As my understanding of open-source software, such as Linux, has grown, it has given me time to ponder the lessons organizations of all sizes can take from understanding its underlying philosophy.

In lay terms, open source software gives the public free access to source code for redistribution, modification and creation of derivative works as long as any changes are made available to others to use. The speed at which this allows evolution to occur is astonishing compared to the slow pace of conventional software development in closed proprietary systems.

What is most thought provoking, however, is that open-source offerings have grown (and continue to do so) primarily through a pool of passionate volunteers who freely contribute their time to improving the source code. In the 21st century knowledge economy (where speed to market and the ability to harness the full creativity, commitment and intellectual capacity of one’s workforce has been identified as a key driver of business success and sustainability) understanding what has inspired so many to contribute so much without financial compensation bears examination. (more…)

In the early 90s I spent six months traveling throughout Nepal, Vietnam, Cambodia, Thailand and Burma. While I was struck by the extreme poverty and poor living conditions of the majority of people in these countries, I was also impressed by their creativity in making full use of what little they had.

Old equipment is kept running as long as possible and broken machines are scavenged for parts and recycled back into the market. Every part of an animal is used for food. While some of the things they ate challenged my western palate, I certainly admired their ability to follow the principle of “waste not, want not” to its utmost degree.

I contrast this with the five years I spent in Japan where regular dai gomi or “big garbage” days saw some streets near my home piled two feet high for a full block with ‘fridges, stoves, stereos, televisions, dishes, desks, kitchen tables, chairs and even computer equipment that was in perfect working condition. (more…)

Conflict between work and life responsibilities, while by no means a new issue, is becoming increasingly high profile as research pours in on its direct and indirect costs to organizations. A study by Duxbury and Higgins, The Report on Work-Life Conflict in Canada in the New Millennium (Duxbury and Higgins, 2003), estimates costs associated with work-life conflict to range from $4.5 to $10 billion annually. As a result, programs promoting and supporting work-life balance are on the increase.

Now I may be too much of a Type- A personality, but “balance” has never been something that excited me, so this trend led me to investigate this topic and eventually to begin writing my forthcoming book, Beyond Balance. The book will examine why balance, while part of the solution, is also a barrier to creating healthier individuals and organizations. (more…)