complex networks of trust

Harold Jarche

Networks of trust are what create value for society. Only global networks of trust can work on this complex problem. These networks start with individuals connecting to each other. The world is too complex for elites and hierarchies. What is innovation? —

Thinking about Networks – 2

Dave Snowden

It is funny, when we think about networks, we think about groups, communities, systems, and other complex collections of interacting entities. Yet, the most popular social network metrics are “individual centralities”! Who spans the most structural holes in the network? We are looking at complex interconnected systems yet we are focusing on individuals. They are important for how they weave the network — what they do for the whole community.

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learning with complexity

Harold Jarche

Two technologies — machine learning , and the internet — are changing our understanding of the world by showing that we really cannot understand large scale complexity. “We don’t use these technologies because they are huge, connected, and complex. Sensemaking is becoming a critical skill in our complex world. We can do this between ourselves by connecting and engaging with a diverse network of knowledgeable people using the internet. Complexity

Build trust, embrace networks, manage complexity

Harold Jarche

Hierarchies, simple branching networks, are obsolete. We have known for quite a while that hierarchies are ineffective when things get complex. Most organizations still deal with complexity through reorganization. A connected enterprise starts by building a foundation of trust, embracing networks, and then managing complexity. Networks. This is why everyone, from an individual contributor to the CEO, has to understand networks. Complexity.

Complexity and Collaboration

Harold Jarche

Collaboration is the only chance for a solution.&# timkastelle Nice post from @EskoKilpi: Complexity. The sciences of complexity change our perspective and thinking. Collaboration Is More Important Than Ever by @elsua. To us all, like I said, collaboration is not a nice thing to have, but a critical success factor of not only what we do, but who we are as knowledge workers doing Web work day in day out. Tags: Friday's Finds complexity

self-managing for complexity

Harold Jarche

How can they most effectively learn the skills required in the complex domain? How can we prepare people to work in complex, and not highly ordered, work environments in which most problems are exceptions from which some emergent solutions can be continuously developed, learned, and shared? If we want to help people deal with complex problems and environments then they need to learn and practice in these. Complexity

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.

working collaboratively and learning cooperatively

Harold Jarche

The sharing of complex knowledge — the type of which creative knowledge workers use — requires strong social ties and trusted professional relationships. Collaboration + Cooperation. Two types of behaviours are necessary in the network era workplace — collaboration and cooperation. Cooperation is not the same as collaboration, though they are complementary. Teams, groups, and markets collaborate. Improving Organizational Performance.

complexity in the workplace

Harold Jarche

In my post on complexity and learning, I said that work in networks requires different skills than in hierarchies. Collaboration is working together for a common objective, usually directed through someone in authority. Read more » Complexity ConnectedEnterprise SocialLearningCoordination is making sure things get done effectively and efficiently. Most organizations do this well.

The Collaborative, Sharing Economy

Irving Wladawsky-Berger

One of the most intriguing was The Collaborative Economy , by Jeremiah Owyang , a partner and analyst at Altimeter Group , whose research focuses on the changing relationships between companies and their customers. . The collaborative economy feels very different. In his excellent research report on the subject, Owyang explains what the collaborative economy is all about. We refer to this trend as the Collaborative Economy , defined as.

Beyond collaboration

Harold Jarche

In A Wicked Problem , I said that all levels of complexity exist in our world but more and more of our work deals with real complex problems (in which the relationship between cause and effect can only be perceived in retrospect), whether they be social, technological, or economic. Complex environments and problems are best addressed when we organize as networks, work to continuously develop emergent practices; and cooperate to advance our aspirations.

Coherence in complexity

Harold Jarche

Anecdote reports that John Kotter, leadership guru , is accepting that methods like his 8-step process for leading change may not be effective in the face of complexity. The majority of the [ HBR Paywall ] article is focussed on a ‘new’ concept Kotter calls ‘Strategic Accelerators’ In effect, he is talking about using Communities of Practice/collaborative networks to tap into the power and agility of the informal capabilities of an organisation.

simple structures for complex problems

Harold Jarche

What is the optimal digital transformation technology for a networked organization? It is a suite of capabilities that foster an organizational culture that is constantly learning in order to understand and engage the complex environment in which it lives. A networked organization embraces democracy and self-governance. Networked management requires networked leadership (collaboration). A networked culture adapts to life in perpetual beta (cooperation).

connecting cooperation and collaboration

Harold Jarche

According to The Collaboration Paradox: Why Working Together Often Yields Weaker Results , some of the reasons that workplace collaboration fails is due to: overconfidence in our collective thinking; peer pressure to conform; and. The article goes on to show that collaboration works when: we work with people with different skills; we do what each person does best; and. This shows the underlying problem with collaboration.

