After Frederic Laloux: Reinventing Information Organizations

“Something is broken in today’s organizations…The pain we feel is the pain of something old that is dying…while something new is waiting to be born.”

Frederic Laloux, Reinventing Organizations

So much of organizational life is onerous and frustrating these days. For many of us, the day job is characterised by aggravation and a sense of soullessness: a “cold, mechanical approach” which trades agency and responsibility for box-checking accountability and loss of control.

Reinventing Organizations: A Guide to Creating Organizations ...

That’s what Frederic Laloux argues in his 2014 book Reinventing Organizations, which explores alternative models for those institutions and businesses willing to dissolve hierarchies and pursue new management paradigms.

Laloux’s case studies include the Dutch healthcare organization Buurtzorg, which delivers community care in leaderless self-organizing teams of ten to twelve nurses, and FAVI, a French automotive supplier which has divided itself into self-managing “mini-factories” whose teams operate without executive management. These businesses and institutions, Laloux argues, resemble living systems more than the organisations of old. They are evolving beyond previous, rigid ways of bringing people together to achieve a goal: the army, the university, the corporation…even the organized crime syndicate.

Laloux presents a practical vision for a world where “no one is the boss of anyone else”, and our organizations begin to take on an organic character.

The approach is intended to work across many sectors, with examples including highly regulated industries such as the energy industry and food processing. I thought I’d spend some time thinking about what it would mean for information organisations – archives, libraries, and other entities which create, store, share, and manage information – to explore Laloux’s approach. What would it take for us to reinvent the Information Organization? Read more

Interview with The Writing Platform

I think one of the hard things about trying something new is figuring out how to work with people’s expectations. When you click that link, do you want to be told a good story? Do you want to be given a good puzzle, with the satisfaction of finding the “right” solution? How much effort should you be expected to put in? How much uncertainty should you experience?

I spoke with Simon Groth of The Writing Platform about my most recent interactive text, The Library of Last Resort.

Windblade toy on the planning wall at State Library of Queensland

We talked about strategy and foresight, audience and agency, libraries and information (inevitably), and also learning from the wonder, freedom, and richness of children’s play.

It was a good chat. Check it out over at the Writing Platform website.

Fight, Flight, and Futures Thinking: Getting Control of Organizational Panic

“The body’s reaction under critical incident stress has almost nothing to do with how you think rationally. Instead it has almost everything to do with ingrained responses, be they trained ones or instinctive ones. The amygdala will choose. It has the chemical authority to override your conscious thoughts and decisions. It also has the chemical authority to enforce its decision despite your conscious will.”

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Scuba divers by Flickr user Tim Snell CC BY-ND 2.0

In an article on “accounting for adrenalin” in situations of self-defence, US Air Marshal M. Guthrie describes the challenges of making swift and effective decisions under extreme stress. Often in such situations, our own instincts seem to act against us.

Guthrie gives the example of scuba divers who drown despite having full oxygen tanks; in a moment of crisis, the amygdala reacted by driving them to clear their airways, spitting out their breathing tube despite the diver being consciously aware that they were underwater.

“Deeply ingrained reactions are far more likely than conscious decisions,” Guthrie writes. “And don’t even get me started on how much training you have to do to override and replace your body’s instinctive responses with new ones. Regardless, you won’t be selecting an option from a menu of choices calmly and rationally like you do in the training hall. Your body is going to pick its own response in a maelstrom[.]”

Organizations aren’t precisely like organisms, and the way we think when we work collectively isn’t quite like the dramatic individual encounters which trigger our adrenal glands. Often an organizational crisis is measured in hours, days, or weeks, rather than seconds and minutes. It will involve discussion, policy, and procedure, with a pace and structure quite different from the amygdala prompting an unreasoned – and possibly counterproductive – survival response.

Still, organizations can go into a panic just as much as individuals can, and when they do so, they may start making harmful or counterproductive decisions. Significant among the situations which trigger such panic are “feral futures“. In these situations, we think we have tamed the environment we are operating in, but misunderstand what is going on, and our action based on false premises or data in fact makes things gravely worse. Read more

“Laboratorios Bibliotecarios y Redes de Colaboración” Online Course for Community Innovators

LabCiudadano

Cómo montar un laboratorio ciudadano“, a new online course for people and institutions who want to experiment with citizen innovation involving libraries and other cultural institutions, has just been released by Medialab Prado and the Spanish Ministry of Cultura and Sport.

I contributed the course module on evaluation and impact, in collaboration with Pascual Pérez of the Office of Civic Innovation and Nora González of Civicwise.

Spanish-speakers interested in taking part or knowing more can find out more from both the Spanish Culture Ministry and Medialab Prado.

 

“Nexter” Webinar with Canadian information professionals, August 13th

I’ll be talking with Canada’s Rebecca Jones as part of the “Nexter” webinar series next month.

