There are two models that I regularly use when explaining how organizations need to integrate learning and working in the network era. Individuals need to master the ability to negotiate social networks, communities of practice, and teams doing complex or creative work. Personal knowledge mastery is the individual skill, while working out loud helps groups stay in close contact with the work flow. Everyone needs to be adept at cooperating in the openness of social networks in order to be open to possible innovative ideas. At the same time these workers have to be focused on co-creating value at work. They also need to find a trusted middle ground to test new ideas. Communities of practice become a business necessity and a professional development imperative. This is the network learning model.
Another model is the triple operating system, inspired by Valdis Krebs. This looks at network learning from the organizational perspective. Systems and practices need to be put in place so that workers can practice PKM while at work. This ensures awareness of the external environment. Workers also require communities of practice so they can examine multiple alternatives in emerging practices or determine how to deal with changing situations. Given a higher degree of awareness, and a greater number of viable alternatives, the organization can take action in a more coherent manner, taking into account the complex nature of the network era.