Two points of your post really called my attention: - The fact that you cannot manage a network, but its context, with which I agreee. Networks have a life of their own and you can only affect them as one of the players. The effect will depend on the roles you play in such a network. - "organizations need to support emergent work practices". I also agree with that, but I´ve been working for Learning departments for about 15 years now and I wonder how one could possibly measure this type of intervention. It´s been hard enough to measure the outcomes of regular training, and this approach brings more complexity to the scenery. To manage something as indeterminate as emergent work practices means: 1. manageres have to be prepared for uncertainty and for the development of new practices themselves. It takes a lot of context mapping to work with this approach. There are no "best practices" for emergent... 2. you´ll have to be very creative to measure the performance of your learning area or you can try to sell the idea that performance improvement is all that matters. But performance improvement can be the result of emergent work practices and also of many other organizational conditions. After all, it is a complex system and you´ll never have a single cause for an outcome, right:? How will we measure then? Is measuring relevant in this context? I strongly believe in these ideas, but think we will face a lot of reflection before people are secure to addopt such an approach. Regards and luck for all of us, @Luziata