4 Simple Rules Of Emergent Intelligence
p style=margin-bottom: 0in;a href=http://my.leadingresources.com/links/buy-lals/lvstrongLeading at Light Speed/strong/astrong is an essential new /stronga href=http://www.leadingatlightspeed.com/strongleadership book/strong/a by Eric Douglas synthesizing the best business practices into 10 Quantum Leaps that build trust, spark innovation, and create a high-performing organization.br /br /In Chapter 6, Stimulate the Creative Flow, Eric talks about strongEmergent Intelligence./strong/p
pBy taking advantage of bottom-up decision making, strongleaders encourage a form of behavior called ldquo;emergent intelligence./strongrdquo; Emergent intelligence theory shows an expanding research field in the complexities of operations with organisms and in societies.br /br //strongstrong/strongstrong/strongstrongThe organisms operating on the most basic principles, according to emergent intelligence theory, are those which has the best chance of evolutionary success/strongstrong/strongstrong/strongstrong/strongstrong/strongstrong/strongstrong./strong Ant colonies are cited as a prime example. A tantamount rule in ant society is that the queen be the only one who is not a multi-tasker. A second rule is: ldquo;Do what the ant next to you is doing.rdquo; A third is for outgoing foragers to give way to incoming ants carrying food. These three simple rules enable the colony to communicate and adapt to change very rapidly. One moment you take out the trash; the next you forage for food. Because they operate this way, ant colonies adapt quickly to change and thus survive.br /br //strongstrong/strongstrong/strongstrongThe success of developing an organization over time are insurmountable/strongstrong/strongstrong/strongstrong/strongstrong/strongstrong/strongstrong./strong It suggests that simple rules might be very powerful when applied to people. During the 1970s, Dee Hock, instructed a group of bankers to use the concept of emergent intelligence to invent the Visa. Various credit cards had been given as a choice to local banks however the rules varied for each to this point. Dees team planned to initiate one credit card with clearing processes allowing unlimited transactions throughout the globe.br /br /The concept that banks run independently under clearly defined regulations was thoroughly understood by Dee. So his team worked hard for more than a year to define those rules. This was the genius of their process. Keeping what you earn is the first rule of thumb devised.rdquo; Banks that became Visa members would keep all but a tiny fraction of whatever fees or interest they generated.br /strongbr /The second rule was:/strong ldquo;No limits on membership.rdquo; Any bank was free to join the Visa alliance.br /strongbr /The third rule related to ownership./strong Since the banks needed the freedom to operate independently, no one should ldquo;ownrdquo; Visa. Visa was created with the idea of a corporation having non-stocks and member banks holding governance. Stock was nill causing a shareholder no gain of interest control in Visa.br /strongbr /The final rule related to management./strong A separate company would manage Visarsquo;s operations. But it would answer to a system of regional boards and to an executive board. Of the fees the banks collect, a small percentage would be transferred to this company to manage marketing, the back office, reconciliation, and so forth. But it would not be in a position to ldquo;controlrdquo; Visa. The authority flowed the other way ndash; from the member institutions. Visa was created to be a simple financial program albeit a few fine points in print. The hard work was in all the engagement and planning that preceded those operating rules. Thus a worldwide form of currency was born.br /br /From this experience, Dee invented the term ldquo;chaordicrdquo; organization. strongIt reflects his belief that successful organizations are ldquo;chaordicrdquo; in nature./strong By that he means they walk a fine line between chaos and order. An organizations decision processes are shown in a top to bottom order. Chaos is represented by bottom-up decision making. The way Dee views it, companies of charordic processes use a delineated value structure, clear vision and strong concepts where operating principles are applied. They also have clear systems for monitoring performance. Within that framework, people are left to create strategies and devise solutions as they see fit. It is a model that aligns perfectly with inspiring flow and building a high-performing organization.br /br /strongOrganizations that set these kinds of simple but profound rules/strong enable their people to play on the waves of emergent intelligence. By investing in both trust and spark, by balancing order and chaos, they become capable of operating at light speed./p
pTake this free a href=http://www.worksurvey.net/strongwork survey/strong/a to discover how well your company measures up to the 10 Quantum Leaps./p
