Social systems exist on multiple scales from the individual to society. Lower scales like individuals and groups adapt more quickly through cycles of identity and association. The dominant associations on higher scales like societies influence choices on lower scales. However, if alternative associations spread rapidly across many individuals, it can challenge and potentially change the dominant association on higher scales, through a process of revolt. Social systems are interconnected across scales, with dynamics on smaller scales capable of influencing and being influenced by dynamics on larger scales.
Panel III: "Appropriateness of Resiliency as a National Strategy"
Simin Davoudi, Professor, Environmental Policy and Planning, Newcastle University, Newcastle, UK
Krishna Vatsa - Resilience-based approach to Flood Risk Management in South AsiaGlobal Risk Forum GRFDavos
Panel II: “Approaches to Infrastructure Resiliency in Different National Contexts”
Krishna Vatsa, Regional Disaster Risk Reduction Advisor, South Asia UN Development Programme, Bangkok, Thailand
This follow up talk from the London School of Economics Complexity Programme focuses on the scientific foundation for management strategies during times of complex transition (i.e., collapse), and what kinds of strategies work best for different kinds of organisations under different circumstances.
Panel III: "Appropriateness of Resiliency as a National Strategy"
Simin Davoudi, Professor, Environmental Policy and Planning, Newcastle University, Newcastle, UK
Krishna Vatsa - Resilience-based approach to Flood Risk Management in South AsiaGlobal Risk Forum GRFDavos
Panel II: “Approaches to Infrastructure Resiliency in Different National Contexts”
Krishna Vatsa, Regional Disaster Risk Reduction Advisor, South Asia UN Development Programme, Bangkok, Thailand
This follow up talk from the London School of Economics Complexity Programme focuses on the scientific foundation for management strategies during times of complex transition (i.e., collapse), and what kinds of strategies work best for different kinds of organisations under different circumstances.
Why Do We CollaborateWhy do human beings collaborate.docxalanfhall8953
Why Do We Collaborate?
Why do human beings collaborate
Steve Denning
Why Do We Collaborate?
Comment Now
Follow Comments
Every man must decide whether he will walk in the light of creative altruism or in the darkness of destructive selfishness.
–Martin Luther King Jr.
Why do human beings collaborate? Ever since Darwin, biologists have been vexed by the question, because in evolutionary terms, self-less behavior makes no sense. We would expect altruists who act contrary to their own interest to be systematically eliminated from the species.
In an interesting new book, The Social Conquest of Earth, Edward O. Wilson argues that altruism is a result not of individual selection (as biologists have thought), but ofgroup selection. Wilson argues that a tribe with many members willing to contribute to or sacrifice themselves for the common good will be victorious over other tribes that are less collaborative. His book draws from social psychology, archaeology and evolutionary biology and examines those species that have developed advanced social lives, or what biologists call “eusociality”—bees, ants, termites and human beings. These species have been extraordinarily successful and are extremely rare.
“Our ancestors,” Wilson writes, “were one of only two dozen or so animal lines ever to evolve eusociality, the next major level of biological organization above the organismic. There, group members across two or more generations stay together, cooperate, care for the young, and divide labor in a way favoring reproduction of some individuals over that in others.”
Wilson argues that evolutionary competition among ants is best understood not at the individual level but at the level of the colony. The battle of fitness is waged at the level of the hive, not the individual bee.
Humans, Wilson argues, have become genetically hard-wired to join groups. Once having joined a group, members tend to see the group as superior to competing groups. Our groups—tribes, teams, communities, nations—compete with one another for dominance, but as individuals, we also compete for survival and reproduction within groups via individual selection.
Overall, selfish individuals might defeat altruistic individuals, but groups of collaborators are victorious over groups of selfish people. The human condition, Wilson concludes, is largely a product of the tension between the two impulses.
Human beings thus experience multilevel selection: individual selection and group selection. The two modes operate together on the same individual, but largely in opposition to each other. Individual selection shapes selfish instincts in each member while group selection shapes instincts that encourage collaboration within the group, but not toward members of other groups.
Individual selection is responsible for much of what ethicists label morally reprehensible conduct, while group selection is responsible for the greater part of ethical or good conduct. Together, the two .
