Networks and Complexity (1)

Dave Snowden

Complex human systems, such as organizations, communities or economies, go hand-in-hand with networks. Networks can reveal various structures and various layers in complex systems – the connections (links) between the components are key. Figure 1 – Fully Connected Network.

On organisational change

Dave Snowden

It addresses the issue of organisational change using, in the main, a mapping and navigation metaphor. If we get heavy snow things will change, rivers can also flood but like all good walkers we have contingency plans and alternative routes we can follow.

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The Social Network Is the Computer

Irving Wladawsky-Berger

This ecosystem has been designed to stimulate and manipulate the human psyche, “to draw us in and persuade us to change how we shop, vote, and exercise, and even who we love.” The Social Network Is the Computer. It simply said The Social Network Is the Computer.

The Changing Workplace: Networks

Nine Shift

Moving one''s workplace organizational structure, and thinking, from a pyramid to a network is #3 of our Top 7 changes for a successful workplace in the 21st century. I have yet to see an Org Chart as a network rather than pyramid. And Boomer managers certainly are resisting the new procedures and policies of the network, holding on to the last-century Org Chart as a pyramid. Maybe the network is taking over more surrepticiously than I know.

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changing structures

Harold Jarche

“For the first time since the industrial revolution, organizations are changing at a fundamental level. The change is very much a work in progress in most organizations. Networked structure —. Changed role of leaders —. But we now have many examples of organizations that are fully functioning in an entirely new way — that is, new ideas about how the organization is designed, about how work gets done, how people relate to each other.” ” — Nancy Dixon.

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changing patterns of connectedness

Harold Jarche

” Working, Working Together, and Networking during the Web-Hype of the ‘Corona Crisis’. How can we network a web of transnational care?” Every fortnight — now known as a decade — I curate some of the observations and insights that were shared on social media.

time to change the world

Harold Jarche

Universities may be going online temporarily, or perhaps permanently, but the curriculum does not seem to have changed. Personal network mapping. Where and how to build your professional network. Some will do it and change the world, others won’t.”

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May the Network Force Be With You

Irving Wladawsky-Berger

As we know, The Force is a source of power for those who, like the Jedi , feel its flow. “The network force is similar,” wrote Silicon Valley network expert and entrepreneur James Currier in Your Life is Driven by Network Effects. “You don’t always see it, but it is exerting itself on you.

network literacies

Harold Jarche

Distributed governance was part of the conversation at RESET18 in Helsinki last month, where I discussed networks, communities of practice, knowledge-sharing, and sense-making, in the context of the Finnish civil service. I concluded that a network society needs networked models for organizing and for learning. Governments and their departments need to transition to the network form. Each network form will be different, so there are few best practices to follow.

stories for the network age

Harold Jarche

The TIMN model [Tribes + Institutions + Markets + Networks] developed by David Ronfeldt has influenced much of my own work in looking at how we are moving toward a network society and must create organizational forms that are beyond national governments and beyond markets.

changing with change

Harold Jarche

“ To change with change is the changeless state. Only the underlying properties, like network effects, are exempted from this rule and this is a potent realization. However, network relationships like communities, total aggregate API integrations of partners, total daily users contributing value, these cannot never be copied whole cloth on an increasingly low cost scale.

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toward a network society

Harold Jarche

But this form, dominated by Markets is unable to deal with the complexities we face globally — climate change, pollution, populism/fanaticism, nuclear war, etc. A quadriform society would be primarily guided by the Network form of organizing. The “quadriformist choice” is what we are seeing with the actions of Greta Thunberg , a sixteen year-old leading a global movement of students to take action on climate change.

smarter networks through better narratives

Harold Jarche

Leadership in a networked world is making our networks and communities smarter so they are able to make better-informed decisions. In early 2020 New Brunswick’s Education Minister, Dominic Cardy, worked very hard to make his network smarter.

Change in Education and What Needs to be Done

Stephen Downes: Half an Hour

Published as Change in Education and What Needs to be Done , 15 pages, 2020, Maysan Center for Future Studies. In recent months we as a global community have experienced a hard lesson about the nature of change. Either way, what we do today will change what happens tomorrow.

adapting to constant change

Harold Jarche

The future of [human] work is perpetual beta : adapting to constant change while still getting things done. The human work of tomorrow will not be based on competencies best-suited for machines, because creative work that is continuously changing cannot be replicated by machines or code. New methods and practices — often ‘just good enough’ — can be developed, used, modified, and eventually discarded as the nature of the work changes. Perpetual Beta.

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Ch-ch-ch-changes

Clark Quinn

Is there an appetite for change in L&D? There really isn’t any burning desire for change, or willingness to move even if there is. People can create or access portals to share created and curated resources, and social networks to interact with one another. That was the conversation I’ve had with colleagues lately. And I have to say that that the answer is mixed, at best. The consensus is that most of L&D is comfortably numb.

