Some of the most interesting articles I've spotted over the last couple of months - any provoke any thoughts you'd like to share? Or are there other recent posts you've spotted that I've missed? Or anything else that you yourself has posted?

Human and social capital (20 December)

My predictions or maybe just hopes for 2019

How to use team rewards effectively (17 December)

The science on one of the trickiest problems in social HR - see picture at the top of this post

Daimler drives new HR insights with graph database technology (10 December)

Daimler’s use of Neo4j graph database 

General Stanley McChrystal Speaks Out On Why We Need To Redefine Leadership (5 December)

The Role Of A Leader In A Networked Age. “The primary role of a leader is not to take actions or even to make decisions, but to empower and inspire belief.” 

Making Kindness a Core Tenet of Your Company (5 December)

Bill Taylor on developing kindness by treating it like a contagion, and to create the conditions under which everybody catches it.

Two Studies Show That Being Low In Emotional Intelligence May Be Good for You And Others! (20 December)

Some surprising though understandable conclusions that having low EI is nearly as good for job performance as having high EI. 

7 truths about the organization designs of the future (19 November)

Some great suggestions from Bersin, including that hierarchy will remain (I agree) whilst having these combined with networks and ensuring these are given the care and feeding they need to flourish, including through ONA. 

Communityship beyond Leadership (18 November)

Thoughts worth repeating from Henry Mintzberg 

Cooperative Leadership (9 November)

Harold Jarche continues his exploration of networks and cooperation:

“The new network form is retrieving cooperation — sharing freely with no expectation of direct reciprocation — as the primary way of getting work done. We can only influence networks, not direct them. Collaboration — working together for a common object — worked well in markets because companies could collaborate in order to compete. Collaboration also works well in relatively stable institutions where the rules don’t change too quickly. But collaboration is too limited to work in networks.

Effective human knowledge networks have three key traits — openness, transparency, and diversity. With these in place, trust emerges, and this enables knowledge to flow better. As the network form becomes more widespread we should be re-thinking leadership. We could also infer that certain feminine leadership traits are being retrieved by the new network form.” 

When People Would Rather Work with Competent Jerks Than Likable Fools (7 November)

Jeffrey Pfeffer’s research on competence vs warmth when money is on the line, which I referred to in one of my earlier Linkedin articles, posted in this community previously.

Organizational Network Analysis: The Missing Piece of Digital Transformation (7 November)

Interesting review of using ONA for digital transformation.  But for me, this misses out the most important concept which bridges between the two, which is of course social capital. Digital business requires new organisation models just as it does new business models, and these new organisation models emphasise the role of groups, social relationships and social capital. It is these which make ONA so helpful. 

The Truth About Behavioral Change (7 November)

Suggests that success in organisational change depends on wide bridges not just individual brokers.

Open-plan offices make workers less collaborative, Harvard study finds (5 November)

“Employees became more reluctant to give negative feedback or address sensitive issues in front of colleagues, which drove them to find more private ways to interact. Instead of talking to each other in person, the study participants turned to their phones and computers.” 

Democratizing social capital through digital transformation (31 October)

Good overview of social networks and how they're supported by Microsoft's Outer and Inner loops

Relationship intelligence: “We need to put the human element back into the workplace,” says Esther Perel (26 October)

Review of UNLEASH keynote on relationships “To become fluent in the language of relationships is critical for the quality of the world we’re living in today.”

Why Organizational Network Analysis is key for Learning & Development in organisations (25 October)

“ONA makes it possible to assess the presence or absence of these (otherwise intangible) learning processes. As such, L&D can see whether there is an actually need to intervene by mapping and analysing informal networks to detect where an intervention is needed and most likely to have a large ripple effect through the identification of key influencers for example.”

If Humility Is So Important, Why Are Leaders So Arrogant? (15 October)

Bill Taylor’s review of Edgar Schein’s Humble Leadership / Inquiry books: “Humility can feel soft at a time when problems are hard; it can make leaders appear vulnerable when people are looking for answers and reassurances. Of course, that’s precisely its virtue: The most effective business leaders don’t pretend to have all the answers; the world is just too complicated for that. They understand that their job is to get the best ideas from the right people, whomever and wherever those people may be.”

