Saul Kaplan – We’re not enabling people to be more curious

Nous ne donnons pas aux gens le pouvoir d’être plus curieux, d’être — d’explorer plus, de renforcer leurs réseaux, d’être plus intelligents, d’essayer de nouvelles choses. Nous revenons à — nous essayons de forcer les gens à faire une tâche spécifique et ensuite nous sommes frustrés lorsque nous pouvons automatiser ces tâches, et le travail réel que l’être humain devrait accomplir, qui est ce dont vous et moi discutons, nous n’avons pas vraiment donner aux gens l’environnement et les outils leur permettant de le faire. Mais pour répondre en un mot à votre question, je crois que les gens en sont capables.

Je crois que c’est les entreprises dans lesquelles nous vivons, les institutions auxquelles nous sommes connectés qui nous ont roués de coups, et essayent de nous empêcher de le faire, et nous voyons trop d’histoires sur des gens qui essayent de le faire et sont punis parce qu’ils ont partagé quelque chose qu’ils n’étaient pas sensés partager, ou dit quelque chose d’inapproprié. Et nous continuons à renforcer ça, gardez la tête baissée, faites le travail que vous êtes supposé faire, et ensuite nous nous étonnons que les gens ne soient pas créatifs.

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We sit here with systems whether they’re healthcare, or education, or government, or community systems, that have been around forever. And we all know that we can do better in the 21st century and that we could use technology to solve the challenges of citizens, or patients, or students in a different way. The problem we have, is we’re stuck in these old systems, and we have no capacity for R&D to explore new ones. Why aren’t we experimenting with[...]
Saul Kaplan - Find people who know they want to change

Saul Kaplan - Find people who know they want to change

Throughout my whole career, my whole theory of change was… I call it the proselytizing model. We were smart. We were articulate. We could write great Powerpoint decks and we could go out and give great talks to leaders, and the idea was that if we kept talking loud enough, and smart enough that we could convince more people to change. And it didn’t work because the people who didn’t want to change didn’t change. It didn’t matter how smart[...]
Saul Kaplan - These old organization models are really getting in the way

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Saul Kaplan - It's an exciting time

Saul Kaplan - It's an exciting time

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Saul Kaplan - How to create purposeful networks

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We grew up in an era where we looked to leaders in those Ivory towers: the big institutions, whether it was academia or corporate or government. We thought they were responsible for driving the change. I’ve come to believe that the change is not likely to happen that way. I mean if we’re waiting for existing institutional leaders that have responsibility for the current models, to come up with the models for tomorrow, and move us there, they’re not going[...]
Saul Kaplan - I don’t care about your organization chart

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I don’t even like using the word organization -- that’s why I talk about models, because I think models are just networks of capabilities that come together to get a job done or to solve the challenge in the real world, and I want to be able to access capabilities in my network that come from lots of different places. And I don’t want to be limited only to those capabilities that are sitting in organization A. When somebody shows[...]

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