PART 9 today

Start from a question/ problem, not from an answer or half answer.

Most problems are unique, requiring new knowledge, they cannot be optimally solved with old knowledge

The main task for an organisation is to continuously grow it’s problem solving capacity (being able to solve more problems, more optimally, with more real cooperation)

The best solutions “emerge” in a process, they cannot be known/ controlled in advance, they are the ones that eventually resist criticism better than their alternatives

Knowledge cannot be poured into people, they need to work themselves on understanding it, through own ideas and criticism (and you “staying in the question”)

A good solution to a business problem needs to be a “hard to vary” explanation

The solution (explanation) you build is never infallible, can not be justified but only (continuously) error-corrected

Engagement is primarily driven by being able to solve relevant problems, with enough of your own input in the solution

Solving a relevant problem together can (and should) tie people more strongly together than their shared place in the organization

Real cooperation is when everyone (i) contributes beyond their role to a shared explanation for why & how to solve a problem and (ii) finds maximum alignment in the how and why of the explanation

Good solutions (evolved ideas), developed in cooperation, extend across& over roles/ functions/ layers. They cannot be clearly separated and reduced to the sum of distinctly separate inputs

Good knowledge/ engagement/ cooperation … all develop in a specific process of “learning in the action”. The process has 5 key drivers for the learning: real communication, transparency, autonomy, flow and group flow


For feedback/ comments/ criticism: reach out to me at [email protected]
Thanks for listening !

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