing to learn, grow and share then you are just talking the talking without leadership effectiveness.
Leadership is an influence, the authentic leaders make their influence via interpreting vision clearly , build differentiated capability via passion and intelligence; and practice leadership discipline via awareness and interaction.
Follow us at: @Pearl_Zhu
Authenticity is the most fundamental, but challenging attribute for leadership effectiveness. We all know leadership is neither a title nor a certificate, the truth is great leaders are both nature and nurtured. They may encounter certain life events to inspire them to become leaders, which is the nature way, but in more nurtured logic, what transforms them is in how they INTERACT, INTERPRET, and add INTELLIGENCE to what did happen in their life that makes them exceptional leaders.
Interpretation: Great leaders need extraordinary vision, and more importantly how to convey and interpret their vision via creative communication. Every authentic leader needs to mind certain gaps and bridge cognitive difference. A great leader embraces the advanced digital mind with three C's - "Collaboration, Concentration and Complexity” with the ability to handle the "the lost in translation" symptom and seamlessly manage high levels of COMPLEXITY in highly stressful times. These are excellent ways of leadership interpretation with one's vision and sharing it with others. Great Leaders ought to be concerned not only with the here and now, but prayerfully with their legacy to future generations -- a better future!!
Interaction: We may be born with traits that make us more or less likely or environmentally shaped to a degree, How we choose to respond to the events and circumstances that we encounter presents one’s character and builds one’s capability to lead in a healthy way. There is healthy leadership and unhealthy leadership. Healthy leaders seek people who demonstrate the true interest in growing, purpose discovery and contributing to something larger and becoming better at the strengths they possess. Unhealthy leaders choose people who are “yes” guys/gals lacking of independent thinking or thought leadership, which may lead to authoritarianism, egotism or even unprofessionalism. Watching a team come together, especially when you are leading the team, to accomplish something that was previously thought impossible (or improbable at least), facing the lion and coming out on top is very motivating. Typically overcoming challenge is about the passion of the leaders and the team. The interactive leadership embraces triple As in leading forward -Awareness, Acceptance and Action.
Intelligence: What keeps leaders successful is the intellectual curiosity and ability to continuously be open to learning and applying these learnings as they move forward. The authentic leaders with high intelligence has adaptability, consistency and empathy to master business dynamic and cultural differences. They present the ability to manage COMPLEXITY in high digital transparence and stressful digital dynamic. Know what gives you joy. Know your talents. Make decisions that help others. Build teams that build up the members of the team. Don't break people down. The leadership responsibility falls in the ability of the leaders to be an example to follow. Great leaders are not afraid to follow as well. If you are leading and not willing to learn, grow and share then you are just talking the talking without leadership effectiveness.
Leadership is an influence, the authentic leaders make their influence via interpreting vision clearly , build differentiated capability via passion and intelligence; and practice leadership discipline via awareness and interaction.
Follow us at: @Pearl_Zhu
An Independent Thinking Mind
An independent thinker with high intelligence can observe more completely and think more profoundly.
Independent thinking has very close correlation with critical thinking, but they are different. Critical thinking means making clear, reasoned judgements. While in the process of critical thinking, your thoughts should be reasoned and well thought out/judged. (Wikipedia). While independent thinking includes "not depending on the authority of others for forming an opinion." (OXFORD). Making up your own mind, in other words. In more detail, what does “IT” - Independent Thinking really mean, and how to cultivate such a mindset?Independent thinking is a “must have” digital mindset. Independent thinking is extremely important in the digital era in which information only clicks away, but the true insight has inundated with out of dated knowledge; the real signal is mixed with a lot of noises; and the “mainstream” thinking is far lagging behind of the ocean of crowdsourcing. A leader without independent thinking is lack of authenticity; a digital worker without independent thinking is lack of creativity. An independent thinking mind is shining up in an open and positive working environment, but be treated as “misfit”mind in a hierarchical and silo surroundings. Independent thinking differentiates an authentic leader from a follower. Independent thinking means you do not follow others opinion blindly, but analyze and synthesize all sources of input and information to form your own opinion. Otherwise you may "reinvent the wheel" every time when you make a decision. But if you uncritically accept whatever values, knowledge or ideas you've been taught, many of them perhaps are out of date or having bias, you are not a great thinker. Education alone can not shape independent thinking, because you can teach people the certain level of knowledge or skills, but you can’t teach them how to think, how to be themselves, they just have to discover, explore and develop themselves. An independent thinker with high intelligence can observe more completely and think more profoundly. We should not react till we have observed completely. Only one who gives an informed response can be said to be a true intellectual. Exchange of ideas is ideally based on 'thoughtful candor' that leads to mutual learning and better understanding in which all parties benefit.