Managing in Complexity

Harold Jarche

As our markets and technologies get more complex, we need new models to get work done. However, complex systems are not fully knowable, though they can be partially understood through interaction with them. If companies want to remain competitive in the global market, they need to focus on complex and creative work. Much of complex work is in exception-handling and when exceptions are the rule, rigid rules must become the exception. complexity Wirearchy Work

social learning for complex work

Harold Jarche

Is it in our organizational filing systems and intranets, or rather on the Web or in our professional social networks? It’s a question of complexity. Complex systems and learning how to work with them cannot be controlled. If you are working in a complex system, you will never be able to know everything. For instance, the environment and communities are complex systems that cannot be controlled, only influenced. Complexity SocialLearning

Blockchain - the Networked Ecosystem is the Business

Irving Wladawsky-Berger

The essence of blockchain, notes the report , is that the unit of competition is the networked ecosystem , no longer a single enterprise. “As blockchain adoption continues to gather momentum, organizations must approach their blockchain strategies with the same rigor and commitment as any other new and transformative strategies. In search of value - From “The Network is the Computer” to “The Ecosystem is the Business”.

Workforce collaboration in the network era

Harold Jarche

Tweet Hyperlinks subvert hierarchy, and networks subvert standardization. As jobs are to departments , roles are to networks. Eric Mcluhan states that in the new [network] era; “ jobs disappear under electric conditions and they are replaced by roles. In the 21st century workplace, roles are emergent properties of value networks , not pre-defined by HR. Everyone is struggling to understand the network era, but no one is budging from their observation position.

No cookie cutters for complexity

Harold Jarche

Five years later, Dave Snowden makes a similar observation, sparked by a KPMG marketing brochure on “cutting through complexity” Dave concludes: If a consultancy firm really wants to help their clients they they should support them in living with complexity, riding its potential, avoiding reductionist approaches, engaging customer and staff in a sensing network. Complex problems require require different thinking. complexity

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. Meanwhile, collaborative work is dominating both transactional and production work. The future of valued, human work is in addressing complex problems and coming up with creative solutions.

Scale and Complex Systemic Innovation

Irving Wladawsky-Berger

It favors large companies because of their ability to address complex systemic problems, manage the large-scale ecosystems that solving such problems requires, and bring their solutions to market all round the world. This kind of complex systemic innovation leverages lots of known ideas and makes them work together to help address important problems. Mandel cites the ecosystems surrounding the iPhone, Android and 4G mobile networks as examples.

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Re-wiring for the Complex Workplace

Harold Jarche

Complexity is the new normal. Almost every person is connected to worldwide communication networks. In the network era, learning and working are tightly interconnected. Connected knowledge workers need more than directives; they need ongoing, real-time, constantly-changing, collaborative, support. Today’s complicated organizations are now facing increasingly complex business environments that require agility in simultaneously learning and working.

Exception handling is complex work

Harold Jarche

Tweet How is work different in a networked economy? Complex, new problems need tacit knowledge to solve them. Exception-handling is becoming more important in the networked workplace. Exceptions require collaborative approaches to solve. Exception handling is complex work, which requires passion, creativity and initiative. This is where the main value of the networked business is created. complexity Wirearchy

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*.

Open, Collaborative Trust Frameworks

Irving Wladawsky-Berger

Open, collaborative approaches have been successfully applied to the development of some of the most consequential, disruptive initiatives of the past few decades, like the World Wide Web and Linux. Self-organizing, open communities are now well accepted as a production model for complex initiatives with major societal benefits, - like trust frameworks. A couple of weeks ago I attended a workshop on Inventing the Future of Finance cosponsored by ID³ and the MIT Media Lab.

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. complexity NetworkedLearning Work

The Science of Complex Systems

Irving Wladawsky-Berger

When I look back over my long, relatively eclectic career, complex systems have been a common theme in all the activities I’ve been involved in. It started in the 1960s, when I was an undergraduate and graduate student at the University of Chicago majoring in physics, - the study of complex natural systems. The research for my thesis was focused on the highly complex world of atoms and molecules.

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Bringing the human element and complexity thinking to rebuilding resilience in Puerto Rico

Dave Snowden

This project focuses on the rebuilding of Puerto Rico after Hurricane Maria and provides us with an opportunity to collaborate on the real-time decisions being made around the reconstruction. We will focus on bringing the transdisciplinary human element and complexity thinking to a fascinating mix of disciplines, ranging from hydrological, electrical and mechanical engineering, meteorology, climatology, and social ecology to data science and social science.