How (Un)Ethical Are YouMost of us believe that we are ethiLizbethQuinonez813
How (Un)Ethical Are You
Most of us believe that we are ethical and unbiased. We believe that we:
Make good decisions
Are objective, and
Reach fair and rational conclusions
Research shows that in reality most fall short of our inflated self-perception, where we
have the illusion of objectivity
These unconscious or implicit biases can be contrary to our consciously held, explicit beliefs
As leaders we need to let go of the notion that our conscious attitudes always represent what we think
The prevalence of these biases suggests that the most well being person unwittingly allows conscious thoughts and feeling to influence our objective decisions
This article explores four related sources of unintentional unethical decision-making:
Implicit forms of prejudice
Bias that favours one’s own group
A tendency to over-claim credit
Conflict of interest
1. Implicit Prejudice: Bias that emerges from unconscious beliefs
Research shows that people judge according:
to unconscious stereotypes
attitudes, or implicit prejudice
We learn to associate things that commonly go together and expect them to inevitably co-exist
Example:
Thunder and rain, grey hair and old age. We automatically make such associations to help us organize our thoughts. We grow to trust these stereo-types, however, they are binding and typically not accurate
Because implicit prejudice come from the ordinary and unconscious tendency to make associations, it is distinct from conscious forms of prejudice
This explains why people who are free of conscious prejudice still demonstrate biases
Example:
People who had strong implicit biases were less likely to select women for positions who exhibited “masculine” personalities qualities, such as ambition or independence
The biased perception was that these women possessed less social skills than men.
2. In-Group Favouritism: Bias the Favours Your Group
Have you ever helped someone get a position by asking a favour. Few people set out to exclude anyone through such acts of kindness
In-group favouritism amounts to giving extra credit to someone within your group
Yet while discriminating against those who are not part of the group is considered unethical, helping people seemingly close to us is often viewed favourably
Research shows that where people are equally qualified and similar in all respects, the person who is considered “part of the group” will unconsciously be seen to be more qualified
There is no hatred or hostility….this behaviour is the root of discriminatory favouritism
An example of this is where minorities, who are sometimes more qualified, are unconsciously discriminated against
3. Overclaiming Credit: Bias that Favours You
People generally hold positive views about themselves
Studies show that the majority of people consider themselves above average. The more we think of our own contributions, the less fairly we judge others
Research also shows that the more people think o ...
Looking for a USP? Want to create a stronger brand? In search of a mission and vision?
Think out of the box. Start with your customers. Look for their (real) needs behind their (so called) needs.
When I make a communication analysis, I always look for the BASE STRATEGIES. For me it's like a radar. When developing a branding strategy, it inspires to achieve results on a higher level.
Bootstrapping Culture Without Freaking People OutBas de Baar
“A project culture is the element of a project that keeps its members together, committed to a shared cause. "Creating" a culture can be creepy. Having to be committed to the corporate manifesto, having a shared enemy, awkward rituals. Talking about corporate values that people don't experience.
This freaks people out.
In this webinar Bas discusses with you the principles to bootstrapping a culture. Revealing a culture without freaking people out.”
Why Do We CollaborateWhy do human beings collaborate.docxalanfhall8953
Why Do We Collaborate?
Why do human beings collaborate
Steve Denning
Why Do We Collaborate?
Comment Now
Follow Comments
Every man must decide whether he will walk in the light of creative altruism or in the darkness of destructive selfishness.
–Martin Luther King Jr.
Why do human beings collaborate? Ever since Darwin, biologists have been vexed by the question, because in evolutionary terms, self-less behavior makes no sense. We would expect altruists who act contrary to their own interest to be systematically eliminated from the species.
In an interesting new book, The Social Conquest of Earth, Edward O. Wilson argues that altruism is a result not of individual selection (as biologists have thought), but ofgroup selection. Wilson argues that a tribe with many members willing to contribute to or sacrifice themselves for the common good will be victorious over other tribes that are less collaborative. His book draws from social psychology, archaeology and evolutionary biology and examines those species that have developed advanced social lives, or what biologists call “eusociality”—bees, ants, termites and human beings. These species have been extraordinarily successful and are extremely rare.
“Our ancestors,” Wilson writes, “were one of only two dozen or so animal lines ever to evolve eusociality, the next major level of biological organization above the organismic. There, group members across two or more generations stay together, cooperate, care for the young, and divide labor in a way favoring reproduction of some individuals over that in others.”
Wilson argues that evolutionary competition among ants is best understood not at the individual level but at the level of the colony. The battle of fitness is waged at the level of the hive, not the individual bee.
Humans, Wilson argues, have become genetically hard-wired to join groups. Once having joined a group, members tend to see the group as superior to competing groups. Our groups—tribes, teams, communities, nations—compete with one another for dominance, but as individuals, we also compete for survival and reproduction within groups via individual selection.
Overall, selfish individuals might defeat altruistic individuals, but groups of collaborators are victorious over groups of selfish people. The human condition, Wilson concludes, is largely a product of the tension between the two impulses.
Human beings thus experience multilevel selection: individual selection and group selection. The two modes operate together on the same individual, but largely in opposition to each other. Individual selection shapes selfish instincts in each member while group selection shapes instincts that encourage collaboration within the group, but not toward members of other groups.
