social learning powers distributed work

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Distributed work is here to stay, because many people like it, the pandemic is not over and there will be others, and market forces will seek to maximize profits and reduce labour costs. But Zoom calls all day are not going to create work environments where knowledge workers can deal with complex problems or create innovative solutions. The key to distributed work is social learning.

Distributed work is driving a work-from-anywhere culture and is increasingly reliant on asynchronous communication, as people move to multiple time zones. In order to share the necessary implicit knowledge needed for complex work, trust has to be developed. People only share with others they trust. This trust takes time to develop between people. How can they do this when they are not in the same office?

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we have met the enemy

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Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

The Twitter Paradox — “I loathe the fact that Twitter is a place where I am exposed to profound thoughts and new experiences, as well as a breeding ground for hate and harassment.” —@TheWorstDev

Before Tom Peters, before Peter Drucker, we had Mary Parker Follett by @TimKastelle

“There are three ways of dealing with difference: domination, compromise, and integration. By domination only one side gets what it wants; by compromise neither side gets what it wants; by integration we find a way by which both sides may get what they wish.” —Mary Parker Follett

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top tools 2021

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Every year, Jane Hart asks, “What are the most popular digital tools for learning and why?”. This is the fifteenth year Jane asked this question — and compiled the results into a valuable resource — and this is my tenth year responding.

Once again my responses have not changed much from my 2020 tools list. I explained last year why I used these tools.

Zoom has moved up, for obvious reasons given the pandemic and lockdowns. WordPress remains on top as it powers this blog, my online workshops, and our community. I have been listening to more podcasts this past year, so Overcast has moved into 10th place.

Two important sensemaking types of tools that everyone should use are feed aggregators and social bookmarks. Though the specific tools may change, everyone needs a way to control the push of information and a way to save, categorize, and annotate resources for later use. For the last two years I have I used Feedly and Pinboard.

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learning with others

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Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds. After a two-week hiatus I will slowly get back to more regular blogging.

@PicardTips — “Picard management tip: Keep group meetings short. Take your time with one-on-ones.”

@DThom_ — “Universities: let’s be leaders and innovate, innovate, innovate. Also universities: let’s not mandate vaccines unless everyone else does first.”

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making meaning

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Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

“The hardest part of teaching: Having to justify to students that what they’re learning in school is relevant and will be useful in the future.” —@AnaFabrega11

The Most Precious Resource is Agency

Agency is the capacity to act. More subtly: An individual’s life can continue, with a certain inertia, that will lead them on to the next year or decade. Most people today more-or-less know what they are going to be doing for the first twenty-or-more years of their life—being in some kind of school (the “doing” is almost more “being told what to do”). Beyond that age there is of course the proverbial worker, in modern stories usually an office worker, who is often so inert that he becomes blindsided by a sudden yank of reality (that forces him out of his inertia, and in doing so the story begins).

Gaining agency is gaining the capacity to do something differently from, or in addition to, the events that simply happen to you. Most famous people go off-script early, usually in more than one way. Carnegie becoming a message boy is one opportunity, asking how to operate the telegraph is another. Da Vinci had plenty of small-time commissions, but he quit them in favor of offering his services to the Duke of Milan. And of course no one has to write a book, or start a company. But imagine instead if Carnegie or Da Vinci were compelled to stay in school for ten more years instead. What would have happened?

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‘pointsification’

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In 2013 I wrote that work is already a game. Adding badges or other extrinsic motivators to professional learning only detracts from the real game. Gamification also creates incentives that, when removed, may result in going back to previous behaviours.

In a Twitter thread Ana Lorena Fabrega discusses gamification and suggests that it is often ‘pointsification’.

“Pointsification ties to external motivation—free time, tasty treats, or bragging rights. It’s taking the things that are least essential to games and making them the core of the experience.
The problem with pointsification is that it’s not sustainable.

While it may help tweak some behaviors in the short term, it doesn’t work for long enough to build actual skills.

Pointsification ‘solutions’ miss the heart of what makes a gameful experience effective for learning.”

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leadership in a distributed workplace

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Distributed, remote, and even hybrid work have one similar quality — they expose cracks in the system that could be covered over in face-to-face settings. They make dysfunctional workplaces transparently obvious. Distributed work, like online teaching, has to be much more explicit. Both require excellent communication skills, especially writing, because the work becomes more asynchronous. In a global economy, work is distributed across both space and time.

Those in leadership positions — servant leaders — have to manage networked contributors working in environments that are transparent, diverse, and open. Anything less is sub-optimal. They need the skills developed by leading multiple players in online role-play games — creating highly motivated and remote collectives to battle elves or aliens or build civilisations. These skills are not taught in business schools and few senior managers or executives have them today.

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returning

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Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

“Always urgent, but never specific. That should get the result you want.” —@MeetingBoy

“Saying it’s ‘post-pandemic’ because your regional lockdown is over is like saying it’s ‘post-climate change’ because the flooding in your town receded.” —@emorwee

“Vaccine efforts, and much of public health for that matter, are about convincing and manipulating people rather than providing them options, data, or decision-making tools. The base assumption is that the public is stupid and that the information they get must be carefully controlled and metered. That approach doesn’t work well in a networked information-rich environment. To compensate for this and achieve planned outcomes, network technology companies are being enlisted to actively control, censor, and manage public discussions on public health. NOTE: we saw this happen with [US] politics in 2019.” —@JohnRobb

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post-production society

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Technology at Work v6.0 — The Coming of the Post-Production Society, is the latest research report from Citi Global Perspectives & Solutions, published in June 2021 [Disclosure: Citi is a client]. One year ago I summarized the previous version, The New Normal of Remote Work. I concluded that most people would like the option to work from home, most of the time. This is especially true for knowledge workers. They have tasted it, and in spite of the challenges of being forced into what I would prefer to call ‘distributed work’ — they like it.

The report has four chapters.

  1. The Post-production Society
  2. Covid-19 and Digitization
  3. Fiscal Policy — From Life Preservers to Stimulus
  4. Inventing the Future

I will highlight a few sections of interest, but there is much more in this +100 page report.

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ITA Jay Cross Award 2021

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internet time allianceThe Internet Time Alliance Award, in memory of Jay Cross, is presented to a workplace learning professional who has contributed in positive ways to the field of Informal Learning and is reflective of Jay’s lifetime of work.

Recipients champion workplace and social learning practices inside their organization and/or on the wider stage. They share their work in public and often challenge conventional wisdom. The Award is given to professionals who continuously welcome challenges at the cutting edge of their expertise and are convincing and effective advocates of a humanistic approach to workplace learning and performance.

We announce the award on 5 July, Jay’s birthday.

Following his death in November 2015, the partners of the Internet Time Alliance — Jane Hart, Charles Jennings, Clark Quinn, and myself — resolved to continue Jay’s work. Jay Cross was a deep thinker and a man of many talents, never resting on his past accomplishments, and this award is one way to keep pushing our professional fields and industries to find new and better ways to learn and work.

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