Doing as others told me, I was Blind.
Coming when others called me, I was Lost.
Then I left everyone, myself as well.
Then I found Everyone, Myself as well.
~ RumiBeing independent thinker means that one has the courage to say “I do not know.” The quickest way to learn something is to admit upfront that we don't know when we don't. Transparency and simplicity go together. We can't have one without the other. There is known known, there is known unknown, and there is unknown unknown. The enemy of being independent thinker is an inclination to think something and say something else. It takes courage and integrity to say “I do not know,” especially when you leverage unknown factors in making significant decisions which may affect many peoples’ life. One has to be honest and truthful! There are four types of humans in this world -He who knows not and knows not he knows not, he is a fool—shun him/her; -He who knows not and knows he knows not, he is simple—teach him/her; -He who knows and knows not he knows, he is asleep—wake him/her; -He who knows and knows he knows, he is wise—follow him/her!
An independent thinker applies critical thinking principles to make decisions more effectively. An individual's ability to think critically comes down to each individual person's desire to think critically / explore life's possibilities - which makes some people very uncomfortable, and therefore, prefer not to think critically. An independent mind is not isolated from the resource, in opposite, a great independent thinker leverages all sort of information, be unbiased and objective, with such problem solving mindset to find the best and alternative solution. And they can look at the source and find from the neutral point, something that will shed light on solving the disparity that exists. They sharpen the thinking skills via questioning: -Asks the question differently -Asks different questions -Is not afraid to rock the boat. -Is thoughtful in making comments. -Constantly checks own assumptions. -Kindly asks questions to draw out other's assumptions. -Holds the flow/track/point, not to get lost on tangents. -Bears opposites -Synthesizes massive amounts of disparate information Digital means the sea of Big Data, and even an ocean of knowledge is of no use if you can't drink from it. Either digital leaders or workers must use the intelligence properly and practice independent thinking all the time; you need to make a conscious effort to ensure that your words are congruent with your thoughts and actions. That is what gives resonance and credibility. If you are unable to discern what is important beyond the surface or what makes sense adequately in a situation; to make something simple for other people you must first make good sense of it for yourself and perceive differences in point of view. In short, you must be an independent thinker. Follow us at: @Pearl_Zhu
Independent thinking has very close correlation with critical thinking, but they are different. Critical thinking means making clear, reasoned judgements. While in the process of critical thinking, your thoughts should be reasoned and well thought out/judged. (Wikipedia). While independent thinking includes "not depending on the authority of others for forming an opinion." (OXFORD). Making up your own mind, in other words. In more detail, what does “IT” - Independent Thinking really mean, and how to cultivate such a mindset?Independent thinking is a “must have” digital mindset. Independent thinking is extremely important in the digital era in which information only clicks away, but the true insight has inundated with out of dated knowledge; the real signal is mixed with a lot of noises; and the “mainstream” thinking is far lagging behind of the ocean of crowdsourcing. A leader without independent thinking is lack of authenticity; a digital worker without independent thinking is lack of creativity. An independent thinking mind is shining up in an open and positive working environment, but be treated as “misfit”mind in a hierarchical and silo surroundings. Independent thinking differentiates an authentic leader from a follower. Independent thinking means you do not follow others opinion blindly, but analyze and synthesize all sources of input and information to form your own opinion. Otherwise you may "reinvent the wheel" every time when you make a decision. But if you uncritically accept whatever values, knowledge or ideas you've been taught, many of them perhaps are out of date or having bias, you are not a great thinker. Education alone can not shape independent thinking, because you can teach people the certain level of knowledge or skills, but you can’t teach them how to think, how to be themselves, they just have to discover, explore and develop themselves. An independent thinker with high intelligence can observe more completely and think more profoundly. We should not react till we have observed completely. Only one who gives an informed response can be said to be a true intellectual. Exchange of ideas is ideally based on 'thoughtful candor' that leads to mutual learning and better understanding in which all parties benefit. Doing as others told me, I was Blind.
