Writing by Leila Summa on Sunday, 15 of March , 2009 at 1:17 pm
Freue mich auf einen spannenden Event mit spannenden Speakern u.a. Andreas Schönenberger, Country Manager, Google Schweiz. Details sieheSiehe Programm.
Gemäss Programm werde ich auch dabei sein:
“Web 2.0 - Möglichkeiten und Herausforderungen für die Interne Kommunikation, Leila Summa, New Media-Expertin
In der internen Kommunikation wird viel Hoffnung auf Web 2.0 gesetzt. Leila Summa hat auf Unternehmensseite in diversen Projekten Intraweb 2.0-Umsetzungen verantwortet. Sie gibt Einblicke in die Chancen und Gefahren der neuen Technologie.”
“43. Try to get as much buy-in and support from senior leadership as you can while realizing that true change NEVER starts at the top. How often does the revolution start with the King?”
“45. Pay particular attention to alignment. Ensure that the interests and actions of all employees are directed toward key company goals, so that any employee will recognize and respond positively to a potentially useful idea.”
“32. Avoid analysis paralysis. Chaotic action is preferable to orderly inaction.”
“23. Make sure people are working on the right issues. Identify specific business challenges to focus on”
“13. Learn to tolerate ambiguity and cope with soft data. It is impossible to get all the facts about anything. “Not everything that counts can be counted. Not everything that can be counted counts,” said Einstein.”
“5. Make new mistakes.”
Questioning this: “Remove whatever organizational obstacles are in the way of people communicating bold, new ideas to top management.” And what, if THE organization and its top management are the obstacle?
Writing by Leila Summa on Friday, 21 of November , 2008 at 11:02 pm
First step: differentiating networks
Family networks: based around a core family
Proximity networks: based around a certain geography – a neighbourhood where people grew up together; where they met and formed business ties; where they live now or specific focus of their activity
Cultural networks: where the binding factor is a common language, culture, hometown or friends-in-common. Over time some of these networks will become less exclusively focused around one culture and they might shift to the proximity classification
Virtual networks: where the networks do not meet physically drawn together by a shared interest
Try of a conclusion: a community refers to things members of a comm-unity have in common e.g. (feel:
Writing by Leila Summa on Thursday, 30 of October , 2008 at 9:32 pm
“The black swan is that single observation that shows our experience-based knowledge to be wrong. Taleb says a black swan has three characteristics:
1. It is an Outlier: Nothing in the past points to its possibility.
2. It has an Extreme Impact: Precisely because we did not expect it, we did not prepare for it, and thus its impact is large (may be positive or negative)
3. Predictability Only in Retrospect: We did not predict it, but we create explanations after the fact to explain it and make it seem predictable.”
“Just because you haven’t seen a black swan, doesn’t mean that there are no black swans. Unlikely events seem impossible when they lie in the unknown or in the future. But after they happen, people assimilate them into their conception of the world.”Amazon
Writing by Leila Summa on Saturday, 4 of October , 2008 at 10:42 pm
“Das verhaltenswissenschaftliche Konstrukt Organizational Citizenship Behavior (OCB)
ist bis heute wenig verbreitet, auch wenn dieser Thematik aus managementtheoretischer
und anwendungspraktischer Sicht eine verstärkte Aufmerksamkeit zukommt. Empirisch
betrachtet ist OCB ein mehrdimensionales Konstrukt, das Einstellungen und Verhaltensweisen
beschreibt, die weder als Norm gefordert werden, noch aus organisationaler
Konditionierung entstehen.”
via http://www2.hsu-hh.de/ifpm/DP%2003-03.pdf
Type of citizenship behavior:
Helfendes Verhalten (‚altruism‘)
Aufgabenbezogenes Verantwortungsbewusstsein und Engagement (‚conscientiousness‘)
Sportsgeist und Frustrationstoleranz (‚sportsmanship’)
Umsicht und vorausschauendes Verhalten (‚courtesy‘)
Organisationsbezogenes Verantwortungsbewusstsein und Engagement (‚civic virtue‘)
Writing by Leila Summa on Saturday, 6 of September , 2008 at 11:36 pm
Michael Beer: “Business success is a function of fit between a host of key variables within an organization,” he says. “Strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team all have to be in alignment.”
Michael Beer & Russell A. Eisenstat:
“….management problems:
Unclear strategy and conflicting priorities
An ineffective top management team
A leadership style that is too top-down or, conversely, too laissez-faire
Poor coordination or teamwork
An inability to speak truthfully to top managers
Inadequate leadership skills and development at middle levels”
Leila Summa ist nicht nur der Tiefe der menschlichen Psyche, sondern seit dem Dot-com-Hype auch die Leidenschaft für die Weite des WWW verfallen. Sie hat sich quasi in den net-ten Hyperlink verliebt und konnte nicht mehr loslassen [ausser den 404'er].
