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immunize for complexity

Harold Jarche

It comes from the 1990’s but is still in use to describe the complex and chaotic world of business, politics, and technology. Complexity. Peter Hinnsen, in The Network Always Wins , describes the antidote to VUCA as VACINE. Network. 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. Networks. Networks are in a state of perpetual Beta.

Networks thrive in complexity

Harold Jarche

In complex environments, weak hierarchies and strong networks are the best organizing principle. One good example of complexity that we can try to fathom is nature itself. Networks thrive in nature. The Internet has given us a glimpse of the power of networks.

complexity and social learning

Harold Jarche

As we transition from a market to a network economy, complexity will increase due to our hyper-connectedness. Managing in complex adaptive systems means influencing possibilities rather than striving for predictability (good or best practices).

Understanding complexity

Harold Jarche

Thinking of complex adaptive systems as merely complicated entities that can be regulated like machines can lead to disaster, as Niall Ferguson shows in his recent book. Human systems are complex. This lack of understanding is the major barrier to success in the network era.

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 network of strategic accelerators complements the formal systems; it does not replace them.

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.

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. The new networked workplace requires both collaboration and cooperation.

simplifying the complexity

Harold Jarche

Complex Problems. I like complex problem-solving. Perhaps my most interesting project was when a client gave me a statement of work to ‘simplify the complexity’ I did not have a solution but felt that with my extended networked I would be able to solve their problem.

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The Power of Networks in a Complex (Business) World

Luis Suarez

To them, social networking is just a complete waste of time. Did I just read right that we, networks of species , are connected by bacteria with one another throughout our very own history, from way back at the beginning of time?

Organize for Complexity

Harold Jarche

” Well I think Niels has answered much of that question himself, in his recent book Organize for Complexity. We call this “disciplined practice” Fads like business analytics, knowledge management, and big data will never make organizations fit for complexity.

No cookie cutters for complexity

Harold Jarche

As social learning, collaboration, and even complexity become mainstream concepts, the array of products and services around them are becoming commoditized. Some of this is due to their own difficulties in facing complexity and not having the time or energy to dig into these concepts.

A guide to complexity and organizations

Harold Jarche

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication.

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. complexity NetworkedLearning Work

Organizing for diversity and complexity

Harold Jarche

It comes down to the fact that what we know and do inside our organizations is insufficient to address external complexity or to be innovative. Part of the answer is in supporting communities of practice as a bridge between external networks and those doing the work.

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. Exception handling is complex work, which requires passion, creativity and initiative.

Absorbing complexity with PKM

Harold Jarche

Anne Marie goes on to explain how important professional learning networks are to each and every one of us. Networked learning is not just good for your organization, but you as a person. We both use social technologies to reach out into the complexity and try to make sense of it.

PKM 84

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. This is where enterprise social networks have helped organizational learning.

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Network Era Fluency

Harold Jarche

Today, it’s all about networks, something you were most likely not taught about in school. What happens as we become a quadriform society (Tribes +Institutions +Markets +Networks)? Big data is also networked data. We need network fluency.

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.

networked unmanagement

Harold Jarche

What are fundamental changes necessary to shift the dominant organizational model toward stronger networks and temporary, mutually negotiated hierarchies? Jarche’s Principles of Networked Unmanagement*.

cooperation for the network era

Harold Jarche

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. For example, Jérôme Delacroix also sees cooperation as the suitable term for what we do in networks [in French].

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. Re-wiring for complexity. complexity Learning Wirearchy

Networked individuals trump organizations

Harold Jarche

We can look at this change from the perspective of knowledge networks, in which most of us will be working, whether we are farmers or software engineers. A knowledge network in balance is founded on openness which enables transparency. complexity SocialBusiness Wirearchy

diverse networks, strong relationships

Harold Jarche

Sharing complex knowledge requires trusted professional relationships. strong interpersonal relationships that allowed discussion, questions, and feedback were an essential aspect of the transfer of complex knowledge” – Hinds & Pfeffer (2003).

Future of work is complex, implicit and intangible

Harold Jarche

But as organizations, markets, and society become networked, intangibles create more of our value and this is much more difficult to measure. The new workplace of intangible assets is a complex environment , and one where traditional analytical methods no longer work. complexity Work

network management update

Harold Jarche

You cannot manage a network. As networks become the dominant organizational form, the way we think about management has to change, as well as the way those in positions of authority try to influence others. Others need to see what we are contributing to the network.

Principles of Networked Unmanagement

Harold Jarche

In networks, cooperation trumps collaboration. As we shift to a networked economy, our organizational frameworks have to change. Cooperation in our work is needed so that we can continuously develop emergent practices demanded by increased complexity. Networks.

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.

human networks connect through empathy

Harold Jarche

We are only as good as our networks. Our decisions reflect the diversity of our networks. Complex problems usually do not have simple solutions but require a deep understanding of the context. How do we understand the complexity of social networks?

Social networks drive Innovation

Harold Jarche

Tweet I’m always looking for simple ways to explain how networks change business and how social media help to increase openness, driving transparency and increasing innovation. complexity Wirearchy

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. Real business value today is in complex and creative work.

Social Learning, Complexity and the Enterprise

Harold Jarche

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. Value Networks.

hold space for complex problems

Harold Jarche

Every one of the major challenges facing us is complex. But our organizations are not designed for complexity. Our education institutions do not teach an understanding of complexity. Our workplace training does not factor in complexity. Complexity Democracy

Networked Professional Development

Harold Jarche

It can sometimes be difficult to see oneself as a node in multiple networks, as opposed to a more conventional position within an organizational hierarchy. But network thinking can fundamentally change our view of hierarchical relationships.

In networks, cooperation trumps collaboration

Harold Jarche

In networks, cooperation trumps collaboration. That’s why you see it in networks. In networks, the nature of the connection is important; it is not simply about quantity and mass …. Collaboration is only part of working in networks. complexity Wirearchy

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.

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. Intrinsic , not extrinsic, motivation is necessary for complex and creative work.

Leadership for the Network Era

Harold Jarche

The TIMN [Tribes + Institutions + Markets + Networks] model shows how society grew from a collection of tribes, added institutions, and later developed markets. The network era began with the advent of electric communications, though it is by no means completely established.

learning in the network era

Harold Jarche

Here are some thoughts on personal and social learning in the network era. By extending the borders of work, through communities of practice and social networks, we can support social learning. diverse networks, strong relationships.