Coming when others called me, I was Lost.
Then I left everyone, myself as well.
Then I found Everyone, Myself as well.
~ RumiBeing independent thinker means that one has the courage to say “I do not know.” The quickest way to learn something is to admit upfront that we don't know when we don't. Transparency and simplicity go together. We can't have one without the other. There is known known, there is known unknown, and there is unknown unknown. The enemy of being independent thinker is an inclination to think something and say something else. It takes courage and integrity to say “I do not know,” especially when you leverage unknown factors in making significant decisions which may affect many peoples’ life. One has to be honest and truthful! There are four types of humans in this world -He who knows not and knows not he knows not, he is a fool—shun him/her; -He who knows not and knows he knows not, he is simple—teach him/her; -He who knows and knows not he knows, he is asleep—wake him/her; -He who knows and knows he knows, he is wise—follow him/her!
An independent thinker applies critical thinking principles to make decisions more effectively. An individual's ability to think critically comes down to each individual person's desire to think critically / explore life's possibilities - which makes some people very uncomfortable, and therefore, prefer not to think critically. An independent mind is not isolated from the resource, in opposite, a great independent thinker leverages all sort of information, be unbiased and objective, with such problem solving mindset to find the best and alternative solution. And they can look at the source and find from the neutral point, something that will shed light on solving the disparity that exists. They sharpen the thinking skills via questioning: -Asks the question differently -Asks different questions -Is not afraid to rock the boat. -Is thoughtful in making comments. -Constantly checks own assumptions. -Kindly asks questions to draw out other's assumptions. -Holds the flow/track/point, not to get lost on tangents. -Bears opposites -Synthesizes massive amounts of disparate information Digital means the sea of Big Data, and even an ocean of knowledge is of no use if you can't drink from it. Either digital leaders or workers must use the intelligence properly and practice independent thinking all the time; you need to make a conscious effort to ensure that your words are congruent with your thoughts and actions. That is what gives resonance and credibility. If you are unable to discern what is important beyond the surface or what makes sense adequately in a situation; to make something simple for other people you must first make good sense of it for yourself and perceive differences in point of view. In short, you must be an independent thinker. Follow us at: @Pearl_Zhu
December 24, 2014
The Spirit of Christmas Carol
As a fable, "Christmas Carol" shows that people can change and start to think about the greater good.
It is the holiday season and it is Christmas Eve, even though we may honor and celebrate the holidays in different ways, there are common threads to make best wishes; peace on earth, human progress, abundance of wisdom, equal opportunity, empathy and more... Charles Dickens wrote a novella, "A Christmas Carol", that we probably all have read at least once-always worth reading again, is it time to revisit the spirit of Christmas Carol at Christmas Eve?
What we can change and "hope" are very important elements of the story "A Christmas Carol.” Literature and music allow us an opportunity-a window if you will-to see the past though another person/character's eyes and to hopefully not repeat the same mistakes. Unfortunately, we are challenged today by the same things that Charles Dickens wrote about. We shall realize we can change, whether forced by circumstances or our own initiatives. Change happens whether we want it or not...A timely reminder. What we can change and "hope" are very important elements of the story "A Christmas Carol, “ it is so relevant for each of us to apply to the challenges we face today. The challenge that we all face in reading literature, listening to music that has a purpose and even viewing art is the challenge of transforming ourselves-changing our own heart and spirit.
Charles Dickens is shining the light on who we are individually and who we are collectively; and he is presenting Scrooge, our selves and society as a whole, an opportunity/challenge/crisis to change our hearts and minds. Allow our own self awareness to discover, learn and apply the message/life lessons to discover the true spirit of Christmas; not just for one day or one season, but each day-which is a gift that we have been given. It’s true indeed that each of us ought to take time to listen to one another’s voice with the intent of understanding. It's so easy to get caught up in ourselves, for ourselves and miss the essence of communication with one another. It is the time to GIVE, not only the food or clothes to warm the heart via sympathy, but more importantly to SHARE the insight and wisdom to connect the minds and souls via empathy.
Dickens also wrote "I will honor Christmas in my heart, and try to keep it all the year." Now that's something worth aiming for. But the insight he added to this was that it is us, each one of us, that forge the chains - and equally it is us that have the power to remove them. If the chains he spoke about are injustice and brutality, each one of us can choose not to hand our humanity over to either one. We can instead choose to lead and to work with kindness and insight, each is making a small contribution to removing those chains. We all have the capacity to choose love over hate, good over evil, and demonstrate good will to all mankind. Isn't it great how this story's symbolism and lessons we learn from it can transform, enlighten, empower us to be more self aware/mindful of people/life around us. Christmas carol points out that humanity needs to remember that money is important, but not everything. Leadership needs to provide guidance and assist others in the success in their lives as they assist the company with it success. Different leadership styles look at business first and members second that's good for long term as long as both are prosperous.
"A Christmas Carol" is a brilliant and timeless story. Technology is more advanced, the skyscrapers have been built up, the information is only a click away, but, do people's minds sill lag behind the digital era we live in? Have the fundamental challenges facing mankind been overcome yet? This is an interesting comparison that reinforces the old adage " the more things change the more they stay the same". As a fable, it shows that people can change and start to think about the greater good. It's a wonderful parable about the power of the human spirit to find joy, to find purpose and a reflection of the truism that sometimes people have to be scared to their core in order to change and learn and grow. Changing ourselves is only possible if we are willing to take action and apply the lessons learned from this story. Otherwise, it's just another book on the shelf that collects dust.
Merry Christmas to You!
Follow us at: @Pearl_Zhu
December 23, 2014
Agile Knowledge Management
"Knowledge on demand" is about making all types of data and information accessible in situations and contexts as needed.
Digitization makes information only a click away, but managing knowledge becomes more challenging due to the the abundance of content, the multitude of information format, the timely delivery and risk/compliance concerns, etc. How shall you apply the Agile philosophy and principle to modern knowledge management, does “Knowledge on Demand” an ultimate goal in your organization?
Knowledge Management is about making all types of data and information accessible in situations and contexts as needed; with KM, coming up with an agreed upon model that can be deployed across a range of enterprises and supported by enough insight and experience that overall is accepted practice. An updated comprehensive definition of operational KM obligates that quality is at the heart of the competencies and skills needed by information professionals. Knowledge Management is about making all types of data and information (including implicit, explicit and tacit) accessible in situations and contexts as needed so that viable options materialize. This enables informed decisions and actions to be executed resulting in improvement of quality outcomes. This quality perspective ensures that firstly the right things get done in facilitating strategic effectiveness as well as secondly enabling them to be done in the best known way to deliver on efficiency.
A slow management decision cycle is the biggest killer of agility. Agility is more about management decision making than it is about organizational processes, KM techniques, resources available, or any other factor. In general, management takes its time with decision making, because the goal is usually to minimize risk/exposure, not to achieve timeliness in seizing opportunities. Using business incubators, cloud computing, enterprise social networking, agile business intelligence, time-management, managing efficiently meetings, delegating responsibility etc., creating an open culture and giving a good leadership to get better relationships between employees and get knowledge exchange. Apply agile KM and effective HR methods to attract, insert and retain talent with incentives via good training programs. encouraging mentoring.