The Best Bosses Are Humble Bosses (9 October)

Hogan’s assessments of leadership humility. I particularly like, and agree with:
“Such companies also are likely to have smaller pay gaps between the CEO and other senior executives. These factors predict closer collaboration among all senior executives, which in turn leads to greater companywide efficiency, innovation and profitability, researchers found.”

Using Job Embeddedness Theory to Improve Employee Turnover (25 September)

Individual social capital is a key enabler for retention

Google’s Work Insights helps businesses better understand how they work (18 September)

Given the number of companies using G Suite, Work Insights has got to be another significant enabler organisations wanting to understand collaboration between their teams / functions. 

The Holy Grail of Self Management (15 September)

I really like these tenets of sociocracy, and also, and especially, the suggestion that “instead of aiming for the perfect system, find an ok fit and adjust continuously. We learn by experimenting and getting feedback on how it’s working for us, not by overthinking things.”

Goldman Sachs' head of HR says an 'underrated' factor should make a big difference in which job you choose — especially if you're going to be logging long hours (14 September)

Other people and the teams you are working in are a key factor in job experience apparently!

Future organization in visuals – how to connect teams in practice (14 September)

Interesting suggestions for actions that might result following an ONA, including the emergence of “network connector” as a new job; incorporating smart relationship metrics into performance management (in the same way as development needs); rethinking organizational structures; and rethinking the office configuration or workplace ecosystem.

Here's why you should stop trying to imitate the world's celebrity CEOs (13 September)

DDI, The Conference Board, and EY’s suggestions in their Global Leadership Forecast that collective leadership supports organisational agility but that in many organisations this is still just an aspiration: “Only a slight majority of leaders said they feel that they are part of shared decision making in their companies or that leaders truly collaborate to make more effective decisions.”   

Shining a light on the dark side (12 September)

Adrian Furnham on the importance of emotional quotient, reciprocity and integrity in avoiding derailing of senior executives 

People are Happier in Social Democracies Because There’s Less Capitalism (25 September)

Umair Haque suggests that social democracies will be a happier and friendlier places than capitalist societies - could the same the true in organisations too?

Thinking like a network 2.0 (19 September)

Some great principles to guide network leadership thinking and action 

Anthropology: the "Missing Link" in People Analytics (5 September)

“Cultural Anthropology defined simply, is the study of culture - culture being the attitudes, beliefs, and behavior of a set human population. Business Anthropologists therefore, in studying employees in a workplace, study the company culture, and its variations among affiliates, divisions, departments, and organizational structures, including how that business culture is influenced by its employees, customers, clients, partners, vendors, and surrounding local community.” Let’s not forget the opportunities for this type of analysis alongside ONA etc.      

Innovation Capital: The Secret Ingredient Behind The World's Most Innovative Leaders (4 September)

‘Innovation capital’ depends on social and reputation capital as well as human capital

Who are the most influential people in your company? (4 September)

Great case study from Thomson Reuters based on work by Innovator and including comments from Jeppe Vilstrup Hansgaard. Also suggesting a split between the real and formal organisation as proposed by Emmanuel Gobillot in his blog here. And the roles of connector, broker and influencer. 

What makes teams work? (September)

Review of American Pyschologist’s special edition on teams

Plus a few article I didn’t include in August:

Digitally Dispersed Workforce Creates Challenges (29 August)

WorldatWork article suggesting that teams lose as many as 20 hours per month because of tools that are not integrated or centralized across the organization. 

Employee Adoption of Collaboration Tools in 2018 (27 August)

Charlene Li on four key fundings and six actionable strategies to drive adoption of collaboration tools among employees

The Individual Bonus – A Simple But Stupid Motivational Medicine (25 August)

Bjarte Bogsnes suggests that when we move to more complex “knowledge” work, money loses it motivating power to purpose, mastery, autonomy and belonging.” And also of course, relatedness / cooperation. 

Setting Your Colleague’s Salary. Each Month. Using An App (23 August)

I love this idea - see Bjarte Bogsnes’ article, also on the Corporate Rebels site, above for why. 

Problem-solving techniques take on new twist (15 August)

Groups whose members interacted only intermittently preserved the best of both worlds (ie compared to groups which never interacted, or constantly interacted), rather than succumbing to the worst. 

What have I missed?
Any thoughts of questions?

And please do share anything you find interesting and relevant going into 2019!

Also see:

Top posts from August:

Top posts from July: