Can dreaming really help solve waking problems? And could a specific form of dream analysis help an organisation better achieve shared goals and objectives? In this INSEAD Knowledge podcast, Susan Long, Emeritus Professor at the National Institute of Organization Dynamics Australia and Michael Jarrett, Professor of Management at INSEAD offer their perspective on the value of social dreaming for firms.The roots of social dreaming can be traced back to World War II, and German journalist, Charlotte Beradt's documentation of dreams during the Nazi era. Inspired by her findings, British psychoanalyst Gordon Lawrence developed the concept of social dreaming as a structured method for exploring the unconscious dynamics operating within contemporary social groups.This method moves beyond the traditional view of dreams as purely personal experiences. While individual dreams often address personal wishes and daily events, social dreaming suggests that groups of people, interconnected within a social system, also collectively dream about issues, desires and problems relevant to the group as a whole.The conversation goes on to explore the practicalities of running a social dreaming session – from the importance of the Matrix to the role of the host in leading the group through the dream reflection dialogue.Citing real life examples, Long and Jarrett explain how they have both used social dreaming to work with firms to identify and address the unconscious concerns and emotions that influence behaviour and decision-making. In this way, social dreaming can offer deeper insights into shared concerns. This allows for improved communication, collaboration and a more comprehensive understanding of the complex dynamics at play within groups.Further reading:The Third Reich of Dreams: The Nightmares of a Nation, Charlotte Beradt.Introduction to Social Dreaming: Transforming Thinking, W. Gordon Lawrence.Social Dreaming: Philosophy, Research, Theory and Practice, Susan Long and Julian Manley (eds.).
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26:47
Putting Customers at the Heart of Your Business
For the longest time, businesses have embraced a “product selling” playbook. Typically, this means having a supplier with a product to sell and a customer to persuade to purchase that product based on the price and perceived value.However, in an increasingly challenging business environment where disruption is the norm, such a transactional approach is no longer fit for purpose. In this INSEAD Knowledge podcast, Christoph Senn, Adjunct Professor of Marketing at INSEAD, and Mehak Gandhi, Head of Research at Valuecreator, discuss an alternative approach to working with your customers, one that involves a deeper partnership and a greater understanding of their client's needs. An approach they've outlined in their new book, Triple Fit Strategy: How to Build Lasting Customer Relationships and Boost Growth. You can access more tools about the framework and get further information about the book here.
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29:59
Change Management: How Leaders Can Tip the Scales
In a dynamic business environment, leaders often need to implement new strategic initiatives – from new business models to new technologies or workflows. But change is never easy. The success of new initiatives depends on whether leaders win the support of actors within the organisation.In other words, it is a matter of influence. In this podcast with Vibha Gaba, the Berghmans Lhoist Chaired Professor of Entrepreneurial Leadership at INSEAD, discusses the forces at play when leaders try to drive change. To build support for their strategic initiatives, leaders must understand how support and resistance spread within the organisation's networks.
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21:25
Making a Good Exit
Despite millions retiring annually, the topic remains taboo for many employers and employees. Every year, millions leave the workforce, yet discussions about this common rite of passage are often avoided.This INSEAD Knowledge podcast features Graham Ward, Adjunct Professor of Organisational Behaviour and Isabel Lebbe, Partner in the Investment Management practice of Arendt & Medernach, discussing the often-neglected issue of retirement.Drawing on years of research in this field, the pair highlight the significant impact that retirement can have on both individuals and the organisations they leave behind. They point out that retirement should not merely be seen an event but is, in fact, a complex process that requires careful consideration and planning from both sides. Ward and Lebbe argue that with an ageing population, changing demographics also mean firms need to stop viewing retirement as an end. Instead, they must view it as a valuable opportunity to maintain relationships and leverage the experience of retiring employees to ensure a positive experience for all involved. Read more: https://knowledge.insead.edu/career/talk-about-making-good-exit
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30:23
How to Dismantle Hierarchies in Teams
Rigid hierarchical team designs seem to have fallen out of favour with many contemporary organisations. But making the switch to a decentralised approach, where authority is more evenly distributed between team members instead of concentrated among a few senior leaders, is by no means easy.In this podcast, Michael Y. Lee, Assistant Professor of Organisational Behaviour at INSEAD, explains the difficulties of dismantling organisational hierarchies. He unpacks the reasons why firms can fail in their bids to jettison hierarchies and suggests two key practices they can adopt to set themselves up for success.
Faculty thought leaders from INSEAD, The Business School for the World speak frankly about the most pressing challenges facing today's firms and managers.
Netherlands