Knowledge on Demand! An agile approach to process improvement allows organizations to make small changes to a process over a series of iterations. Use small requirements (user stories) as opposed to a complete requirements document to get started. The constant feedback you get from the stakeholders after your release (iteration) will be your guide. This leads to greater adoption, encourages proper measurement of results and a focus on continuous improvement. The struggle is to define what areas are purely "KM" within an Agile context. And the challenge is developing a set of replicable steps for capturing tacit and implicit knowledge and turning it into explicit knowledge that can be accessed by an entire enterprise when needed: Knowledge on demand comes from highly networked groups that can access one another rather than an enterprise level system. From knowledge management perspective, try doing an organizational network analysis, and identifying people from different strata of the company that act as nodes. Tap in to them to get system feedback. It is a networked (think social governance) rather than process (rigid, bureaucratic governance) means of KM.
There is definitely a place for Agile in KM, which goes way beyond decision making; specifically with the design and implementation of KM frameworks within an organization, build agile into the KM process, and specifically in the ability of the organization to capture, adapt, transfer, and reuse their knowledge, as part of the work process. Combine agile PM methods with KM tools in one operating model, which has been successful to date. For example, if knowledge communities provide feedback through their champions for improvements that need to be made in a KM cycle (managed by a core KM team), combined with implementation of gateway reviews, this then results in a constant cycle of improvement by ensuring solid criteria is in place for the gateways, and any work (initiative/project/process) that successfully passes through the gateway, is used as best practice guidelines for subsequent work. The gateway process is regularly enhanced via feedback from the communities to the core KM team......agile, but still controlled!
It is important to think about the limitations of certain types of control. Developing a set of steps for "capturing" tacit knowledge is inherently a structured approach to KM, that will be limited in its ability to change rapidly. The advantage of Agile movement is that it stresses speed over perfection, allowing room for many, smaller iterations of a problem solving. Within KM, it seems like it would be more important to build capability for access and adjustment into the people who know (producers and users of knowledge within the organization). The challenges for today’s business is that its community is diverse in many ways - language, culture, geography, technical ability and comfort - among many other issues, you have to constantly promote the knowledge base, and it is not easy to get knowing if it is used, how often, how is it meeting the needs of the community - if change is needed, you have to rapidly design, build, and deploy that change, getting feedback from the community on what they would like to see or need.
Knowledge is the power, and KM agility enable managers and employees to capture the right knowledge timely in order to make the right decision or unleash their growth potential. An effective digital knowledge management shall apply agile principle to accelerating the speed of knowledge delivery, enforcing cross-functional communication and build an ongoing capability to run a truely smart business.
Follow us at: @Pearl_Zhu
Digitization makes information only a click away, but managing knowledge becomes more challenging due to the the abundance of content, the multitude of information format, the timely delivery and risk/compliance concerns, etc. How shall you apply the Agile philosophy and principle to modern knowledge management, does “Knowledge on Demand” an ultimate goal in your organization?
Knowledge Management is about making all types of data and information accessible in situations and contexts as needed; with KM, coming up with an agreed upon model that can be deployed across a range of enterprises and supported by enough insight and experience that overall is accepted practice. An updated comprehensive definition of operational KM obligates that quality is at the heart of the competencies and skills needed by information professionals. Knowledge Management is about making all types of data and information (including implicit, explicit and tacit) accessible in situations and contexts as needed so that viable options materialize. This enables informed decisions and actions to be executed resulting in improvement of quality outcomes. This quality perspective ensures that firstly the right things get done in facilitating strategic effectiveness as well as secondly enabling them to be done in the best known way to deliver on efficiency.
A slow management decision cycle is the biggest killer of agility. Agility is more about management decision making than it is about organizational processes, KM techniques, resources available, or any other factor. In general, management takes its time with decision making, because the goal is usually to minimize risk/exposure, not to achieve timeliness in seizing opportunities. Using business incubators, cloud computing, enterprise social networking, agile business intelligence, time-management, managing efficiently meetings, delegating responsibility etc., creating an open culture and giving a good leadership to get better relationships between employees and get knowledge exchange. Apply agile KM and effective HR methods to attract, insert and retain talent with incentives via good training programs. encouraging mentoring.
