The adaptive nature of organizations life cycle combines a continuous improvement phase oriented to efficiency and an renewal phase oriented to innovation with a lot of disorder. To profit from disorder and not only resist, an antifragile strategy is introduced to help organizations getting stronger like natural ecosystems such as forests.
At Spotify we value Autonomy extremely highly, it is one of our core guiding principles. To be truly fast and responsive, we need decisions to be made as close to the actual work as possible. We aim to remove communication overhead and bureaucracy and improve quality and speed of decisions by having people with the right context make them.
We’ll tell you about what Autonomy means to us, and how we as leaders give people the freedom and help they need to perform. Supporting autonomy goes all the way from individual behavior to team coaching to organizational constructs and we will provide several examples of all of this
At Spotify we value Autonomy extremely highly, it is one of our core guiding principles. To be truly fast and responsive, we need decisions to be made as close to the actual work as possible. We aim to remove communication overhead and bureaucracy and improve quality and speed of decisions by having people with the right context make them.
We’ll tell you about what Autonomy means to us, and how we as leaders give people the freedom and help they need to perform. Supporting autonomy goes all the way from individual behavior to team coaching to organizational constructs and we will provide several examples of all of this
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Break the mold and boost your organization with Enterprise Social Systems!Agile Austria Conference
During the Agile Austria Conference 2017. Discover how to apply Enterprise Social Systems to find solutions for many of the challenges your company is facing.
Speaker: Erich Bühler
Agile is just a fad. Don't adopt agile because the world is. Adopt agile if it solves your problem. For which you need to know your real problems.
When you are new follow them as-is. But don't stay new too long.
Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.
Best of luck!
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Why scrum works - A NeuroScience Perspective @ Scrum Gathering India 2013Tushar Somaiya
Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
We’ve all sat through painful requirements, planning, and brainstorming sessions that provide little useful output, are painfully long, and where the outcome was already decided by the loudest few before the meeting even started. Learn how silence can increase collaboration *and* help your agile project be more productive. Silent brainstorming allows everyone to have a voice – the loud people can’t dominate the conversation, the quiet people are provided with a way to contribute, and cognitive fixation is reduced. We’ll discuss the science of brainstorming, walk through many agile practices that use silence, and then practice a few silent brainstorming techniques such as User Story Writing, Retrospectives, and UX Design Studio.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
Favoring the Emergence through Agile ScaffoldingEmiliano Soldi
The frameworks for scaling Agile in organizations are certainly an excellent tool on which to leverage to develop strategic skills such as market adaptation, innovation and the reduction of product creation times; characteristics that, in all likelihood, will be able to significantly raise the level of general customer satisfaction.
Not a few times, alas, we found ourselves having to deal with practices suggested by those same frameworks that did not fit well with the circumstances and environment of reference. In those cases it is of little use to abandon one framework in favor of another as, in most cases, we would face new failures and a sense of frustration squared.
In business contexts where a minimum but sufficient Agile adoption maturity has been reached to be defined as practitioners, it is certainly worth experimenting with new approaches.
In this deck we will talk about how it is possible to encourage the emergence of emerging practices by teams in their native contexts, and which allow to scale Agile in a more organic and coordinated way, to achieve the above benefits, without the risk of rejection and decreasing to a minimum the inefficiencies due to lack of alignment, collaboration and communication.
We will use the example of "biological scaffolding" to explain how in a human body, in a completely natural way, it is possible to influence a system from the inside, cellular in that case, towards certain directions and behaviors, avoiding invasive, constricting interventions or structures or limiting.
We will use that concept as a metaphor to apply to Agile transformations.
Break the mold and boost your organization with Enterprise Social Systems!Agile Austria Conference
During the Agile Austria Conference 2017. Discover how to apply Enterprise Social Systems to find solutions for many of the challenges your company is facing.
Speaker: Erich Bühler
Agile is just a fad. Don't adopt agile because the world is. Adopt agile if it solves your problem. For which you need to know your real problems.
When you are new follow them as-is. But don't stay new too long.
Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.
Best of luck!