Individual selection is responsible for much of what ethicists label morally reprehensible conduct, while group selection is responsible for the greater part of ethical or good conduct. Together, the two .
How (Un)Ethical Are YouMost of us believe that we are ethiLizbethQuinonez813
How (Un)Ethical Are You
Most of us believe that we are ethical and unbiased. We believe that we:
Make good decisions
Are objective, and
Reach fair and rational conclusions
Research shows that in reality most fall short of our inflated self-perception, where we
have the illusion of objectivity
These unconscious or implicit biases can be contrary to our consciously held, explicit beliefs
As leaders we need to let go of the notion that our conscious attitudes always represent what we think
The prevalence of these biases suggests that the most well being person unwittingly allows conscious thoughts and feeling to influence our objective decisions
This article explores four related sources of unintentional unethical decision-making:
Implicit forms of prejudice
Bias that favours one’s own group
A tendency to over-claim credit
Conflict of interest
1. Implicit Prejudice: Bias that emerges from unconscious beliefs
Research shows that people judge according:
to unconscious stereotypes
attitudes, or implicit prejudice
We learn to associate things that commonly go together and expect them to inevitably co-exist
Example:
Thunder and rain, grey hair and old age. We automatically make such associations to help us organize our thoughts. We grow to trust these stereo-types, however, they are binding and typically not accurate
Because implicit prejudice come from the ordinary and unconscious tendency to make associations, it is distinct from conscious forms of prejudice
This explains why people who are free of conscious prejudice still demonstrate biases
Example:
People who had strong implicit biases were less likely to select women for positions who exhibited “masculine” personalities qualities, such as ambition or independence
The biased perception was that these women possessed less social skills than men.
2. In-Group Favouritism: Bias the Favours Your Group
Have you ever helped someone get a position by asking a favour. Few people set out to exclude anyone through such acts of kindness
In-group favouritism amounts to giving extra credit to someone within your group
Yet while discriminating against those who are not part of the group is considered unethical, helping people seemingly close to us is often viewed favourably
Research shows that where people are equally qualified and similar in all respects, the person who is considered “part of the group” will unconsciously be seen to be more qualified
There is no hatred or hostility….this behaviour is the root of discriminatory favouritism
An example of this is where minorities, who are sometimes more qualified, are unconsciously discriminated against
3. Overclaiming Credit: Bias that Favours You
People generally hold positive views about themselves
Studies show that the majority of people consider themselves above average. The more we think of our own contributions, the less fairly we judge others
Research also shows that the more people think o ...
Looking for a USP? Want to create a stronger brand? In search of a mission and vision?
Think out of the box. Start with your customers. Look for their (real) needs behind their (so called) needs.
When I make a communication analysis, I always look for the BASE STRATEGIES. For me it's like a radar. When developing a branding strategy, it inspires to achieve results on a higher level.
Bootstrapping Culture Without Freaking People OutBas de Baar
“A project culture is the element of a project that keeps its members together, committed to a shared cause. "Creating" a culture can be creepy. Having to be committed to the corporate manifesto, having a shared enemy, awkward rituals. Talking about corporate values that people don't experience.
This freaks people out.
In this webinar Bas discusses with you the principles to bootstrapping a culture. Revealing a culture without freaking people out.”
Everything A PM Should Know About Social Media - SWOCBas de Baar
Sites like Facebook, LinkedIn, Youtube, Twitter and blogs in general are primary concerned with social interaction, hence the “social” in media. Anything that can help improve communication in any context, but especially in a business environment, is more than welcome.
Within the world of projects bad communication is traditionally the number one project killer. Problems all ready occur in an setting where team members and stakeholders are in one building, speaking the same language. The use of virtual, distributed teams has only increased the challenges in the communication department.
Putting home movies on YouTube is not going to solve all these issues. But the way these tools are constructed enable improved communication when face-to-face interaction is not feasible.
In this entertaining presentation you will be introduced to using "The Wizard of Oz" as a metaphor for stakeholder management. Bas will be talking about The Yellow Brick Road-technique, keeping the Wicked Witch of The West out of your project, and, well, going to see the Wizard.
Managing the expectations and involvement of your stakeholders is an important element in project success. But not everyone likes conventional management techniques like being plotted in quadrants. Some approaches might even be intimidating.
When using this famous musical as a metaphor Stakeholder Management becomes easy to understand and fun. And still addressing important issues.
The End Of The Human Cannonball: Project Leadership In Today's WorldBas de Baar
Sometimes you end up doing everything in your project yourself. You are the center of control. But sometimes changes happen so fast, it's hard to keep up and in control. It seems lately "sometimes" is more often then we would like.