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Measuring Culture Change

Clark Quinn

Someone recently asked how you would go about measuring culture change, and I thought it’s an interesting question. So it’s plausible that you’d want to change, and if you do, you’d like to know how it’s going. the use of collaboration tools) or even activity in social networks. As a process, I think about what I might do before, during, and after any culture change initiative. Culture change is a journey, not an event, after all ;).

#3 Organizational Structures Have Changed

Nine Shift

Leaders are now befuddled about being inbetween the organizational pyramid of the last century and the organizational network of this century. The org chart is dead. What business leaders report is that the network is faster, more productive and more profitable than the pyramid. At LERN we have not done an org chart for 25 years, since we went virtual. The Org Chart is dead.

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networked unmanagement

Harold Jarche

What are fundamental changes necessary to shift the dominant organizational model toward stronger networks and temporary, mutually negotiated hierarchies? They have been provided with a lot of advice around business models from local government and industry, but they have not seen any models that reflect the reality of the network era: post-job, global, digital, mobile, complex, creative, agile, self-managing, etc. Jarche’s Principles of Networked Unmanagement*.

change the system, not the leader

Harold Jarche

Plus ça change, plus c’est pareil. It puts too much power in the hands of individuals and blocks human networks from realizing their potential. Even punishing the person in charge will change little. Changing leaders will not change the system from which they emerged. Depending on one person to always be the leader will only dumb-down the entire network. In the network era, leadership is helping the network make better decisions.

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The Internet of Things is Changing the World

Irving Wladawsky-Berger

“How the world will change as computers spread into everyday objects,” is the title of the lead article in a comprehensive review of the Internet of Things (IoT) in a r ecent issue of The Economist.

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Networks, networks, networks

Harold Jarche

It is within this context that one has to consider the business value of social networks, and their impact in helping people better connect with each other, and build sustaining relationships that enhance knowledge flows and innovation. A Man with a PhD: Natural selection: networks & diversity. It’s not the size of your network that matters but how you engage folks of diverse opinion & practice – Neighbor Networks.

the new networked norm

Harold Jarche

The network era began with the advent of electric communications, though it is by no means completely established. As we enter the network era we see companies like Apple dominating, often ignoring Wall Street pundits. With network effects, Google can control the online advertising market, making market competition almost irrelevant. Power shifts as a society’s organizing principles change. This may change how we think about leadership.

Networked Knowing

Harold Jarche

The theme was on the changing nature of work as we enter the network era and how learning is becoming integral to individual and organizational success. One hundred years later and we are witnessing a similar shift, from the industrial economy to the network era and a creative economy. Networks are beginning to replace hierarchies as the organizational model to get work done and exchange value. In networks, there is no need for standardized and replaceable jobs.

Nothing Has Changed. Everything Has Changed.

Charles Jennings

We know that the results of learning and development activities can only be determined by changes in behaviour (after all, at its heart that’s what ‘real learning’ is) and behaviour change needs to be measured in terms of what individuals, teams and organisations can do and are doing, that they couldn’t do previously, or what they’re doing better than before. But we need wider fundamental changes if we’re to do so at speed and scale. So, what are these fundamental changes?

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Creating an architecture for change

Dave Snowden

So we use military or economic force to remove said delete, now that hasn’t worked … we need to focus on creating an infrastructure within which a fluid series of changes over time can create a resilient society build around local networked agency. This is not only government it is also the way of all legitimate organisational change. Changing the constraints to allow the emergence of contextually appropriate practice within a locale.

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The rapidly changing workplace

Harold Jarche

8) So what have I learned that will help us change our own experience of work? In the network era, the fundamental nature of work will change as we first transition into a complex post-job economy. The major driver of this change is the automation of all procedural work, especially through software, but increasingly with robots. Our dominant work structures will change, giving up hierarchy for adaptability.

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Changing thinking, changing systems

Harold Jarche

“The challenge of the coming century is to change the value system of society. Working smarter draws upon ideas from design thinking, network optimization, brain science, user experience design, learning theory, organizational development, social business, technology, collaboration, web 2.0 patterns, social psychology, value network analysis, anthropology, complexity theory, and more.

