Conversations are markets?

Here are some observations and insights that were shared on social media this past fortnight. I call these Friday’s Finds.

@ayeletb: “I want to live in a world of possibilities and experiments; not a cookie cutter world, unless I am baking.“

“If you want to do something new, you have to stop doing something old. – Peter Drucker” – HT @reuvengorsht

@alanwbrown: “The cluetrain changed my life … seriously! So very interesting reading RT @johngoode: Is IoT waiting for Cluetrain?

Cluetrain states: The Market is the Conversation. Could that be reversed? The Conversation is the Market? If so, Cluetrain is what IoT is waiting for:

1. Individuals, Cities, Infrastructure and local authorities produce (and later, sell) IoT data.

2. Google, Amazon, Intel or similar builds a Meaning Engine: an IoT ingest warehouse. It publishes API’s for consuming data (for which it pays) and produces insight (which it sells).

I have no doubt the lawyers will do quite well from privacy, safeguarding and ownership matters.

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Rising from the ashes of management

If you want to destroy the entrepreneurial nature of work, then make management part of the hierarchy. Removing management from the hierarchy is probably the simplest thing that could be done to improve innovation and increase the motivation of those who really create business value.

Management at Asana is seen as service role, rather than the next step in the pyramid on the org chart. The usual model, where exceptional work leads inevitably to the management track is a mistake, Rosenstein argues. “The effect of that is that individual work is looked down on,” he says. “That is so caustic.”  – What managers do at a company that’s trying to replace them with software

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Everything Connects

A valuable practice advocated by the authors of Everything Connects is the art and craft of blueprinting, centred on the practice of decision mapping.

As you map decision after decision – and perhaps finding yourself making mistake after mistake – you’ll begin to recognize the elements of your identity, your various strategies, and the assets you’re drawing upon for a given decision.

Being mindful of our actions, like any discipline, takes time to master. This personal discipline can then become the foundation for organizational asset mapping, building something beyond ourselves, to include:

  • people;
  • insights;
  • capital;
  • infrastructure; and
  • ecosystem.

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Engaging Knowledge Artisans

Every organization today is trying to address the changing nature of work, driven by rapid technological change, and made more complex by global changes in economics, politics, and resources. Simultaneously we are seeing rapid advances in all the sciences and their intersections. But what about our structures that organize how people work together? Providing better tools and developing individual skills only address part of the needs of the digital workplace. There is also a need for cognitive skills that enhance creativity and initiative. For example, working and learning out loud in online social networks significantly change the flow of knowledge and influence power structures. Pattern sensing becomes all important. Even leadership has to be exercised in a different way from the hierarchical organization, understanding the dynamics of networks. (more…)

Democracy vs platform capitalism

Here are some observations and insights that were shared on social media this past fortnight. I call these Friday’s Finds.

A Digital Declaration – by Shoshana Zuboff

In the shadow and gloom of today’s institutional facts, it has become fashionable to mourn the passing of the democratic era. I say that democracy is the best our species has created so far, and woe to us if we abandon it now. The real road to serfdom is to be persuaded that the declarations of democracy we have inherited are no longer relevant to a digital future. These have been inscribed in our souls, and if we leave them behind— we abandon the best part of ourselves. If you doubt me, try living without them, as I have done. That is the real wasteland, and we should fear it.

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Self-determination at work

There’s a common saying that entrepreneurs should work on the business, and not in the business. It makes sense to stay above the day-to-day details in order to help steer the business. Perhaps it’s time to think of all businesses as networks of entrepreneurs. Everyone should be working on the business. As Peter Drucker said, “Nothing is less productive than doing what should not be done at all”. Being efficient at something that is not effective is a waste of time, and a cause for workers to mentally disconnect from the company. Efficiency for its own sake makes job a four-letter word.

How do you get an entrepreneurial mindset in a hierarchical, just-follow-the-rules, organization? Start by looking at what motivates people. Dan Pink popularized three key motivators in his book, Drive (2011): Autonomy, Mastery, Sense of Purpose. The basis of this is self-determination theory, which I think provides a clearer understanding of motivation at work, and from which the following image comes from. (more…)

Cooking out loud

The simple structure of the company, with its solidly embedded organizational chart restricting knowledge flow, cannot deal with the complexity of the networked economy. It takes too long to make decisions or try new things out. Looser hierarchies and stronger networks are required, but how do you go about this?

Working and learning out loud are essential practices that can change the nature of work. They help make transparent what is happening in the organization and democratize knowledge creation. First of all, everyone must be engaged in observing their environment. Then groups of people can work on problems together and learn as they work. The results of working and learning out loud can then be codified as network knowledge, which is always open for modification, as knowledge flow becomes knowledge stock. PKM – Seek > Sense > Share – is a core part of enabling knowledge to flow, unrestricted by hierarchies. (more…)

Create space for sense-making

Listening to a story about exploitation in the ivory tower on CBC Sunday Edition this morning made me realize how much we are prisoners of our current reality. The poorly paid contract teaching staff saw no way out of their plight and the professor-turned-administrator went from questioning the current system to promoting its inequalities as the only viable way to keep universities afloat. It seems that as soon as you identify with a system, whether it is good for you or not, then it becomes the only frame of reference. There was no discussion on what systemic changes could humanize the life of sessional instructors. Everyone sounded so powerless. (more…)

Post Labour Day Finds

Here are some observations and insights that were shared on social media this past fortnight. I call these Friday’s Finds.

We teach people how to remember, we never teach them how to grow. – Oscar Wilde” – via @BestOscarWilde

@ShawnCallahan – “The stories we find, and especially the ones we retell, change who we become.

@edmorrison – “Our challenge is not to banish hierarchies, but to balance them with open systems, properly guided.(more…)

Our education system stumbles into the future

It’s back to school time and education issues come to the fore with a provincial election in a few weeks. According to a local professor, the New Brunswick education system is too centralized, but it’s not just education. Addressing the problems of centralization is an issue with all established institutions as we shift from an industrial to a networked economy. First we might look at the underlying premises of the current system. According to SFU Professor Kieran Egan, in The Educated Mind, three premises compete for attention in our public education systems:

  1. education as socialization
  2. education as a quest for truth (Plato)
  3. education as the realization of individual potential (Rousseau)

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