Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.
@hrheingold: “Don’t refuse to believe; refuse to start out believing.” #crapdetection
@nielspflaeging: “Any tool involving points and badges is superfluous, even systematically destructive in an organizational context.”
1) Narrow down the domain and purpose (i.e. make it attainable)
2) Hire a community facilitator, or even better, a social artist?
3)Reduce bottlenecks and start with ‘low hanging fruit’ type of platforms.
4) Modeling how to be social is critical.
5) Learning might lead to collaborative works.
6)CoPs grow like gardens and that’s why developmental evaluation is becoming really interesting to me.
Teachers and many parents understand that children’s development is far too complex to capture with an hour or two taking a standardized test. So resistance has been met with legislated mandates. The test company lobbyists convince politicians that grading teachers and schools is as easy as grading cuts of meat. A huge publishing company from the UK has spent $8 million in the past decade lobbying Congress. Politicians believe that testing must be the cornerstone of any education policy.
In June of this year, [Chalene’s Johnson’s] Twitter account was hacked, as was her main Instagram account. She shared this sad tale on her podcasts … Upon completing the tedious and time-consuming task of recovering from the hack, Chalene researched password managers to ensure she’d never have to endure such an experience again. At the end of her quest to find the best password manager, Chalene discovered 1Password!
The implication for policy is that there is no inescapable trend in occupational developments. The pervasive forces of technical change or international trade do not necessarily polarise or upgrade occupational structures: different policies and contexts can significantly alter their effect. And as in many other areas, the Scandinavian countries provide the most attractive example.
Ultimately, Tomasello’s research on human nature arrives at a paradox: our minds are the product of competitive intelligence and cooperative wisdom, our behavior a blend of brotherly love and hostility toward out-groups. Confronted by this paradox, the ugly side—the fact that humans compete, fight, and kill each other in wars—dismays most people, Tomasello says. And he agrees that our tendency to distrust outsiders—lending itself to prejudice, violence, and hate—should not be discounted or underestimated. But he says he is optimistic. In the end, what stands out more is our exceptional capacity for generosity and mutual trust, those moments in which we act like no species that has ever come before us.
The proper way to conduct ourselves in the complex domain is through experiments. Constant, short, safe-to-fail experiments that give us empirical data on what works. Successful experiments are scaled up, unsuccessful ones we learn from and then forget.
Yet blind experiments, random shots in the dark, are not effective. We need something to guide our experiments. When we understand our business and our organizations as a system, we can make educated guesses on what would lead towards better performance for the whole company. Systems thinking helps us find leverage.