Considering how awesome the synergy of a highly innovative organization could create, to make people happier, customers delightful and the business as a whole accelerating growth.
Also, lagging companies have an overly rigid organizational hierarchy, and outdated procedure, their business is still the sum of pieces rather than a holistic whole, having all sorts of barriers to changes and deficiencies that get their business stuck and go nowhere.
Ignorance: Digital is full of uncertainty, velocity, complexity, and ambiguity, ignorance of the unknown is a pitfall which could fail change or transformation effort. there is no prescribed change formula, or one size fits all change scenario. As businesses are different, people are different, the very goal behind each change initiative is also different. There are those who think logically, others focus on the bigger picture, and others are a lot more emotional in their decision-making.
Therefore, you have to be humble and realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. But it doesn’t mean you should just ignore the unknown, the positive leadership approach is to analyze circumstance objectively and even predict the future with a certain degree of accuracy, to prepare the “VUCA” new normal wisely. Ignore the trivial, but pay more attention to the significant details, to seek out knowledge, and address ignorance and the assumptions you make to minimize it.
Knowledge traps: Knowledge is important, but having a lot of knowledge about something can be a box that closes one's mind to innovation in that area. “Too much knowledge" in itself is not an impediment to the imagination, but failure to recognize how vastly ignorant you are at the same time leads to an arrogance that will not admit new thinking. Every individual, including the leader, has limited knowledge or viewpoint, openness is the most difficult thing to refresh your mind. Both willing and able to acquire various types of information begin with an understanding of purpose; what is it we want to achieve? Willingness to acquire additional information begins with acceptance you do not know enough to achieve your purpose; you recognize a gap in the knowledge you have and value in closing the gap.
To deal with knowledge trap smoothly, organizations today need to have an integral information and knowledge management discipline and take the multifaceted approach to handle knowledge transferring, understanding and driving the change of knowledge stock at minimal cost in a way that fits the strategy of the business the best. With effective information and knowledge management, collectively, they can amplify their knowledge power to solve business problems
Groupthink: Teams work because they bring different perspectives and information to the table. They help to balance out the biases from which they all suffer. They help generate more of everything (viable alternatives, criteria, etc,), all of which is shown to improve the quality of decisions. However, the real problem with groups is that they are not usually high-performance groups. Homogeneous group setting enlarges cognitive gaps and causes decision ineffectiveness. Anecdotal observation is that group decisions are worse, mainly because most of the members of the group don't have expertise in the situation presented and/or won't be held individually accountable, and also because of value differences.
Furthermore, the homogeneous team setting will make team members more vulnerable to peer pressure, risk avoidance, making biased decisions and sticking to the comfort zone. As leaders, you facilitate eliciting the views if they don't think of them on their own. Some people contribute better one on one, and others can handle group debate effectively. The value considerations and differences make a different outcome. It’s important to embrace diverse viewpoints and make sound judgment.
“The Lost in Translation” could happen at any level of the organization; barriers can be daunting, yet overcome them, and don’t let them cloud your vision. There are soft barriers such as communication gaps, internal politics, bureaucracies, or finger-pointing cultures, etc. It’s important to integrate both hard and soft elements into differentiated organizational competency. Considering how awesome the synergy of a highly innovative organization could create, to make people happier, customers delightful and the business as a whole accelerating growth. Constantly improving and seeing change as an opportunity while keeping a holistic overview of the business are the core messages of “Going Digital.”
Ignorance: Digital is full of uncertainty, velocity, complexity, and ambiguity, ignorance of the unknown is a pitfall which could fail change or transformation effort. there is no prescribed change formula, or one size fits all change scenario. As businesses are different, people are different, the very goal behind each change initiative is also different. There are those who think logically, others focus on the bigger picture, and others are a lot more emotional in their decision-making.
Therefore, you have to be humble and realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. But it doesn’t mean you should just ignore the unknown, the positive leadership approach is to analyze circumstance objectively and even predict the future with a certain degree of accuracy, to prepare the “VUCA” new normal wisely. Ignore the trivial, but pay more attention to the significant details, to seek out knowledge, and address ignorance and the assumptions you make to minimize it.
Knowledge traps: Knowledge is important, but having a lot of knowledge about something can be a box that closes one's mind to innovation in that area. “Too much knowledge" in itself is not an impediment to the imagination, but failure to recognize how vastly ignorant you are at the same time leads to an arrogance that will not admit new thinking. Every individual, including the leader, has limited knowledge or viewpoint, openness is the most difficult thing to refresh your mind. Both willing and able to acquire various types of information begin with an understanding of purpose; what is it we want to achieve? Willingness to acquire additional information begins with acceptance you do not know enough to achieve your purpose; you recognize a gap in the knowledge you have and value in closing the gap.
To deal with knowledge trap smoothly, organizations today need to have an integral information and knowledge management discipline and take the multifaceted approach to handle knowledge transferring, understanding and driving the change of knowledge stock at minimal cost in a way that fits the strategy of the business the best. With effective information and knowledge management, collectively, they can amplify their knowledge power to solve business problems
Groupthink: Teams work because they bring different perspectives and information to the table. They help to balance out the biases from which they all suffer. They help generate more of everything (viable alternatives, criteria, etc,), all of which is shown to improve the quality of decisions. However, the real problem with groups is that they are not usually high-performance groups. Homogeneous group setting enlarges cognitive gaps and causes decision ineffectiveness. Anecdotal observation is that group decisions are worse, mainly because most of the members of the group don't have expertise in the situation presented and/or won't be held individually accountable, and also because of value differences.
Furthermore, the homogeneous team setting will make team members more vulnerable to peer pressure, risk avoidance, making biased decisions and sticking to the comfort zone. As leaders, you facilitate eliciting the views if they don't think of them on their own. Some people contribute better one on one, and others can handle group debate effectively. The value considerations and differences make a different outcome. It’s important to embrace diverse viewpoints and make sound judgment.
“The Lost in Translation” could happen at any level of the organization; barriers can be daunting, yet overcome them, and don’t let them cloud your vision. There are soft barriers such as communication gaps, internal politics, bureaucracies, or finger-pointing cultures, etc. It’s important to integrate both hard and soft elements into differentiated organizational competency. Considering how awesome the synergy of a highly innovative organization could create, to make people happier, customers delightful and the business as a whole accelerating growth. Constantly improving and seeing change as an opportunity while keeping a holistic overview of the business are the core messages of “Going Digital.”
1 comments:
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