『unSILOed with Greg LaBlanc』のカバーアート

unSILOed with Greg LaBlanc

unSILOed with Greg LaBlanc

著者： Greg La Blanc
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概要

 unSILOed is a series of interdisciplinary conversations that inspire new ways of thinking about our world. Our goal is to build a community of lifelong learners addicted to curiosity and the pursuit of insight about themselves and the world around them.*unSILOed Podcast is produced by University FM.*All rights reserved. アート 文学史・文学批評 経済学
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  • 615. Reclaim Your Life from Digital Overload with Paul Leonardi

    615. Reclaim Your Life from Digital Overload with Paul Leonardi
    2026/01/26
    What are practical strategies to avoid overload and exhaustion in today’s digital world? What norms can organizations create for tool usage, and how can finding offline activities that provide a mental contrast to digital work?Paul Leonardi is the Duca Family Professor of Technology Management at UC Santa Barbara, a consultant and speaker on digital transformation and the future of work, and an author of several works. His latest book is called Digital Exhaustion: Simple Rules for Reclaiming Your Life.Greg and Paul discuss the complementary nature of his two most recent books: the first focuses on harnessing digital tools, and the second on mitigating the overwhelm they can cause. They also explore teaching technology management, including the importance of understanding technology’s impact on people and organizational processes. Paul explains the 30% rule, emphasizing the need to understand digital tools well enough to use them effectively. They also explore the concept of digital exhaustion, the subject of his most recent book, its symptoms, and how to manage it, both at work and in daily life. *unSILOed Podcast is produced by University FM.*Episode Quotes:How can we reduce exhaustion?41:29: One easy way of reducing our exhaustion is to match the sort of complexity of the task that we are trying to do with the affordances or the capabilities of the technology. And I say match, not over exceed, because we also have the problem where, like me, I am sure you have been in many, many meetings that should have just been an email, that there is not the need. And so what we have done in that situation is we have overstimulated people, right, in a setting with, you know, 15 other folks, and we have taken an hour out of their day and maybe the travel time to get there. And that has created other avenues for exhaustion when, if we had just perceived this information via email, we could not have had the meeting. So you do not want to overmatch, you just want to like match to the complexity of the task. And that is the key to reducing our exhaustion.It’s not just distraction that exhausts us18:28: I think we have failed to look at how it is not just being distracted that is a problem, but it is the act of switching itself across all of these different inputs really is a significant source of our exhaustion.Inference is a big driver of exhaustion32:45: Inference is really a big driver of exhaustion. And I would say the place that it most shows up, although not exclusively, is in our social media lives. Because, of course, people are curating their lives in terms of what they post, whether that is LinkedIn or TikTok or Instagram, that does not really matter. And we are constantly not only making inferences of them, but what I find is that we are also very often making inferences about ourselves because we see a past record of all the things that we wrote and all of the things that we posted. And then we are also making inferences of what we think other people think about us based on all the things that we post.Show Links:Recommended Resources:Human MultitaskingTask SwitchingFatigueUnsiloed Podcast Episode 612: Rebecca HindsGuest Profile:Faculty Profile at UC Santa BarbaraPaulLeonardi.comWikipedia ProfileLinkedIn ProfileGuest Work:Amazon Author PageDigital Exhaustion: Simple Rules for Reclaiming Your LifeThe Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AIExpertise, Communication, and OrganizingMateriality and Organizing: Social Interaction in a Technological WorldCar Crashes without Cars: Lessons About Simulation Technology and Organizational Change from Automotive DesignGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
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    1 時間
  • 614. Understanding the Great Divergence: Europe vs China from 1000 to 2000 feat. Guido Tabellini