Knowledge on Demand! An agile approach to process improvement allows organizations to make small changes to a process over a series of iterations. Use small requirements (user stories) as opposed to a complete requirements document to get started. The constant feedback you get from the stakeholders after your release (iteration) will be your guide. This leads to greater adoption, encourages proper measurement of results and a focus on continuous improvement. The struggle is to define what areas are purely "KM" within an Agile context. And the challenge is developing a set of replicable steps for capturing tacit and implicit knowledge and turning it into explicit knowledge that can be accessed by an entire enterprise when needed: Knowledge on demand comes from highly networked groups that can access one another rather than an enterprise level system. From knowledge management perspective, try doing an organizational network analysis, and identifying people from different strata of the company that act as nodes. Tap in to them to get system feedback. It is a networked (think social governance) rather than process (rigid, bureaucratic governance) means of KM.
There is definitely a place for Agile in KM, which goes way beyond decision making; specifically with the design and implementation of KM frameworks within an organization, build agile into the KM process, and specifically in the ability of the organization to capture, adapt, transfer, and reuse their knowledge, as part of the work process. Combine agile PM methods with KM tools in one operating model, which has been successful to date. For example, if knowledge communities provide feedback through their champions for improvements that need to be made in a KM cycle (managed by a core KM team), combined with implementation of gateway reviews, this then results in a constant cycle of improvement by ensuring solid criteria is in place for the gateways, and any work (initiative/project/process) that successfully passes through the gateway, is used as best practice guidelines for subsequent work. The gateway process is regularly enhanced via feedback from the communities to the core KM team......agile, but still controlled!
It is important to think about the limitations of certain types of control. Developing a set of steps for "capturing" tacit knowledge is inherently a structured approach to KM, that will be limited in its ability to change rapidly. The advantage of Agile movement is that it stresses speed over perfection, allowing room for many, smaller iterations of a problem solving. Within KM, it seems like it would be more important to build capability for access and adjustment into the people who know (producers and users of knowledge within the organization). The challenges for today’s business is that its community is diverse in many ways - language, culture, geography, technical ability and comfort - among many other issues, you have to constantly promote the knowledge base, and it is not easy to get knowing if it is used, how often, how is it meeting the needs of the community - if change is needed, you have to rapidly design, build, and deploy that change, getting feedback from the community on what they would like to see or need.
Knowledge is the power, and KM agility enable managers and employees to capture the right knowledge timely in order to make the right decision or unleash their growth potential. An effective digital knowledge management shall apply agile principle to accelerating the speed of knowledge delivery, enforcing cross-functional communication and build an ongoing capability to run a truely smart business.
Follow us at: @Pearl_Zhu
A Simplicity Mind
"Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius -- and a lot of courage -- to move in the opposite direction." -Albert Einstein
Both simplicity and complexity are states of minds. Simplicity has multitude of perspectives, what’s the “simplicity” referred to? What’s the true relationship between simplicity and complexity? Does simplicity come through art or science?
Simplifying the Complexity is the best mindcrafting: Our minds conforms to everything which is structured and planned. Complexity is the process to exercise your mind, to make things simple. A rational mind complicates the simple things. A intuitive mind simplify the complexity. An artistic mind looks at it simply. An Architect’s mind abstracts the complexity; A system mind streamline complexity. A critical mind probes the complexity. And a Self-Aware mind goes beyond the complexity.
The simplicity and the complexity are just opposite ends of the same spectrum. Simplicity and Complexity is an age-old dilemma even in English Grammar! That compounds all "problems." You need complexity to understand and appreciate simplicity and vice versa. It's all about balance and perception. In the core of simplicity lies complexity,..more simple one perceives in any system, problem or living being is inherently more complex....Externally simplicity is directly proportional to internally complexity.
Diving deep and getting a simple answer is true simplicity. Remove the layers of complexity to reach what is simple at the core. These layers of complexity exist only in mind. Science is into simplifying the complexity. It decodes the unseen. Unseen is complex, until it is known. Once known, it becomes simple. Ask questions before communicating to others: 1). Is it easily understandable? 2). Have I omitted anything by oversight? 3). Have I taken anything for granted? If we believe in nature's order of creation then we simplify the complexity, and if we don't believe in it then we complicate the simple things. The problem with simple solutions is that they do not appear exciting...they do not make one's adrenaline rush.. and therefore they are not appreciated.
