Case to Monkey with Dunbar Limit


In a context of  understanding the next generation of performance management thinking, to overcome behavioral change barriers using social networks, a recent Wikinomics debate on relationship limits got my interest.

This debate asks the question:

If its true our neocortex has a finite limit to have only approximately 150 meaningful relationships, then what is social networking achieving? Continue reading

Giving Pen Empowerment to Youth

imagePerformance management generally focuses on organizations and improvement and needs serious experience and  focus. But here is something that places youth in the chair. The question is, with so called YGEN attitudes today, how can anyone seriously suggest development can be done by young people?

Well Clare Hanbury does and this is what she says:

With our help, young people, can help solve society’s health & social justice issues,

We are now living in an amazing transitional time with a generation with new ideas and an extraordinary ability to multi task. These can doers are trail blazers with a disregard for expertise and a heightened sense of personal power. They  believe theirs is the only way and they are ready to do the work

To get results we must join youth where they abd asked how close they are to the problems they are trying to solve.

On 3rd June at the Dialogue meeting for 40 Nordic NGO‘s and donors in Copenhagen, Denmark. she spoke about Role of Children and Young People in Development. 
imageIn this talk Clare  makes compelling points with real life examples that give young people the power of the pen and encourages them with respect and connected listening to keep them close and involved in getting solutions. Here is the link to her talk.
[audio:ClareHanbury.mp3] Continue reading

Serious business can still be funny

clip_image001Sometimes we can get all profound and studied about understanding human behavior and the types of people we need to to run our business.

And for that of course we need to look at the definitions of the important demographic classes.

This is one I got in my email today that attempts to define the emerging "Y" Generation

As my colleague from Newfoundland in Canada, who sent me this cartoon said, Now, make someone else laugh. And have a great day!

Who’s not on internet & why not?

Travelling around the net and its inter-pipes as we do, we tend now to take it all for granted. Even the colloquia defines its omnipresence.

But recently when I emailed a link to a friend to subscribe to my blog, she replied.  “I need to research how to do that”

My thought was “Oh dear, how often we take so much for granted”

As we live in a busy business world it seems we are totally dominated by the digital presence not even a decade old. The truth is, for many “The Internet” is  barely understood and is used only in limited ways.

Certainly no one asks what the internet is anymore. But unlike the telephone and television that is all pervasive and taken for granted, it still has a long way to go.

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“Tram Track” or “Strategic” mode?

 imagePoor decisions are most often caused by lack of understanding, not lack of data. But another challenge is unquestioned acceptance of the business processes being measured.  At times many appear very logical, but are often obscured by the very data itself.

I notice when managers look at unacceptable results, they often do one of two things. Me too!! They either pick up the phone to call someone to ask for more information on why. Or they  pick up the mouse to dig deeper for the reason.  Once the answer comes,  corrective decisions are made. This tram line management style is a norm and the bias of most Performance Management systems. It works well to make sure the process,  the “tram”, stays on the tracks.  But many fail to follow the learning rule that to improve you need to look around at things nearby that may be obvious.

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New Lighthouse Approach for Advisors

image One way to survive is to milk the value till the cow is done. Another is when we have something of value is to just give it away.


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