Complexity and the Nexus of Leadership by Hazy, James K. -- Read -- Imperial Library of Trantor

Index

COMPLEXITY AND THE NEXUS OF LEADERSHIP LEVERAGING NONLINEAR SCIENCE TO CREATE ECOLOGIES OF INNOVATION

CONTENTS LIST OF TABLE AND FIGURES

TABLE FIGURES

CHAPTER 1 INTRODUCTION: A NEW SCIENCE OF LEADERSHIP

A COMPLEXITY SCIENCE OF GENERATIVE LEADERSHIP

COMPLEXITY SCIENCE EMPOWERS LEADERSHIP THE ADAPTIVE POTENTIAL OF COMPLEXITY THE CONTRIBUTION OF NONLINEAR SCIENCE

COMPLEXITY AND THE NEXUS OF LEADERSHIP: CORE THEMES

ECOLOGIES OF INNOVATION INTERACTION RESONANCE WITHIN SOCIAL NETWORKS DIFFERENCES, INFORMATION, AND NOVELTY GENERATION CRITICAL PERIODS AND THEIR POTENTIAL FOR INNOVATION EMERGENCE BOUNDARIES AND CONSTRAINTS

CONCLUSION NOTES

CHAPTER 2 CREATING ECOLOGIES OF INNOVATION

THE STORY OF NETFLIX HOW NETFLIX CREATED AND UTILIZED AN ECOLOGY OF INNOVATION

GETTING DVD PLAYERS INTO AMERICAN HOMES CEASING TO SELL DVDS, AND THE PARTNERSHIP WITH AMAZON.COM ESTABLISHING A SUBSCRIPTION PLAN REVENUE-SHARING AND SOLE DISTRIBUTOR AGREEMENTS WITH ENTERTAINMENT PRODUCTION FIRMS THE WAL-MART DEAL

STRATEGIES FOR CREATING AN ECOLOGY OF INNOVATION SEVEN MAIN FEATURES OF ECOSYSTEMS 1. Ecologies Are Systems of Difference 2. Diversity is the Source of Adaptability 3. An Ecology Is a Nexus Of Interacting Ecosystems 4. Ecosystems Require Interaction Resonance 5. Ecosystems Coevolve by Cooperative Strategies Beneficial Interchanges: Symbiosis The Environment Is not a Generic Background but a Nexus of Sub-Ecosystems 6. Ecosystems Thrive in a Disequilibrium World 7. Ecosystems Exist at Multiple Levels THE CRUCIAL ROLE OF INTERACTION RESONANCE

OGANIZATIONAL RESONANCE GENERATIVE LEADERSHIP IN ECOLOGIES OF INNOVATION—TWO EXAMPLES

CONCLUSION NOTES

CHAPTER 3 LEADERSHIP IN THE CUSP OF CHANGE

CRITICALIZATION—ENTERING A CUSP OF CHANGE

STABILITY AND WHEN IT BREAKS DOWN

DRIVERS OF CRITICALIZATION—PERFORMANCE CRISIS AND ENTREPRENEURIAL OPPORTUNITY

THE ONSET OF INSTABILITY AND THE CUSP OF CHANGE

Opportunity tension as one driver of criticalization Informational differences as a second driver of criticalization

DYNAMICS WITHIN THE CUSP OF CHANGE

ATTRACTORS AND THE APPEARANCE OF STABILITY ATTRACTORS IN THE CRITICALIZATION PHASE A MODEL OF CHANGING ATTRACTORS HOW ONE ATTRACTOR CAN DISPLACE ANOTHER

A GAME THEORETICAL VIEW: DECISIONS IN THE CUSP OF CHANGE TWOFOLD RESPONSES TO CRITICALIZATION

INCREMENTAL AND PUNCTUATED TRANSFORMATION

CONCLUSION: THE POWER OF ATTRACTORS NOTES

CHAPTER 4 LEADING EMERGENCE

THE EMERGENCE OF THE SEED PROJECT EMERGENCE AND INNOVATION IN COMPLEX SYSTEMS FOUR PHASES OF EMERGENCE

SEEING THE EMERGENCE OF ORDER

Phase One: Disequilibrium Conditions Phase Two: Amplifying Actions Phase Three: Recombinations Phase Four: Instituting Stabilizing Feedback EMERGENCE AND INNOVATION AT STARBUCKS

