Fractal organization as a response to complexity
Applied theories always end up corresponding to the changes they induce. The world of education teaches and develops both theories and, subsequently, their applications. When these applications affect the organization, it is also called upon to review its functioning.
What if the biggest risk was refusing to take them?
Measured, conscious risk-taking enables innovation and personal and collective development. The "comfort zone", although reassuring, is a trap that leads to stagnation; getting out of it is often seen as a liberating adventure.
Preparing for the future, or seeing what we believe
Seeing what you believe means convincing yourself that what you want to see does exist, to ensure internal and external coherence. Seeing what you believe also means looking beneath the surface, being sensitive to weak signals and details, to finally discover, in the literal sense of the word, another picture. But when the unexpected happens, it takes belief by storm and reason with it.
When self-censorship blocks a group's creativity, and how to get out of it?
Nothing beats group reflection, hence the popularity of brainstorming and steering meetings. Many come away with mixed feelings, but few would dare question the principle. Yet researchers have shown that personal image, self-censorship and group dynamics can sometimes render creativity techniques ineffective. Fortunately, there are antidotes!
Understanding quantum intelligence and its challenges
Has artificial intelligence reached its limits? Problem of managing complexity, of ethics, of discernment, of understanding common sense. Maybe, but let's look at it differently. If in fact artificial intelligence was what parchments were to books 500 years ago, at the time of the last great Western mutation called the Renaissance?