organizing for the network era

Harold Jarche

In my last post I noted that many organizations today are nothing more than attractive prisons. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command and control.

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Networked individuals trump organizations

Harold Jarche

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual. A knowledge network in balance is founded on openness which enables transparency.

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Building the network era organization

Harold Jarche

Part of the shift that organizations will have to make in the network era will be not only to add new dimensions, but to retrieve some old ones. The next shift is to a world of Networks, as succinctly described in David Ronfeldt’s TIMN theory.

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Why Organizations Don’t Learn

Jay Cross

Where organic, bottom-up meets corporate top-down. An article entitled Why Organizations Don’t Learn by Francesca Gino and Bradley Staats in the November 2015 issue of Harvard Business Review caught my eye. Networks of individuals instead of corporate monoliths.

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The post-hierarchical organization

Harold Jarche

The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. But hierarchies are merely centralized networks. Distributed networks are in a state of perpetual Beta.

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Organizing Talent

Harold Jarche

It is a shifting value, as computers get smarter and the world gets networked. One way for Talent to survive in the long run is by working together in communities of practice, using social networks to find work and get work done.

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self-organization is the future

Harold Jarche

If we as a society think it is important that citizens are engaged, people are passionate about their work, and that we all contribute to making a better world, then we need to enable self-organization. Like democracy, self-organized teams are hard work.

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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. These networks are the modern equivalents of degrees and certificates.

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networked knowledge triad

Harold Jarche

There are three structures that exist in all organizations, with three different sources of power, and three types of leadership required for each structure. This model of structure, power, and leadership reflects how knowledge flows in a networked society and economy.

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The Coherent Organization

Jay Cross

This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. Harold made a key addition: Work teams collaborate; learning networks cooperate; communities of practice do both. Coherent Organization

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Why it matters that networks in organizations and social systems are shifting to power-law distributions

Ross Dawson

Below is the video of the section of my presentation on Networks. Here is a summary of the points made in the video: * Networks are fundamental not just to our communications but to many aspects of our lives. There are many network topologies.

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Why predictions are dangerous and organizations must be well networked

Ross Dawson

” The article goes on to give my life history in brief, including the books I have written that have shaped my career, and describes how I often use scenario planning with major organizations engaging with the future.

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Reinventing Organizations – Review

Harold Jarche

What is a “Teal Organization”? Frédéric Laloux, in Reinventing Organizations , uses a colour scheme, based on Integral Theory , to describe the historical development of human organizations: Red > Orange > Green > Teal.

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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.

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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? Jarche’s Principles of Networked Unmanagement*.

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Organize for Complexity

Harold Jarche

Neils Pflaeging read my ebook Seeking perpetual beta and said that “after reading the book one yearns for more from you about the right learning architecture, about how to develop organizations applying this thinking, about how to build learning programs and infrastructure.”

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self-organization and self-reflection

Harold Jarche

‘As we do not have bosses in our organization, we decided to have just one meeting every 6 months in order to share amongst us all where we are going as a company, defining a maximum of 3 primary objectives. How to Choose a Model of Self-organization , by @aarondignan.

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no organization is an island

Harold Jarche

Organizations are alive when people can exert their autonomy in ethical practice. Even progressive organizations often miss out on the latter, described by the authors as an, “ inherent tendency toward growth development and integrated functioning ”. The organization must be alive.

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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.

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How technology is enabling the humanity of organizations

Ross Dawson

In response to a question on the impact of technology on organizational culture I said: What is more important today than ever before, is not just technology as the enabler, but how technology relates to the humanity of the organization, to the culture of the organization.

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How organizations can thrive in the network era

Harold Jarche

I recently covered the BetaCodex Guide to Organizing for Complexity. The challenge of moving from a hierarchical to a network structure is a complete shift in how we have thought about organizations.

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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.

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5 Use Cases for a Corporate YouTube in Organizations

Dan Pontefract

Previously I’ve discussed the benefits and uses of micro-blogging , badging and virtual worlds inside an organization. Once you have video sharing in place, what are some of the effective ways in which you can utilize it within your organization?

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Keynote slides: Creating Massively Successful Networked Organizations

Ross Dawson

Building Massively Successful Networked Organizations from Ross Dawsn. Autopoiesis and how the networks are literally coming to life. Study on the networks that support successful technology purchasing decisions. The 5 elements that support effective expertise networks. Network perspectives on improving team performance. The post Keynote slides: Creating Massively Successful Networked Organizations appeared first on Trends in the Living Networks.

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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.

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the keystone of the intelligent organization

Harold Jarche

The intelligent enterprise has to be founded first and foremost on intelligent communication, which in the network era is much more than just passing information. The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations.

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Peeragogy: Self Organized Peer Learning in Networks

Beth Kanter

The term Peeragogy came fluttering through my network, like a butterfly, and it caught my interest. It began to dawn on me that the next step was to explore ways of instigating completely self-organized, peer-to-peer online learning. Photo by Aussiegal.

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From organizing and managing learning to supporting self-organized and self-managed learning

Jane Hart

To make sense of this, we need network era literacies , and with these new literacies we no longer need the equivalent of learning scribes. How does your organization view the L&D role? In Harold Jarche ‘s recent post What is learning’s role? ,

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Creating More Intelligent Organizations

Irving Wladawsky-Berger

organize these collaborations and enhance them with innovative IT-based. If so, is it possible to create more intelligent organizations? Another CCI project is aiming to answer these questions by trying to understand the intrinsic nature of intelligent organizations.

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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. In an organization, working out loud can take many forms.

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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. Connecting the diversity of markets and society to the organization, instead of creating firewalls, is a major challenge for leadership today.

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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.

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enabling enterprise social networks

Harold Jarche

Mark Britz says that, “your organization already has an enterprise social network (hint, it’s people not technology). A platform just exposes it.” ” But it’s not not about the tools either, as in many cases the medium changes the message.

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New ideas: Building the organizations of tomorrow

Ross Dawson

Cellular organizations – as exemplified by the form of many terrorist groups – provide an alternative structure. The rise of social networking tools is both drawing out our ‘ latent humanity ‘ and changing the actual structure of our brains. Future of work Social networks Uncategorized

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Management in Networks

Harold Jarche

In networks, cooperation is more important than collaboration. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. organizing. But the new reality is that networks are the new companies.

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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. Transparency is probably the biggest challenge for organizations today, and it can start with salary transparency.

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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.

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The Coherent Organization

Jay Cross

Sharing your discoveries adds to the value of the networked Commons; I think of it as a requirement of good network citizenship. We’re each teasing out the meaning of what we call the Coherent Organization with models. The Coherent Organization. This is an overlay on the model Harold and I have employed when helping organizations work smarter through networks. These networks operate behind the firewall (e.g.,

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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. Outside the organization we can make new connections without permission.

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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.

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