FIRST PHASE: ENTREPRENEURSHIP AND DISEQUILIBRIUM SECOND PHASE: AMPLIFYING ACTIONS THIRD PHASE: RECOMBINATIONS FOURTH PHASE: STABILIZING FEEDBACK

CONCLUSION NOTES

CHAPTER 5 EXPERIMENTS IN NOVELTY

COMPLEX SYSTEMS GENERATE NOVELTY EXPERIMENTS IN NOVELTY: FIVE FACTORS FOR GENERATIVE LEADERSHIP 1. Differences and the End of Group Think

Exploiting the Value of Difference Engendering Difference through “Difference Questioning”

2. The Ubiquity of Experiments and the Power of Power Laws

Supporting Correlations

3. The Hidden Strength of Weak Signals 4. Leveraging Experiments Through Network Intercohesion 5. Increasing the Frequency of Experiments in Novelty CONCLUSION: VALUING EXPERIMENTS IN NOVELTY ON THE VERGE NOTES

CHAPTER 6 THE INNOVATIVE POWER OF POSITIVE DEVIANCE

POSITIVE DEVIANCE, POSITIVE DEVIANTS, AND EXPERIMENTS IN NOVELTY THE PROGRAM OF POSITIVE DEVIANCE

ASSUMPTIONS AND OBJECTIVES

EIGHT LEADERSHIP RULES FOR HARNESSING POSITIVE DEVIANCE CORPORATE EXAMPLES OF POSITIVE DEVIANCE IN ACTION

POSITIVE DEVIANCE AT MERCK: ERADICATING RIVER BLINDNESS POSITIVE DEVIANCE AT MERCK’S LATIN AMERICAN SALES HEADQUARTERS IT IS EASIER TO PRACTICE THAN TO THINK YOUR WAY TO A NEW BEHAVIOR HOW POSITIVE DEVIANCE DIFFERS FROM BENCHMARKING

CONCLUSION: A GENERATIVE LEADERSHIP OF POSITIVE DEVIANCE NOTES

CHAPTER 7 LEADING THROUGH SMART NETWORKS

A WORLD OF SOCIAL NETWORKS

MULTIPLIER EFFECTS AND THE IMPORTANCE OF DIFFERENCES THE LENGTH OR “DEGREES OF SEPARATION” IN SOCIAL NETWORKS FILTERS IN SOCIAL NETWORKS

AN OVERVIEW OF SOCIAL NETWORK STRUCTURES

DENSE CLUSTERS HUB NETWORKS RANDOM NETWORKS SCALE-FREE NETWORKS SMALL WORLD NETWORKS

SMART NETWORKS—A NEW MODEL OF ORGANIZING

ORGANIZING SMART NETWORKS—EXAMPLES CONSTRUCTING SMART NETWORKS

Creating smaller worlds

CONSTRUCTING SMART NETWORKS TO FIGHT PENICILLIN RESISTANT BACTERIA

CONCLUSION: GENERATIVE LEADERSHIP FOR INNOVATION-FRIENDLY SOCIAL NETWORKS NOTES

CHAPTER 8 APPLYING GENERATIVE LEADERSHIP TO YOUR ORGANIZATION

HOW TO CREATE AN ECOLOGY OF INNOVATION INCREASE ENERGY FLOW ACROSS BOUNDARIES

ENACTING AN ECOSYSTEM

Increase and amplify differences in the ecology Find the nexus of interaction and give it resonance Pursue coevolution through symbiotic relationships Be prepared for a disequilibrium, multileveled ride!

HOW TO LEVERAGE THE CUSP OF CHANGE HOW TO LEAD EMERGENCE

Disequilibrium conditions Amplifying actions Recombinations Stabilizing feedback

HOW TO GENERATE EXPERIMENTS IN NOVELTY

EMPHASIZE DIFFERENCES AND END “GROUP THINK” INCREASE THE FREQUENCY OF EXPERIMENTS MAKE THE MOST OF WEAK SIGNALS DEVELOP NETWORK INTERCOHESION

CREATE MORE THROUGH POSITIVE DEVIANCE

SIX STEPS FOR LEVERAGING POSITIVE DEVIANCE EIGHT RULES OF ENGAGEMENT FOR POSITIVE DEVIANCE

HOW TO CREATE SMART NETWORKS PRACTICING GENERATIVE LEADERSHIP

BIBLIOGRAPHY INDEX

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