    614. Understanding the Great Divergence: Europe vs China from 1000 to 2000 feat. Guido Tabellini
    2026/01/23
    What changes happened in the histories of Europe and China to create two economies that developed so differently? How did different forms of local cooperatio influence state development, rule of law, and economic progress?s?Guido Tabellini is a professor of Political Economics at the University of Bocconi in Milan, Italy. He is also the author of several books, most recently co-authoring Two Paths to Prosperity: Culture and Institutions in Europe and China, 1000–2000.Greg and Guido discuss the historical divergence in prosperity between Europe and China, exploring when and why it began, and whether it arose from cultural or institutional phenomena. Guido also emphasizesthe contrasting roles of corporations and clans in both regions, the impact of state capacity, and the lasting effects of these differences on modern economic and political landscapes. Their conversation touches on the historical process of cooperation across regions and its implications for modern development economics.*unSILOed Podcast is produced by University FM.*Episode Quotes:What are the political origins of corporations?31:55: So, we should not think of the corporation just as a firm, as a way to organize production that is important, but actually comes at the later stage. And the very important role of the corporation is also to have a political role, to govern a city, to represent a city in parliament, in China. The role of the corporations, when they emerge. Instead, it is purely economic. You do not have self-governing city, and even at the level of monasteries, you do have Buddhist monasteries, which are important, but each one of them is organized as an entity. You do not have a congregation of monasteries like the Cluny monastery or like, eventually, the church. Reframing the conversation on the Great Divergence02:34: Rather than talking about great divergence, we actually like to talk about great reversal in the book because it has been a reversal. So even before starting to debate when the divergence begins, meaning that Europe gets ahead of China, we should acknowledge that the opposite was true, that China was ahead of Europe at the turn of the first millennium. The high stakes of clan adjudication49:05: In China, the demand for external enforcement was probably less, evident because the clan needed less of an external enforcement. They were smaller communities, they had stronger reciprocal ties. The reputational mechanism within the clan was much more important because if I cheat on my clan member, I am kicked out of the clan. And if I am kicked out of the clan in a society which is organized around clans, I am on my own and I die. In Europe, of course, reputation is very important, but the penalty of cheating is not as harsh. So the altruistic value ties are weaker, and the penalty of cheating is also weaker. And so you have a stronger demand for external enforcement. Show Links:Recommended Resources:Great DivergenceCharles TillyClanCluny AbbeyConfuciusGuest Profile:Faculty Profile at Brocconi UniversityWikipedia ProfileCEPR.org ProfileGuest Work:Amazon Author PageTwo Paths to Prosperity: Culture and Institutions in Europe and China, 1000–2000L'Italia in gabbia: Il volto politico della crisi economicaThe Economic Effects of ConstitutionsPolitical Economics: Explaining Economic PolicyFlexible Integration: Towards a More Effective and Democratic EuropeMonetary and Fiscal Policy: PoliticsGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
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    54 分
  • 613. Challenging Bureaucracy: Management Insights with Gary Hamel

    613. Challenging Bureaucracy: Management Insights with Gary Hamel
    2026/01/19
    Where did the concept of management as a profession come from, and how did it develop? Why do bureaucratic practices persist? How can companies break free from those constraints to unlock greater potential and adapt more effectively to the relentless change and competition in today’s business world?Gary Hamel is the founder of the Management Lab, a professor at the London Business School, a visiting professor at the University of Oxford, and the author of several books. His recent titles include Humanocracy, Creating Organizations as Amazing as the People Inside Them, What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation, and Competing for the Future.Greg and Gary discuss the evolution of Gary’s thinking on management over the years and the detrimental effects of entrenched bureaucratic systems in organizations. He argues that bureaucracy stifles innovation, efficiency, and human engagement, leading him to suggest that organizations need to adopt more human-centric, dynamic, and decentralized models. He also points out the eventual trajectory of all companies that don’t follow this path.*unSILOed Podcast is produced by University FM.*Episode Quotes:Why organizations stop being technical and start being bureaucratic08:29: I don’t think administrative skills are any more a competitive advantage. You need them, but they are not much of a differentiator. So far as I can see, they are not really a source of competitive advantage. And yet, given that history of them being so rare, we basically turned our organizations into administrative aristocracies . And so what that meant practically was, once you reached a certain level in an organization, a fairly low level, the only way to advance your career was to become a manager. And that is still true in most organizations. People tend to compete for those jobs because, and I have young friends, and kids and so on who, very capable people worked in organizations, and however capable you are technically, you reach a point where they are coaxing you into an administrative or managerial role as the only way to grow. And the desire to keep great employees and to pay them well means that those positions proliferate. We create more managerial roles because that is the way of rewarding people and escalating their salaries.The radical shift from static hierarchy to dynamic power39:04: I am all for having a hierarchy, but I think it needs to be highly dynamic depending on the issue, and the hierarchy needs to be able to shift also. When people in power are no longer adding value or whatever they need to, you need to be able to fire those people from below.Why traditional leadership programs create administrators, not leaders47:18: In survey after survey, by Fortune, by McKinsey or others, the vast majority of executives do not think leadership development is producing positive returns or noticeably positive returns. And again, I think the reason for that is what we call leadership development is, first of all, almost done completely in the bureaucratic frame. We are not trying to find people with genuine leadership, natural leadership capacity. We are not trying to find people who understand how to mobilize and catalyze others to do things that people thought were impossible. Our leadership training is basically training people to take on bigger administrative jobs and stratified just like the pyramid: managing yourself, managing a team, managing a unit, managing a function, managing the organization. So number one, we have that problem. It is simply replicating, and it is creating better administrators. I do not think the data says that it is creating leaders.Show Links:Recommended Resources:Thomas PaineMax WeberMcKinsey & CompanyJames G. MarchHerbert A. SimonDisruptive InnovationKKR & Co.Open Strategy: Mastering Disruption from Outside the C-SuiteDominic BartonJeffrey PfefferBarbara KellermanLeadership DevelopmentManagement DevelopmentPeter DruckerGuest Profile:GaryHamel.comLinkedIn ProfileWikipedia ProfileHumanocracy.comThe Management LabSocial Profile on XGuest Work:Amazon Author PageHumanocracy, Updated and Expanded: Creating Organizations as Amazing as the People Inside ThemWhat Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable InnovationCompeting for the FutureThe Future of ManagementThe Corporate Lattice: Achieving High Performance In the Changing World of WorkLeading the RevolutionBringing Silicon Valley InsideGoogle Scholar Page Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
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    52 分
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