Posts Categorized: ConnectedEnterprise

connecting cooperation and collaboration

According to The Collaboration Paradox: Why Working Together Often Yields Weaker Results, some of the reasons that workplace collaboration fails is due to: overconfidence in our collective thinking; peer pressure to conform; and reliance on others to do the work. The article goes on to show that collaboration works when: we work with people with… Read more »

the self-governance maturity model

“If we emphasize Autonomy, the Node Artifact, Autonomy as the core organizing principle, this will result in individuals, small groups and tribes, forming complex responsive flows e.g. through conversations and flexible ad hoc structures.” – John Kellden In the triple operating system (Awareness>Alternatives>Action) work gets done by self-governing work teams with a degree of autonomy operating… Read more »

a triple operating system

Governance, business, and learning models are moving from centralized control to network-centric foundations. For instance, coalition governments are increasing in frequency, businesses are organizing in value networks, and collaborative and connected learning is becoming widespread. In these cases, collaboration (working for a common objective) and cooperation (sharing freely without direct reciprocity) flow both ways. There… Read more »

the trinity model

Update: see implementing a triple operating system for a more current view — Following up on my last post, the network era trinity, I have put together two images to synthesize the multiple concepts behind them. These images are my attempt to create a simple model that explains how networked organizations need to operate differently…. Read more »

the network era trinity

Governance, business, and learning models are moving from centralized control to network-centric foundations. For instance, coalition governments are increasing in frequency, businesses are organizing in value networks, and collaborative and connected learning is becoming widespread. In these cases, collaboration (working for a common objective) and cooperation (sharing freely without direct reciprocity) flow both ways. There… Read more »

you are only as good as your network

I’ve worked as an organizational learning & performance consultant since 1998. Every year I get new challenges but usually I have something in my toolbox that fits the requirement. Then one day in 2012 I was asked to solve a problem for a client that I did not have a clue how to even begin… Read more »

leadership archetypes

Ubiquitous digital networks are extending our capacity to listen and speak with others. In a hyperlinked world, we can tap multiple global perspectives and easily push our own views through various free and inexpensive media options. This is making many traditional centres of expertise, like news sites, obsolete. At the same time, access to important… Read more »

diverse networks, strong relationships

Sharing complex knowledge requires trusted professional relationships. You cannot just throw people together and hope they will work effectively on difficult problems. “strong interpersonal relationships that allowed discussion, questions, and feedback were an essential aspect of the transfer of complex knowledge” – Hinds & Pfeffer (2003)

principles of networked management

At Red Hat, the enterprise IT company,  “managers focus on opportunities, not score-keeping”. ‘We also rely on associates’ peers and communities to informally assess how people perform. We pay attention to their reputations and how they are regarded by others. We look at the scope and quality of their influence. The result is that rather… Read more »

network leadership = adapting to perpetual beta

Even five years ago it was not the norm to work at a distance. Employers wanted to keep workers on-site when it made no sense. Some asked for people to do virtual work, but still required they be on-site. Virtual work is no longer limited to mostly free-agents, as many salaried employees today work at… Read more »