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Restoring the Network of Bloggers

David Weinberger

The changes he sees in the Web he loves are distressingly real. While social networking sites like Facebook maintain a centralized, closed network of people, FOAF enables open, decentralized social networks to emerge. Your FOAF file lists who you consider to be in your social network — your friends, family, colleagues, acquaintances, etc. This would make it easier for blogging aggregators to gather and present networks of bloggers.

the network era trinity

Harold Jarche

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. There are advocates for a dual operating system to deal with the complexity of the networked era: one that is hierarchical and another that is networked.

an unstoppable force for change

Harold Jarche

see ‘ a world of pervasive networks ’ for background on these laws of media]. Societies change their basic organizing structures when the primary mode of communication changes [T+I+M+N]: from oral, to writing, to print, and now to electric (digital). As we shift our dominant communications medium from print to electric, our organizing methods must change as well. Ubiquitous networks have the potential to extend our humanity as we connect and understand each other.

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Networked learning in a changing world

Harold Jarche

A Baker’s Dozen: Principles of Value Networks | ValueNetworks.com by @vernaallee. The true shape and nature of collaboration is not the social network – it is the value network. Value networks are purposeful groups of people who come together in designated roles to take action or produce an outcome. Only through the power of value networks can we address our complex issues – together – and create a more hopeful future.

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Usability and Networks

Clark Quinn

As I mentioned in an earlier post , I have been using Safari and Google to traverse the networks. All this changed with the release of Firefox’s new Quantum browser. And, as long as I was changing, I tried DuckDuckGo again, and found it did have browser search. My point is that I’ve been leveraging the benefits of networks for a bloody long time. Network effects are true for people and for data.

principles of networked management

Harold Jarche

This is a good example of networked management, as opposed to scientific management (1911), which informed the past century of practice. Principles of Networked Management: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation that more creative work can be fostered.

Network thinking

Harold Jarche

Tweet Curtis Ogden at The Interaction Institute provides a very good summary of the differences between network-centric and hierarchy-centric thinking, called Network Thinking : Adaptability instead of control. One major challenge in helping organizations improve collaboration and knowledge-sharing is getting people to see themselves as nodes in various networks, with different types of relationships between them.

Digital Learning Research Network (dLRN)

George Siemens

I’m happy to announce the formation of the digital Learning Research Network (dLRN), funded by a $1.6m A second aspect of innovation for this grant will result in the development of a network of partner universities who are focused on increasing participation from sectors of society that currently are not entering higher education. Higher education is digitizing. All aspects of it, including administration, teaching/learning, and research.

networked knowledge creates value

Harold Jarche

As we enter the network era, the dominant technology is the internet and working knowledge is distributed through professional communities. In the network era, business is changing. In the networked knowledge triad , I tried to show how real value creation today happens outside the organization. Therefore people should develop value creation networks that connects to the world, beyond the current workplace. That stability comes from our networks.

Nordic leadership in times of extreme change

Harold Jarche

The network era is obsolescing many artifacts of the industrial market era — rigid hierarchies, master/servant work relationships — and retrieving aspects of previous eras — tribal affiliations, oral communication. We can learn from the past and the authors of Return of the Vikings: Nordic Leadership in Times of Extreme Change , provide us with a compass to see our way into an unknown future. The book is about leadership in times of extreme change. Return of the Vikings.

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OMG, its culture change time

Dave Snowden

And of course once blame has been allocated we end up with a visitation from the cultural change specialists with their tool kit of communication plans, key drivers, motivational posters, games and the like. It's a form of aversion therapy really, change now or we'll put you through a re-education programme. He starts by belittling the its the way we do things around here definition of culture by referencing the hopelessness of conventional attempts to change process.

Talking Shop with Network Designers and Weavers for Social Change

Beth Kanter

A part of my practice is around network design and facilitation and one of my most respected colleagues in this area is Eugene Eric Kim. Flisrand , who is a network weaver for sustainability networks, was in town and he was organizing an informal gathering. So, for this conversation about the art and craft of network design and weaving, he started us off with a ritual he learned from another network designer, Curtis Ogden. Networks Professional Networking

helping make the network smarter

Harold Jarche

The result of what Siilasmaa learned is an excellent example of the integration of learning and work, a necessity in the network era workplace. For that, we’ll need to change people’s behavior so that they look at everything around them as an opportunity to automate.” ” I discussed this in embracing automation : One small change that could have a major impact would be to look at everyone’s work from the perspective of standardized versus customized work.

implementing network learning

Harold Jarche

In the network era , developing the skills of a master artisan in every field of work will be critical for success. New ideas will have to come from our professional networks in order to keep pace with innovation and change in our fields. You know you are in a real community of practice when it changes your practice. Implementing the network learning model has many facets. Some general lessons can then be shared more widely in our social networks.

Some fundamental changes

Harold Jarche

The initial thesis of The Cluetrain Manifesto is that markets are conversations, but I think that theses 10 through 12 describe the big potential change in relationships brought on by the Internet. #10. Participation in a networked market changes people fundamentally. #11. People in networked markets have figured out that they get far better information and support from one another than from vendors. The deck is still stacked against networked individuals.

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