One of the approaches to deal with the new world we do projects in is to let the team self-organize. But how do you get your team to do this? How do you know this is actually going to work?
Bas de Baar argues that now is the time to put more leadership into your Project Management. You have a clear role in this new world. But it requires strong communication skills, dedicated personal development and for some, old habits to brake.
In this presentation he will present the alignment of goals and approaches between organization, project and individuals as the central task of a Project Leader.
Everything A Project Manager Should Know About Social MediaBas de Baar
Can’t keep up with the latest social media? Looking at Twitter, YouTube and blogs and wonder how it could help your project? This presentation will explain how social media can solve communication problems specific for today’s and future projects, and how these tools help PMs improve their own skills.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
2. How multiple social systems
influence each other.
Large and small groups exist.
Society. Countries. Organizations. Teams.
Our decisions about our identity make or break groups.
But dominant associations in society influence our choices.
If a lot of people make the same choice, it influences society.
Social groups adapt using identity.
This is not only dependent on our current sentiments.
This is also dependent on other scales of the social system.
3. Acknowledgements
This presentation is the sequel to my presentation:
The Adaptive Cycle In Social Systems
I encourage you to read it first.
The concept of adaptive cycles on multiple scales in systems
is called Panarchy and developed by C.S. Holling.
For more information, visit Resilience Alliance website.
4. Multiple scales
Society
Organization
Individual
Social systems exists on multiple scales.
Society, organizations, countries, teams.
Large and small.
The individual is smallest element of a system.
5. Adaptive cycles on multiple scales
Society
Organization
Individual
On all scales social systems have adaptive cycles.
Lower scales are faster than higher scales.
Even an individual has a cycle in his search for identity.
6. Summary previous presentation:
How groups adapt using identity
Bill Wine
Aficionado George
Some groups our more resilient then others.
Some groups become large and dominant, while others stay small.
For a while.
We associate ourselves with groups.
Our collection of associations is our identity.
Our decisions about our identity make or break groups.
This is largely dependent on our current sentiments.
7. Groups - adaptive cycle
Positive sentiments Negative sentiments
Cheese
Homogeneous Aficionado
groups Wine Aficionado Compliant groups
Open and Wine Aficionado
Beer Closed and collapsing
balanced Aficionado
Diverse
groups Wine Beer
Beer Deviant groups
Aficionado Aficionado
Open and Aficionado
Closed, small, multiple
attracting
Summary previous presentation.
8. Smallest element
Individual
The individual is smallest element of a system.
It has also an adaptive cycle in respect to associations.
The cycle of the mind.
9. Individual
Positive sentiments Negative sentiments
Cheese
Constructive Aficionado
focus and Wine Aficionado
Tunnel focus
emphasis on one Wine Aficionado on single identity
Beer
aspect of identity Aficionado
Considering
multiple options Wine Beer Identity crisis after
Beer
Curious about Aficionado Aficionado
Aficionado breakdown or
“self ” disappointment
Search for identity
10. Interconnectedness
Society
Organization
Individual
The scales are interconnected.
What happens on one scale can influence another scale.
11. Interconnectedness
“Finer scales can enhance resilience of the focal system
when they are allowed to change so that innovation
and novelty can be introduced, in a controlled way, into
the focal system. They can reduce the resilience of the
focal system if they are tightly linked, such that
disturbances rapidly spread from one fine-scale
component to the next.”
(focal system is the system you are looking at)
from “Assessing and managing resilience in social-ecological systems:
Volume 2 supplementary notes to the practitioners workbook”
by Resilience Alliance.
12. Remembering
Society
Organization
Individual
The higher level is “homogeneous” or “compliant” (one dominant association).
This influences a lower level in “diversity”.
The dominant association the lower level “chooses” is determined
by the dominant on the higher level.
13. Remembering - illustration
In search for a political view?
The dominant view in your social surroundings
influences your choice.
14. Revolt
Society
Organization
Individual
On a lower level new associations become dominant.
When this happens fast, often and in larger amounts
the dominant association on higher level is challenged / eroded.
15. Revolt - illustration
Critical mass.
Minority views spread fast.
When enough people hold this new and
different view, it challenges the dominant view
on the higher scale.
16. How multiple social systems
influence each other.
Large and small groups exist.
Society. Countries. Organizations. Teams.
Our decisions about our identity make or break groups.
But dominant associations in society influence our choices.
If a lot of people make the same choice, it influences society.
Social groups adapt using identity.
This is not only dependent on our current sentiments.
This is also dependent on other scales of the social system.
17. Thanks to dr Ali Anani for our
extensive discussions.
Thanks to Resilience Alliance for
providing the Panarchy concept on
their website. BasDeBaar.com