Extending collaboration toward cooperation

Harold Jarche

Mostly for internal collaboration, according to an Ipsos study commissioned by Microsoft to survey 9,908 global information workers about how they use social tools to get work done, available at The Worldwide Watercooler. Notice how these stated uses generally align with the collaborative & cooperative competencies I identified in my post on cooperation in the networked workplace. Most people want to be collaborative as well as cooperative in order to do better work.

cooperation for the network era

Harold Jarche

Clark Quinn recently asked , as have many others, the difference between collaboration and cooperation, and why it is important. collaboration means ‘working together’. That’s why you see it in networks. Cooperation makes more sense as the term to describe working together in a networked and non-directed relationship. This is an important distinction from collaboration. He also says that cooperation, not collaboration, is a driver of creativity.

Network Era Skills

Harold Jarche

It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured in the network era. Business in the network era is connecting companies to their markets through knowledge workers having conversations in communities and social networks. This is where enterprise social networks have helped organizational learning.

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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. In these cases, collaboration (working for a common objective) and cooperation (sharing freely without direct reciprocity) flow both ways. Networks are in a state of perpetual Beta.

Organizations and Complexity

Harold Jarche

Tweet I’ve discussed this table before, but I’d like to put it all the links together to highlight what we need to do with our organizations and structures to deal with complexity. Complexity. Value Networks. How we can support emergent practices in the increasingly complex enterprise: COMPLEXITY. Patti Anklam , in discussing value networks and complexity states: Understanding of complexity provides a practical guide to managing context.

Collaborative Modelling in AR (and VR)

Clark Quinn

And one that I thought was intriguing was co-creating, in particular collaboratively creating models that were explanatory and predictive. Models are hard enough to capture in 2D, particularly if they’re complex. And, we know that collaboration is more powerful than solo ideation. So, a real opportunity is to collaborate to create models. They might even collaborate on doing that.

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. willing cooperation” = lessening the emphasis on teamwork and collaboration and encouraging wider cooperation.

Social Learning, Complexity and the Enterprise

Harold Jarche

Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards. ~ Our relationship with knowledge is changing as our work becomes more intangible and complex. However, when you look at the modern organization, it is moving to a model of constant change, whether through mergers and acquisitions or as quick-start web-enabled networks.

Loose Hierarchies, Strong Networks

Harold Jarche

When I wrote that the only knowledge that can be managed is our own , I wanted to highlight that command & control methods do not work well in this network era that is replacing the industrial/information era. In our increasingly complex work environments, we should should take the advice of Snowden & Kurtz who recommend “ loose hierarchies & strong networks ” as shown in this image by Verna Allee. Loose hierarchies, strong networks.

Cognitive Edge announces training courses for 2016 – Working with Complex Problems

Dave Snowden

Today we’re announcing practitioner-focused courses on complexity and the Cynefin framework. Course 1: Dealing with Complex Problems. collaboration. Course 2: Managing in Complexity. While there will be theory, the focus is on the practical application of Cynefin and other related complexity-based methods. Topics will include: An introduction to Complexity Thinking – and its implications for leadership & management.

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. While getting work done collaboratively will continue to be of importance in all organizations, it will not be enough. New ideas will have to come from our professional networks in order to keep pace with innovation and change in our fields. Implementing the network learning model has many facets.

Distributed research needs collaborative researchers

Harold Jarche

” It seems Sanofi is moving to a more networked way of doing business. That’s the challenge of the networked organization. People who have been working in silos for decades may not immediately embrace a more diverse and complex networked way of doing business. Innovative ideas often come from loosely knit external learning networks. As research becomes more networked, researchers will need to be more collaborative.

On the Complex Evolution toward Mobile Digital Payments

Irving Wladawsky-Berger

Apple Pay is embracing a number of industry standards , including NFC (near-field communications) for contact-less payments; Secure Element , a dedicated device chip; and network-based tokenization to protect sensitive financial data. Apple is collaborating with the big credit card networks, several banks and a number of merchants in the development and deployment of Apple Pay.

It’s the network …

Harold Jarche

Tweet I presented on Managing in a Networked World at DevLearn 2011 today in Las Vegas. How do you manage a workforce that is both nomadic and collaborative? Thinking like a node in a network and not as a position in a hierarchy is the first mental shift that’s required to move to a collaborative enterprise. The new traits of the collaborative worker are Passion, Creativity, and Initiative. 21C_Leader complexity NetworkedLearning

In a complex society

Harold Jarche

In the network era, it’s all merging. To understand the power of social media for learning and collaboration (not marketing, where all the effort is currently) we have to become the change we want. That means engaging in social media and learning how to learn in a network. In complexity, we have to think about emergent practices, which means jumping in and immersing ourselves in the environment in order to start making sense of it.