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Why scrum works - A NeuroScience Perspective @ Scrum Gathering India 2013Tushar Somaiya
Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
We’ve all sat through painful requirements, planning, and brainstorming sessions that provide little useful output, are painfully long, and where the outcome was already decided by the loudest few before the meeting even started. Learn how silence can increase collaboration *and* help your agile project be more productive. Silent brainstorming allows everyone to have a voice – the loud people can’t dominate the conversation, the quiet people are provided with a way to contribute, and cognitive fixation is reduced. We’ll discuss the science of brainstorming, walk through many agile practices that use silence, and then practice a few silent brainstorming techniques such as User Story Writing, Retrospectives, and UX Design Studio.
The D Files: Debunking Myths About Distributed TeamsAgileDenver
We can’t do agile – teams need to be co-located!,” we often hear from naysayers about adopting agile in companies with remote workers. We know that distributed teams – be they off-shore, on-shore, near-shore, in-shore, whatever-shore – are the way many businesses operate today. How can we, as agilists in our organizations (as ScrumMasters, Product Owners, consultants, trainers, etc.), resolve the challenges that distributed teams face? This talk will review some of the common issues that distributed teams face and we’ll talk through real-world, practical solutions that I’ve used with my teams; techniques you can take back to your teams immediately.
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
ALM 101: An introduction to application lifecycle managementnonlinear creations
Enabling faster, more efficient development of your technology solutions has broad implications for your entire organization. Incorporating application lifecycle management practices can help you achieve improved capability, faster deployment and happy developers.
Social Media Made Simple - The Duct Tape Marketing WayNicole Croizier
As a small business owner, how do you figure out what you need to do on social media? This presentation is designed to help you sort that out. Learn where social media fits in your overall marketing system, the basic tools you need to set up, and a simple system for managing social media.
Presentation to accompany the talk given by Nic Marks from the New Economics Foundation at an Action for Happiness event on 19 January 2012 in London. www.neweconomics.org www.actionforhappiness.org
Tactics for getting stakeholder and team buy-in around content marketing, tips for keeping momentum, & crafting your content strategy to fit your organization, and structures to support your own Team Content.
Learn to identify, understand and deal with narcissistic personalities. Presented by Dr. Claudia Diez, PhD, ABPP, Jewish Community Center, New York, October 2010.
Notes: video clips cannot be viewed in this mode
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
A short presentation on Creator of Adaptive Software Development - JIM HIGHSMITH. About his publications, achievements and articles or webinars. A short description on Agile framework and describe selected legacy posts by him.
Jan de Vries - Becoming antifragile is more important than ever in disruptive...matteo mazzeri
Have you ever wondered why DevOps, Continuous Deployment, canary releases, microservices, chaos engineering and reducing Technical Debt work so well? Why it works at all? These and many other concepts all have one thing in common. They are affected by a hidden force: antifragility.
The current definition of Business Agility is as nebulous as DevOps was only a few years ago. Some schools of thought focus on different parts of the business employing agile techniques. While an important step, it proves insufficient to allow the overall business to achieve true agility.
In this session, we will explore the emerging thinking on what is Business Agility and provide concrete examples of organizations who have taken steps to successfully achieve it.
Learning Objectives:
*Define Enterprise Business Agility in a holistic fashion
*Articulate real-world examples of Business Agility
*Begin to implement aspects of Business Agility within your organization
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Business Agility - Transforming Disruptions into Competitive AdvantageEmiliano Soldi
What we are witnessing in terms of market dynamism, consumer needs and working habits, can no longer simply be categorized as the "new normal". There is no longer a single and clear goal to reach.
Peter Hinssen, introduces the new and fascinating concept of “Never Normal”: a dynamic, fluid, ever-changing, ever-changing reality that must be understood and embraced.
In a context in which disruption becomes normality, what strategies must companies and their leaders implement, not for mere survival, but allowing their organizations to exploit these discontinuities as a disruptive competitive factor?
We believe that Business Agility is the means by which to acquire those mentalities, skills and attitudes, allowing us to respond to new challenges and seizing the opportunities of the technological-humanistic-digital transformation.
