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RalfLippold
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Great piece, John. It is always a contextual thing when dynamics come into play and interweaving forces. A few years back I wrote a piece on the relevance of context (which often is forgotten) Great piece, John. It is always a contextual thing when dynamics come into play and interweaving forces. What really triggered me to see that larger scope, and always being on the lookout for "leverage points" is a personal meeting with Jay W. Forrester some years ago while I was still working at BMW in their newest plant back then. As the production was scaled up, and complexity increased accordingly, systems thinking and finally system dynamics became my guiding compass for effective change. Donella Meadows' "Leverage Points - Where to Intervene in a System" offers a great overview of where to look for to do the "moves smartly made" http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/ Cheers, Ralf
Dear John, Thanks a lot for your continued work around what is essential of “Power of Pull“. I wish I could name companies (other than BMW where I had the pleasure to see what the future of work, pulling workers'/employees'curiosity and passion in its early days, 2003-2007, when processes/systems were significant different from the “old“ plants in Bavaria) that have recently (within the last ten years since the financial crisis) transformed themselves. There is so much untapped opportunity around, and probably some more c-level executives as well as middle managers and workers/employees daring to step up and start the change. Presently, economic pressure (China coming in strong), unstable political situations (Russia, UK (Brexit), Europe), and the faster accelerating exponential technologies springing and their convergence seem to hold back positive action. At least that is what I perceive over here in Germany. An exception, though not visible too much, is the transformation of Volkswagen and its Dresden-based Gläserne Manufaktur. They have done quite well the transition from being producer of the top-class Phaeton, to full-electric (the eGolf is produced in two shifts now with an output of 70 vehicles per day. In case you need an introduction, you know how to contact me. Best as always, Ralf
Many thanks John bringing up something I am also passionate about. When I had to leave BMW Plant Leipzig (where I had learned what it meant to find the nurturing conditions for awesomeness to grow from an idea of a visionary plant manager to being part of the e-mobility future) I felt the urge to share my learnings and experiences. Soon enough, this emerged into flow of writing sharing with the world my personal path, or narrative you'd call it. When I joined the MOOC u.lab for the first time it was like finding others who were on a similar quest, and it felt good to bond (mostly digitally and initially locally as well). 2008 around that time of the year I shared a “dream“ during an elevator pitch event which I attended by sheer curiosity whether I could do it. This is whas come out since then “A Team Action Lea(r)ning — A Journey into the Future” @RalfLippold https://medium.com/@ralflippold/when-dynamic-complexity-drives-a-dream-a32c70409bf6 Learning in short, or #PresencingStatus: 1. Good - positive surprises happen along the way 2. Tricky - impact(s) of a narrative take time, stay with it not always easy 3.Learned - just share the thoughts on a digital medium for yourself (in the beginning), it may inspire others later 4. Action - stumbled across your post John via Facebook, I could not not leave it without personal thoughts and adding something to the narrative
Thanks a lot John bringing up an issue that follows me for quite some time, "Asking the right questions in a gentle way". Asking questions in a production/logistics context has become my second nature, due to my work as a lean consultant. However often these questions only tackle immediate and rather local challenges. Much more relevant are the questions that touch not only others, but the greater context, and where we are going (as individuals, groups, organizations, and society in general). Concerning your four questions, I'd like to answer (and perhaps opening up the need for new questions) here: A1 - (a) how can organizational learning put into practice in established organizations/institutions? (b) what are the underlying educational interventions to achieve that? (c) how can we establish spaces where people from diverse disciplinary, cultural, gender and age can strive to their inner strengths? A2 - since 2007 when I started on blogging about a lean conference I ran in Dresden I am blogging, http://leanthinkers.blogspot.com http://BizDesignDD.blogspot.cocm http://BlueFuture2012.blogspot.com and I am active on various social networks where I put out beacons that touch my passions (art, science, technology, lean, system dynamics, social innovation) A3 - honestly this answer I can't give, still in the learning phase, prototyping, or pivoting (as Eric Ries , creator of the Lean Startup movement would say), http://bit.ly/SingularityUniversityGSP14 just my latest one trying to find out connection points where others can see value for themselves when they support me, and the visions I am working on. I am creating new questions for myself with every experiment! A4 - as a boundary spanner I practice this but its effectiveness can be largely increased (only learned about this role during a conference in 2006 when someone told me her work story, and it sounded very much like mine - being the facilitator or catalyst to bring the right people together in an organization or community to achieve great things or solve the most complex challenges). HTxA, a digital PR agency (in the making) for exponential technologies on the edge between arts, science, and technology is meant to be the next step improve effectiveness - and still I am learning.
Thanks a lot John, making the distinction between story and narrative. Especially in the corporate world it seems that focus is more on the individual story, leaving out the bigger picture. From my point of view Edgar Schein's "DEC is Dead, Long Live DEC" is a good example of a narrative, showing all the different currents during the rise, and fall of DEC (Digital Equipment Corporation). What makes it challenging is the broadness of a narrative, that seems not to end and is going on and on. Pulling in the interest of curious readers/ listeners can be achieved by making explicit what is not yet connected by telling individual stories about specific parts of the corporation's life. Explaining for example the success of the building o of BMW plant in Leipzig would not make sense as one leaves out the disaster that followed the bold move by BMW to buy Rover in the UK at the end of the 90's. Great thoughtprovoking piece John!
Just a couple of minutes, drawn by a blog post while searching for something else (a book on GoogleBooks to read online, due to the fact that currently without paid job, the internet is my source of learning in large part), I found myself here. The extended way of "finding" this post: http://www.diigo.com/user/ralflippold/edgeperspectves Researching very much in the same field whereas my background is slightly different. Being pulled by the story of the Hunt Brothers on their silver buys back in 1980 I wanted to become a stock broker. Entered a apprenticeship at a bank in the mid-80s, only to shift from the banking and brokerage perspective after a sticking experience during an internship at Merill Lynch, Frankfurt/Main, in 1989. Being invited for pizza with some of the colleagues to a pizza place next I learned that for the three of us they spent 300,- Deutsche Mark (!) - this was the Turning Point. I shifted the focus towards wanting to the creating value at the tangible level, and found myself studying economics, and business administration with a focus on production logistic, innovation, strategic and exponential information technologies. It took not long to learn about Lean Thinking and creatively turning challenges into value-creating future chances. Interesting to see how much we as a world society have moved since the days of 2007 - still pretty much on the horizontally looking part of the exponential curve of change that information technology is already changing in large part. Otherwise I would have never found this article by you John! The challenge is that, in my perception, and experience the "Red Queen" is even more prevalent in board rooms, institutions than was in 2007. Now as the changes become inevitable, and are shared in various networks (not so much in the traditional media as the print media, or television rather on all "free to use" social networks, which enables a collaboration, and knowledge flows across boundaries of time, space, disciplines, cultures and different speeds of change. Happy New Year to you John, John, and David for not only writing a most compelling book "The Power of Pull" but pulling us all into the FUTURE of what is POSSIBLE by taking SMART SMALL STEPS In my own words this is the Road to #abundance via #LeanThinking :-) Cheers, and looking forward bring our research findings together Ralf
Taking the certainly seen tension in organizations around the found, my personal experience while working for five years for BMW in their newest plant in Leipzig is as follows: - observe long to find out what bothers the other generations - find opportunities (e.g. during a coffee break) to get in conversation with the other generations - try to engage in "cultural islands", such cultural event, tournaments, in order to learn more about your peers, and they from you
Steve - Thanks a lot for your thoughts. Reminds me of Peter Block and the concept of Stewardship, http://bit.ly/hUuscF.
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Aug 28, 2010