Would you trust and AI colleague?

Anna-Sophie Ulfert-Bank's session centered on unraveling the complexities of trust within our human-AI collaborations. She shed light on the challenges and intricacies of defining and measuring trust in dynamic team settings, and shared her evolving research into the nature of trust within AI teams, considering factors ranging from technology to human dynamics and More »

Leadership as Possibility-ship

Dr. Nicolaides introduced the concept of “generative knowing,” defining it as away of being and becoming that creatively activates potential and restores many rhythms of learning. This concept can serve as a bridge to a fundamental query: Why are we continuing to meet the moment as if stability exists? This question emphasizes the importance of responding to complexity and creating conditions for emergence. This means not simply adapting to change or difference, but actively engaging with More »

Past,Present and Future Orientation: Which is Best for Teams?

As Mara Waller shared during the recent Harvard LILA gathering, a balanced time perspective (BTP) entails maintaining a balanced approach toward past, present, and  future temporal biases. BTP is associated with positive outcomes, including higher levels of well-being, mental health, cognitive functioning, and interpersonal relations. Within teams, individuals with BTP contribute to overall More »

LILA 2018 Summit Animation: Emergence in Organizations

This is the animation that reflects how the LILA community made sense of the theme of Emergence in Organizations: Shaping the Future as it Unfolds. To watch the animation click the play More »

Insights from Interactions: How do teams manage complexity? with Mary Waller

Mary has studied what makes teams effective in a variety of dynamic contexts, such as flight crews, nuclear power plant engineers, hospital trauma teams, fire-fighting teams and emergency crisis teams. In her studies of interaction patterns she has identified some key lessons for leaders to keep in mind:   Setting the tone: interaction patterns emerge quickly and solidify.  Initial patterns of interactions influence the subsequent effectiveness during dynamism.  Teams that had reciprocal, balanced and consistent interaction patterns performed better in highly adaptive situations. In the thick of it: when teams face ambiguity, uncertainty, and incomplete data effective teams accept ambiguity better and avoid “solution tournaments.” Teams that have fewer entrenched interaction patterns  were able to drop routines and adjust more effectively than teams that had more. Switching gears: Planning happens during routine activities, or “slack time”.” However, too much planning time isn’t effective -- there is a sweet spot.   Her current research in military settings is now looking at how leaders switch gears from being directive to More »