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We’ll be discussing questions of leadership for information professionals in these times of strategic uncertainty. How do we rethink community access to information, knowledge, and culture through the COVID era and beyond?
 

José Esteban Muñoz: Foresight and Cruising Utopia

“Queerness is primarily about futurity and hope. That is to say that queerness is always in the horizon.” – José Esteban Muñoz

1: Future blindspots in gender, identity, and sexuality

I’ve been spending most of my time on foresight and strategy for several years now. It’s challenging, lively work, helping people and organisations to look at the future and seek out their blindspots to support better decisionmaking. Often we construct scenarios, imagined future contexts, to inform that work, creating plausible futures which challenge current assumptions and provide a unique vantage point on the present.

Late last year, I wrote about the whiteness of foresight and the ways in which this kind of work, and its practitioners, might be blinkered by lack of diversity.  But those aren’t the only kind of blinkers we encounter when we turn our gaze towards the future.

Before lockdown, I attended a scenarios workshop constructing big global futures, intended to explore fundamental questions about the ways our societies will be organised in decades to come.

The project generated a number of visions of the world in 2050, with huge changes not only to how we live and work together, but even the ways in which technology might be integrated into our own bodies. Yet despite all this radical transformation, people shied away from reimagining the personal relationships which underpinned this world. In the finished scenarios, featuring a number of personas from each imagined future, there was little sense of the ways in which family life and its related intimacies might have changed or been changed by the forces at work in each version of 2050.

Looking around the room at the workshop participants – largely white, European, degree-educated, mostly presenting as straight – I wondered what questions we had refused to ask ourselves, or address, as a result of our own identities and points of view, the life experiences and perspectives we had brought to the workshop by mere virtue of who we were. Read more

Nesta interview: Using scenarios to reimagine our strategic decisions

Earlier this year, I took part in the ‘Scenarios and the Future of Work’ project, hosted by the Danish Design Centre in conjunction with the innovation foundation Nesta.

Rain on the Mountain

Nesta’s Juan Casasbuenas interviewed me about the experience, and the benefits of scenario planning, for their blog.

“Scenarios should stretch your thinking and challenge you to reimagine where you’re headed strategically, but they’re always grounded in the here and now: looking at the weather on the mountain to understand what might happen in the valley below.”

We also talked about technology, fear, and the surprising history of photographic manipulation which lies behind deepfakes.

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You can read “Using scenarios to reimagine our strategic decisions” here.

“You are swimming with the whole ocean”: Interview with Aída Ponce Del Castillo, European Trade Union Institute

Last month, Aída Ponce Del Castillo of the European Trade Union Insitute’s Foresight Unit joined me to talk about her journey from world-class swimmer to foresight professional, doing strategy and scenarios research for the labour movement.

We discussed different foresight methodologies, the particular challenges and opportunities in working on futures with trade unions, and, inevitably, COVID-19, but our conversation began with Aída’s sporting career, and the lessons it taught her about coping with turbulence and uncertainty.

Matt:
What was your journey to becoming a foresight practitioner? You were a lawyer, and a competitive open-water swimmer – how did that lead you to work on foresight, and how did it prepare you for the role?

Aída:
In many ways I saw myself as a swimmer first and everything else second! I studied and practiced law, completed a doctorate. As an open water swimmer I competed at international level, also racing in Open Water World Cups. Read more

Looking ahead: Circulating Ideas / Public Libraries News

I recently had the opportunity to speak with Steve Thomas of the American library podcast Circulating Ideas and Ian Anstice of the UK’s Public Libraries News. Both conversations were released online this week.

Ian asked me some questions about the COVID-19 pandemic, libraries’ response to it, and what might be on the horizon for our societies and the institutions that serve them.

Like any good foresight practitioner, I sought to offer questions of my own, and provocations more than prophecy. We discussed resilience, anticipation, and both the dangers and opportunities that organisations face during a prolonged, indefinite season of turbulence and uncertainty. I think the points will be useful for people outside of the library and information sector. You can read our conversation at the Public Libraries News site.

Meanwhile, over at Circulating Ideas, Steve and I talked about what it would mean to bring scenario planning and other foresight methodologies into a public library setting, building on my recent presentation to America’s Engaging Local Government Leaders network and a previous academic article co-authored with Rafael Ramírez.

You can listen to my chat with Steve, and many other excellent episodes of Circulating Ideas, at the podcast’s website, and the episode is also available over at Apple Podcasts.

Planning for Uncertainty: Scenarios and Foresight for Local Government

Last week, I put together this one-hour video session for America’s Engaging Local Government Leaders network, ELGL.

It’s a straightforward foresight and strategy starter pack, no nonsense, no jargon, helping to answer the questions “Where are we going?” and “What should we do?”

The session is aimed at US local government leaders, but should work for a wide range of institutions, communities, and settings.

You can read more about the session and download a PDF “handout” with slides and further reading at the ELGL webpage, and I previously spoke with the ELGL team about leadership and foresight on their podcast last year.