Resilience over strength!

Principles for Open Innovation and Open Leadingship! 
– by Joi Ito, transcripted with a wealth of notes by Peter Vander Auwera
Diminishing cost of innovation makes those having the money behave a little bit better. Who is thinking about those ideas that don’t start small? Thinking about it as a community. This is less about empowering the individual, more about empowering the community.

Disruptive technologies and business models

Today, the majority of the start-ups in Silicon Valley no longer are tech companies. The ruthless new-borns are there to disrupt entire industries: it is rife with pioneers that are aiming to shake up the world of healthcare, medicine and many more.

In a brief address delivered at the MIT-Knight Civic Media Conference, Media Lab director Joi Ito proposed the "9 Principles" that will guide the Media Lab's work under his leadership.

In a brief address delivered at the MIT-Knight Civic Media Conference, Media Lab director Joi Ito proposed the “9 Principles” that will guide the Media Lab’s work under his leadership.

“What was new for me in this tour was the power shift towards “fan-base” and “peer-base”. And the difference between platform-thinking and peer-thinking.” – Peter Vander Auwera
All these companies are lean and on target using the latest sophisticated technology to drive the social physics deeper and deeper.. Shopping no eBay with pay pal can have item in hour now in Manhattan.. This is just the tip of iceberg… of this exponential movement into accelerating returns.
While many enterprises are hesitantly making their first moves into platform-thinking, trying to avoid the Uberization of their own business, we are already witnessing the appearance of full peer-to-peer networks, where the infrastructure and business frameworks are owned by the peers, by the commons.
The 9 principles of open innovation – by Joi Ito
  1. Disobedience over compliance
  2. Pull over push
  3. Compasses over maps
  4. Emergence over authority
  5. Learning over education
  6. Resilience over strength
  7. Systems over objects
  8. Risk over safety
  9. Practice over theory
The Uberization of Everything, and beyond - an evaluation by Peter Vander Auwera

The Uberization of Everything, and beyond – an evaluation by Peter Vander Auwera

Resilience over strength

In stead of bulk-up and resist failure, invest the same money on recovery and resilience. You tend to try to minimize failure, rather than trying to work on resilience. It’s also kind of a Zen thing too. If you are extremely present and ready for anything, your are in an extremely resilient state. And it you are not present, you are always focused on the future, or the past, you try to build up walls and trying to make sure that you don’t get choved. And it is hard when you are surrounded by other planners in an institution like this (Knite Foundation) you tend to focus on structure, strength versus resilience, the structure vs this bounciness. On the Internet, a lot of the pieces are very resilient, when you are in an institution that uses a lot of planning; it is hard to create that interface.
How to share knowledge?

The conference model is a great system. A lot of people have experimented with ways to try to share knowledge, but it seems to be one of the hardest problems because everybody has a day-job, they are very busy, and people are talking sort of different languages, and when you are face to face you can coordinate your language in real-time

 

How to you get people who are working on things coordinated?

At the Media Lab we have several approaches: we have this sort of big data, data mining, machine learning, predicting things through causalities and patterns vs something where people are more in charge and people are more active.

 

From authoritative to creative leadership

“The natural perspective of artists and designers — who thrive in ambiguity, fail productively, and rebound naturally — will be become more and more useful in leadership contexts.”

The chart was originally created for a workshop at the Davos World Economic Forum in 2009 and became the basis of ‘Redesigning Leadership’ written with Becky Bermont.

There are authoritative leaders and creative leaders everywhere — it’s not something wholly determined by industry, generation, or position. And every leader will need, on any given day, a little bit of both types of leadership.

‘Redesigning Leadership’ By John Maeda

‘Redesigning Leadership’ By John Maeda

Joi’s talk makes us reflect on the openness of innovation, Maeda adds the openness of leadingship.
See also:  “The End of Leadership”, by Peter Vander Auwera – on principles for Leadingship vs. Leadership
Leadingship vs Leadership Peter Vander Auwera

Leadingship vs Leadership Peter Vander Auwera

By granting power to people in gaining personal control and in becoming personally responsible for their actions, we are at the same time granting them real freedom to become true equals and fully human beings.

It is not difficult to understand that being an object of delegation and a recipient of giving (as a token of shared power), a person can naturally feel the humiliating bitterness engendered by being a powerless and subservient receiver and not having the authority in exercising personal freedom.

The result of this type of submissive role-behaviour, would possible entail the undermining of self-esteem, self-worth, and self-respect.

The most obvious flaw in the context of power concentration in the hands of persons in charge of others is the assumption that delegated responsibility is analogous to a commodity that can be shared among individuals or groups.

 

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