In this talk we will understand how the evolution of Agile approaches, born more than twenty years ago, can now be applied to the entire company to reshape its culture, talents, operating models, structures and processes, in order to train the organizational muscles. The Business Agility approach therefore allows us to respond proactively to the epochal changes underway, seizing the opportunities of the technological-digital transformation, definitively placed at the service of us human beings.
We are in a critical time of history. What worked yesterday does not necessarily work today. It’s been proven that
organizations fail when they over-invest in “what is” instead of “what could be.” But why? Truth is, every organization is
successful until it’s not – and there’s only one sure-fire way to protect yourself from it happening to you, re-inventing yourself
destructing. The time of just showing up and doing your job is over. As Gary Hamel states, “Average is officially over because
every employer today has the means much more quickly, cheaply, and easily available to take you out.” That said, a new
breed of worker and leader is now required in the world today. People who are creative, able to communicate and can adapt
on the fly are indispensable. Our ancestors proved that you can shift from one system (agricultural) to another (industrial) as
long as you’re willing to change. So ask yourself, can you adapt?
Change has changed.
We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today.
Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.”1
“Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen’s observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1
We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2
We are at a “tipping point” in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time.
As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change.
1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012)
2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)
The Psychology of Fear in Organizations - How Can We Harness Fear to Fuel Inn...Kogan Page
Sheila Keegan, author of The Psychology of Fear in Organizations, outlines how fear can debilitate us yet motivate and stimulate us and drive innovation if harnessed.
A MUST RAED!
Good to Great: Why Some Companies Make the Leap... and Others Don't is a management book by Jim C. Collins that describes how companies transition from being good companies to great companies, and how most companies fail to make the transition. The book was published on October 16, 2001.
Similar to Be very efficient and innovative thanks to disorder! (20)
Advanced infrastructure for pan european collaborative engineering - E-collegXavier Warzee
This article presents challenges, visions, and solutions for a true Pan-
European collaborative engineering infrastructure that is a target of the IST project
E-COLLEG. The consortium aims at the definition of a transparent infrastructure
that will enable engineers from various domains to collaborate during the design of
complex heterogeneous systems.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
4. Struggle
At the beginning, no one
knows what you make or
why they need it. … But
the struggle is always
there. …
5. Servant
As a soon-to-be-
successful organization
gains traction, it has a
choice. It can move to
servant mode, delighting
and connecting
customers, exceeding
expectations and
performing what seems
like miracles. …
6. Bully
As the organization
gains power (and
constituents) it is under
pressure to increase
profits and market share
and lock in. … “We
make the rules now.”
7. Utility
No organization stays in
bully mode forever. The
step after this is utility,
the organization that
serves a function,
makes a profit, and is
often taken for granted.
20. Seth’s Path Adaptive Cycle Practices Organizational culture
Struggle – no one knows what you make
or why they need it
Collapse or release (Ω) – the
established order breaks down
and uncertainty increases
Lean Startup Learning
Servant – delighting and connecting
customers, exceeding expectations and
performing what seems like miracles
Reorganization (α) – new players
and alternatives emerge Agile
Collaboration /
Empowerment
Bully – under pressure to increase
profits and market share and lock in
Growth or exploitation (r) – a
period of growth and
competition among
entrepreneurs and survivors
previous cycles
Expertizes Competence
Utility – serves a function, makes a
profit, and is often taken for granted
Conservation (K) – the winners
consolidate and then maintain
the existing order
Process Command & Control
22. A FIRST TRY TO AVOID
CRISIS
Systems/Organizations as Complex Adaptive Systems
23. Systems/Organizations needs
Efficiency
•to be managed to
limit resource usage
i.e. they need to be
efficient
Productivity
•to be managed to
optimize time to
develop itself
Robustness
•maintain critical
functionality in the
face of significant
stress
Innovation
•ability to generate
disruptive,
qualitative and
fundamental
improvements
which enables it to
undergo
transformational
change
27. The essence of control is the
elimination of disorder
Efficiency and stability are
both fundamental to control
28. To the extent that the control
process and the model that
guides this process are
accurate and reliable, control
itself delivers stability.