Simplicity and Complexity are states of mind. Life is a paradox...It is full of contradictions... getting simple answers out of that paradox could be the motive of some people. To look at things from various sides does not make anything complex...it is a process to simplify. Some get into it, some do not. One makes things simple when one brings people to understand them. The skill to trigger understanding gives power; there is value in making things simple because complexity threatens or stupefies, simplicity feels familiar, concise and practical. However, not every complexity is bad, all the intelligent beings are complex at certain level, the point is how to eliminate the unnecessary complexity (complication) to make it elegant, Labels influence the mind to look at things their way which could be the root of all complications...complication causes uncertainty, insecurity and a sense of incompetence. And you know the elegant solution when you see it.
Simplicity has multitude of perspectives. Elegance is such a word to convey “just right” simplicity. Simplicity is an aspect of “appropriate” abstraction. There is relationship between simplicity and clarity. With simplicity, what we are adding is clarity and purpose. Let us decode the complexity, we make our path, life is always good, we make it complex or simple, the sooner we learn the better simple person we will be, we all have power within, to think, learn and expand our knowledge, choice is ours. People complicate the simple things when they don't have the answers. The masters decode the complex..and make it simple but purposeful.
Follow us at: @Pearl_Zhu
Both simplicity and complexity are states of minds. Simplicity has multitude of perspectives, what’s the “simplicity” referred to? What’s the true relationship between simplicity and complexity? Does simplicity come through art or science? Simplifying the Complexity is the best mindcrafting: Our minds conforms to everything which is structured and planned. Complexity is the process to exercise your mind, to make things simple. A rational mind complicates the simple things. A intuitive mind simplify the complexity. An artistic mind looks at it simply. An Architect’s mind abstracts the complexity; A system mind streamline complexity. A critical mind probes the complexity. And a Self-Aware mind goes beyond the complexity.
The simplicity and the complexity are just opposite ends of the same spectrum. Simplicity and Complexity is an age-old dilemma even in English Grammar! That compounds all "problems." You need complexity to understand and appreciate simplicity and vice versa. It's all about balance and perception. In the core of simplicity lies complexity,..more simple one perceives in any system, problem or living being is inherently more complex....Externally simplicity is directly proportional to internally complexity.
Diving deep and getting a simple answer is true simplicity. Remove the layers of complexity to reach what is simple at the core. These layers of complexity exist only in mind. Science is into simplifying the complexity. It decodes the unseen. Unseen is complex, until it is known. Once known, it becomes simple. Ask questions before communicating to others: 1). Is it easily understandable? 2). Have I omitted anything by oversight? 3). Have I taken anything for granted? If we believe in nature's order of creation then we simplify the complexity, and if we don't believe in it then we complicate the simple things. The problem with simple solutions is that they do not appear exciting...they do not make one's adrenaline rush.. and therefore they are not appreciated.
Simplicity and Complexity are states of mind. Life is a paradox...It is full of contradictions... getting simple answers out of that paradox could be the motive of some people. To look at things from various sides does not make anything complex...it is a process to simplify. Some get into it, some do not. One makes things simple when one brings people to understand them. The skill to trigger understanding gives power; there is value in making things simple because complexity threatens or stupefies, simplicity feels familiar, concise and practical. However, not every complexity is bad, all the intelligent beings are complex at certain level, the point is how to eliminate the unnecessary complexity (complication) to make it elegant, Labels influence the mind to look at things their way which could be the root of all complications...complication causes uncertainty, insecurity and a sense of incompetence. And you know the elegant solution when you see it.Simplicity has multitude of perspectives. Elegance is such a word to convey “just right” simplicity. Simplicity is an aspect of “appropriate” abstraction. There is relationship between simplicity and clarity. With simplicity, what we are adding is clarity and purpose. Let us decode the complexity, we make our path, life is always good, we make it complex or simple, the sooner we learn the better simple person we will be, we all have power within, to think, learn and expand our knowledge, choice is ours. People complicate the simple things when they don't have the answers. The masters decode the complex..and make it simple but purposeful.
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