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About John Turner
John R. Turner, Ph.D.,is an associate professor at the University of North Texas for the Department of Learning Technologies in the College of Information. He began his career in engineering after receiving a bachelor’s degree from Maine Maritime Academy. His career in engineering spanned over 15 years including four years of international experience (China, South Korea, Argentina). After leaving engineering he completed a second bachelor’s degree in psychology from the University of Arkansas at Little Rock, followed by a master’s degree in human resource development from the University of Texas at Tyler. He completed his doctorate from the University of North Texas in Applied Technology & Performance Improvement (ATPI).
He currently serves as the Editor–in–Chief for Performance Improvement Quarterly(PIQ) journal. His research interests are in team science, team cognition, leadership, performance improvement, knowledge management, theory building, complexity theory, multilevel model development and analysis techniques.
He is the co-creator of The Flow System and the co-author of The Flow Guide, The Flow System Guide, The Flow System: Key Principles and Attributes, and the co-author of the book The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity.
He published a number of book chapters and research articles in: Advances in Developing Human Resources; Human Resource Development Review; European Journal of Training & Development; Human Resource Development Review; IGI Global; INTECH Open; Journal of Information and Knowledge Management; Journal of Manufacturing Technology Management; Journal of Knowledge Management; New Horizons in Adult Education & Human Resource Development; Performance Improvement; Performance Improvement Quarterly; Systems (MDPI); The International Journal of Technology, Knowledge, & Society; and World Scientific.
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Books By John Turner
eBook ISBN: 978-0-578-80919-9
A holistic FLOW based approach to delivering Customer 1st Value. Built on a foundation of the Toyota Production System (TPS/LEAN) and the new Triple Helix of Flow creating the DNA of Organizations.
The Flow System enables business growth through eliminating non-value-added activities, fostering an environment for innovation, enabling the rapid delivery of value, and shortening the time to market. The Flow System provides a re-imagined system for organizations to understand complex problems, embrace distributed leadership, and build high performing teams.
The Triple Helix of Flow relates to the interconnected nature of the three helixes:
Complexity Thinking Helix – A new form of thinking to aid the understanding of uncertainty and complex adaptive systems.
Distributed Leadership Helix – An emergent hybrid leadership model that is capable of making bold and disruptive moves across an industry.
Team Science Helix – A multidisciplinary field that studies all things related to teams and small groups in the workplace.
The Triple Helix identified the interactions between and among agents (people, machines, events…) that emerge into new patterns, networks, and knowledge to advance an organization’s ability to be more innovative, adaptive, resilient, and agile when operating in complex environments.
“The Flow System shows how to generate and nurture self-organizing teams that mobilize the full talents of those doing the work to cope with dizzying change and complexity, while also drawing on the contributions of those for whom the work is being done—the customers.”—Steve Denning, author of The Age of Agile
“Organizations that pull off this triple helix trick of thinking about the complexity of their systems and the environment in which they’re operating, distributed leadership to engage the collective intelligence and creativity of the organization, and building teams of teams so the whole is greater than the sum of the parts, have a good chance of keeping up and staying ahead.”—Steve Spear, MIT Sloan School senior lecturer, author of The High-Velocity Edge
“The Flow System’s Triple Helix provides many of the tools and ways of thinking we will need to do that; it is agile without being doctrinaire about Agile.”— David Snowden, creator of the Cynefin Framework, Chief Scientific Officer of Cognitive Edge.
A correction to the “Acknowledgments” section on page 18 is in order. The original version stated that the Cynefin Framework was derived by Cynthia Kurtz and Dave Snowden. The origination of the Cynefin Framework did come from published refereed articles that predated the Kurtz and Snowden (2003) article titled “The new dynamics of strategy: Sense-making in a complex and complicated world.” One such example is in the article from Snowden (2002) titled “Complex acts of knowing: Paradox and descriptive self-awareness.” The references for these two articles are listed below to provide clarity on this issue.
Kurtz, C., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483. https://doi.org/10.1147/sj.423.0462
Snowden, D. (2002). Complex acts of knowing: Paradox and descriptive self-awareness. Journal of Knowledge Management, 6(2), 100-111. https://doi.org/10.1108/13673270210424639
Other content contributions by Milica Begovic, Elmi Bester, Chris Bolton, Mary E. Boone, Greg Brougham, Anne Caspari & Johann Entz-von Zerssen, Chris Corrigan, Jennifer Garvey-Berger, Carolyn Coughlin, Keith Johnston & Jim Wicks, Friso Gosliga, Riva Greenberg & Boudewijn Bertsch, Lou Hayes Jr., Steve Holt, Trent Hone, Harold Jarche, Iwan Jenkins, Alicia Juarrero, Gabriel Jurj, Liz Keogh, Marion Kiely & Ellie Snowden, Robert Koch, Steve McCrone & Ian Snape, Anne McMurray, Anna Panagiotou, Ann Pendleton-Jullian, Vivienne (Viv) Read, Kendra Rosencrans, Peter Stanbridge, John Turner & Nigel Thurlow, Jesko von den Steinen, Juanita Uribe & Andrés Jiménez, Simon Wardley, Gary Wong & Michael Cheveldave, and Jules Yim.
This supplemental guide includes six attributes for The Flow System, two attributes for Customer 1st principle, one attribute for the principle FLOW of value and the Triple Helix of Flow, seven attributes for the complexity thinking helix, 11 attributes for the distributed leadership helix, and 22 attributes for the team science helix.