29. To the extent that the model is
inaccurate i.e. to the extent that
the map does not match the
territory,
the system needs to maintain
some slack and redundancy to
buffer against environmental
changes that are not
anticipated by the model.
31. Extended periods of stability
and, by extension, policies that
focus on stabilization frequently
end in collapse.
32. Examples of this phenomenon
• forests transformed across the country
into a veritable tinderbox prone to
increasingly catastrophic fires.
Suppression of forest fires
in the United States
• But an increasing frequency of
catastrophic floods.
Levees and embankments
on many of the world’s
rivers may have succeeding
in controlling their path in
normal years
• the prelude to the deepest economic
recession since the Great Depression.
The economic ‘Great
Moderation’ that the
developed economies
enjoyed since the 80s
turned
33. Attempt to control CAS
> Simplification of German Forest
Illegible,
complex
Legible,
simplified
35. Eventual Illegibility of Control Process
• Fragile
• Deteriorating
Productivity
• Illegible,
Complex
Domain due to
complexity of
control process
and past
interventions
Late Control
• Fragile
• High
Productivity
• Legible,
Simplified
Domaine
Initial Control
• Resilient
• Low/Moderate
Productivity
• Illegible,
Complex
Domain
Pre-Control
43. “The only sustainable competitive
advantage is an organization's
ability to learn faster than the
competition.”
Peter M. Senge,
The Fifth Discipline: The Art & Practice of
The Learning Organization
50. “Nature loves small error, humans
don’t — hence when you rely on
human judgment you are at the
mercy of a mental bias that disfavors
antifragility.”
Nassim Nicholas Taleb, Antifragile
51. Enforcing a single best practice on the
organization, can make it …
fragile
52. Fragile
• Fragile things are typically large
• Responses to variability and stress come from the outside
• Fragile things are overly optimized
• Fragile people and systems seek to eliminate variability,
noise, and tension
53. Fragile
Things that are fragile
break or suffer from
chaos and randomness.
Fragile
systems/people/things
seek out tranquility
because they have more
to lose than to gain
during volatile times.
54. Antifragile
• Less is usually more with antifragility
• Responses to variability and stress are built into the
antifragile
• Antifragile things have built-in redundancies
• Nature and tradition do a good job of creating antifragility
55. Antifragile
Things that are
antifragile grow and
strengthen from volatility
and stress (to a point).
When people or systems
are antifragile, there’s
more upside than
downside when Black
Swan events occur.
Antifragile systems feed
on chaos and
uncertainty like a
primordial god.
56. How to become antifragile ?
• Intentionally inject stress in your life
• Add redundancies in your life
• Employ the “barbell strategy”
• 90% of your wealth in robust investments that are rock-solid,
• and the last 10% spread around a number of highly speculative
investments that have big upsides – be part of the “black Swan”
• Never take advice from someone who doesn’t have “skin
in the game.”
• Practice via negativa
• Keep your options open
70. References
• Diamond, Jared M. Collapse: How Societies Choose to
Fail or Succeed. New York: Viking Press, 2005.
• Gunderson, Lance H. and C.S. Holling, Eds. Panarchy:
Understanding Transformations in Human and Natural
Systems. Washington: Island Press, 2002.
• Resilience Alliance and Santa Fe Institute. 2004.
Thresholds and alternate states in ecological and social-
ecological systems. Resilience Alliance. (Online.) URL:
http://www.resalliance.org/index.php?id=183
71. References Web
• Count to 4… and repeat!
• http://atfortytwo.com/2014/10/23/count-to-4-and-repeat/
• Resilience: Adaptation on the Rebound
• http://nmnh.typepad.com/rogers_archaeology_lab/2012/12/resilience.h
tml
• Panarchy: Out with the Old, In with the New
• http://nmnh.typepad.com/rogers_archaeology_lab/2013/02/panarchy.ht
ml
• Creative Destruction: Think like a Forest!
• http://thenatureofbusiness.org/2013/02/06/creative-destruction-think-
like-a-forest/