Author: Jane McConnell

Civil Disobedience Facing Strategic Blindness (2/2)

CONTEXT: Focus here on Strategic Blindness.

The opposing forces of what I’m calling civil disobedience and strategic blindness underlie the gig mindset inside the organization. They are the fundamental forces that will make or break the gig-mindset way of working inside companies and are the subject of an early chapter in my upcoming book. This article about strategic blindness is part two of a short series. (more…)

What is culture?

In my 18+ years of strategic advising, I’ve seen so many variations of how people interpret the word. My conclusion? The word culture means everything and nothing. It’s a flexible word we can use as we wish. It is used by senior management and communicators to inspire people. HR specialists use the concept to help guide hiring decisions. Advisors and consultants say they can help you shape your culture. (more…)

Working out loud is natural for gig mindsetters

One of the important gig mindset behaviors I studied in the 2018 survey is the following: Behavior 3. “I am comfortable with opening up early, working out loud, and taking feedback from outside the project team into account as the project advances.”  This is not the traditional way of working! Even gig mindsetters can make progress here because it is a tough way to work if your organizational culture does not support it. Tough and risky. (more…)

The lost art of reading, the lost art of writing

I just finished my 3rd Briefing Note of 2019 which I entitled: The lost art of reading, the lost art of writing. Pessimistic? Yes, but that’s the reality I see around. I included notes about Alan Rusbridger’s new book: Breaking News. The Remaking of Journalism and Why It Matters Now.

I’ve been a fan of Rusbridger ever since I read Play It Again. An Amateur Against the Impossible. I wrote about it in 2014: What we can learn from a newspaper (and it’s not the news)

I’m running late on my Briefing Notes, and I”ll just blame my book project for that, but it’s no excuse!

 

People, work cultures and leadership are out of synch

The point of this short article is to show data over past years that provide a context for understanding the emergence of the gig mindset: High people capabilities in stifling work cultures  with rigid management practices have led to new behaviors for people who are self-motivated to make a difference in their organization. (more…)

Navigating the Gig and Traditional Mindset Polarity

My research has identified 8 behaviors that characterize traditional and gig mindsets.   If you scan the list of traditional behaviors, the left column on the chart, you’ll see that most organizations strongly enforce this way of doing things. Processes, roles and management practices are aligned to the traditional way of working. Gig mindset behaviors, the right column, are rarely encouraged, and sometimes even sanctioned. The challenge we are facing is that organizations need both mindsets. (more…)

How a Gig Mindset Inside Organizations Will Shape Our Future

(Originally published for  the 10th Global Peter Drucker Forum, with the theme management. the human dimension in 2018.) The shape of organizations in the future will depend in large part on how we as individuals take control, steer our own lives and interact and communicate with others in the workplace. For the last few years I have seen many people, salaried and inside organizations, showing signs of attitudes and behavior similar to external freelancers. I use the term “gig mindset” to describe this phenomenon and decided to explore it further. (more…)