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The nitty gritty of Organizations Don't Tweet, People Do

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I am often asked "What is it like to work with The United Nations or The European Commission". I struggle with the question because I don''t. I work with people who work for those organisations. In fact I will be working with those people in both organisations again in the next couple of weeks. Our conversations will be about how they do social media and again I struggle. They struggle. It is not easy. What is easy for them is to treat social platforms as channels on which to place content.

Organisational anarchist or corporate jester?

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Please go and read the whole thing but hopefully Phillipe will excuse this extensive snip: Immanuel Kant describes anarchy as "Law and Freedom without Force" - this idea combined with one school of thought of anarchism - where the focus is on non-hierarchical organizations - was to me a kind of ultimate long term result. Why not use social media to truly open up an organization ?

Trending Sources

2.0 on the outside but 1.0 on the inside

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In order for us to make the most of the networked world, that we are beginning to get to grips with, each of the nodes in the network, each of the cells in the organism, have to be healthy, fully functioning, and clear about their purpose.

A healthy outlaw approach

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"To live with courage in any work or in any organization, we must know intimately the part of us that does not give a damn about the organization or the work. That knows how to live outside the law as well as within it. We do this not to create a veneer of protection through cynicism, but so that we can meet the powerful structures that inform our existence on equal terms, and in a real conversation of equals. In a conversation of equals, there is all to play for.

Organizations Don't Tweet now out in hardback

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Looks like Amazon now have my book Organizations Don't Tweet, People Do on their "shelves" ! Something I hadn't realised previously was that my publisher John Wiley & Sons is able to do special runs of the book with individualised company inserts such as a frontispiece or introduction. They are also able to publish individual chapters, or selections of chapters bound in special editions.

Accountability

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This is true not just of individuals but of groups, organizations and society itself. There is something testing about putting your thoughts in writing, especially in public. The discipline of being forced to consider “Is this really what I think? What will people’s response be when they see what I think? What will the consequences be when they see what I think? Will I be OK with that?” This self scrutiny is a good thing.

The eBook edition of my book is published!

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Thanks to the guys at Wiley the eBook edition of my book "Organizations don't tweet, people do" is available for purchase on Amazon and iTunes. From the blurb: Practical advice for managers on how the Web and social media can help them to do their jobs better.

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When the BBC lost the plot

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So too with organizations. Yet, studies of organizations across a number of sectors have shown that those which score higher on such values perform significantly better than other organizations on precisely those practical things. Having a sense of goodness is just as important for organizations as for individuals

Google Author Rank

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Organizations Don't Tweet - People Do! Although I don't claim any expertise in marketing I do, increasingly, get drawn into conversations with clients about how to do it on the social web. Given my grumpiness about the way marketing has hijacked the phrase social media and turned it into so much less than it could be this is ironic! However my position is always the same.

Protecting their bollocks

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Organizations fabricate these shiny images of themselves and then fight fiercely to protect them. It fascinates me the amount of effort that goes into maintaining brands. They spend loads of money polishing their shiny façades and even turn the myths inwards on their staff. But it's bollocks and we all know it. These fabricated brand images fool no one. We all know, even my kids know, that reality bears no relation to the shiny image.

Note to self:

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Very simply, because all economic organizations involve at least some degree of power, and power always pisses people off. Why does every new management theorist seem to want to outdo Chairman Mao in calling for perpetual havoc on the old order? That is the human condition. At the end of the day, it isn’t a new world order that the management theorists are after; it’s the sensation of the revolutionary moment.

Formal study of Organizations Don't Tweet, People Do

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For a couple of years now Dr. Silagh White, of Lehigh University in the USA, has included study of my book as part of a course on Entrepreneurial Communications for Creative Industries. Last year I took part in a live Twitter chat with the students and this year I have just been reviewing some of the questions that the book raised for the them. On both occasions I have been really impressed by the thoughtful and insightful responses including this nice tweet from Andrea Stiffelman.

Unreal Friends

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I have just had a fantastic "sort the world out" lunch with Darryl Carr who instigated this whole trip by recommending me to the conference organizers here in Perth a few months ago. Our paths have only crossed "in real life" once before five years ago in Sydney. Similarly, most of the people who reached out when I was in Melbourne and Sydney are "unreal internet friends" who I get to see once in a blue moon.

I hope I'm not right

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The themes of my work have anticipated a few of the trends and changes we are seeing in the world currently: My book title "Organizations Don't Tweet, People Do" anticipated the institutionally unconconstrained nightmare that is Trump. "The I hope I'm not right.

Real conversations with real people about real products and services.

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Remember Organizations Don't Tweet - People Do. Reading this article from Azeem Azaar yesterday, and reflecting on conversations over dinner last night here at The Retail and eCommerce Directors Forum I am struck, yet again, how much opportunity there still is in companies truly engaging in online conversations with customers or business partners - and how few do.

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Developing a thick skin

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Remember Organizations Don''t Tweet - People Do! "That''s what I should expect if I stick my ideas out there onto the internet". This was my daughter''s mature reaction the other day when a group of people took exception to one of her tweets. Their reaction had hurt her, and was unexpected, but not unusual. People seem to feel able to be more robust in their comments when they are not face to face, even with people they haven''t met. I know this is a big issue for some clients.

Some of my best friends are grown ups

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My fantasy is a world where we all operate as autonomous, self directing cells in the greater organism of society. I often quote an exchange, many years ago, between myself and Dave Snowden in which Dave accused me of being anti-religious evangelicals while at the same time being evangelical about my own world view. My response was that I don’t want people to think what I think.

The power of intent

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This is why I talk of "the industrialisation of social media", it is also why I called my book Organizations Don''t Tweet, People Do! Yesterday I linked to this story of a company and the 45 day process it went through to come up with what it saw as a killer tweet. Don''t they get that this is a conversational medium at its best and a channel for yet more disingenuous noise at its worst? It doesn''t have to be this way.

The perils of professionalism

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Both relate to Organizations Don''t Tweet, People Do. I have written about this before but a couple of things prompted me to think about it again. Yesterday, intending to be a bit cheeky, I wrote "Does having "communications" in your job title make it harder to have conversations?" I was having a dig at "professional communicators" who often get stuck in broadcast mode online or even face to face. To my surprise this kicked off a conversation about job titles!

Facebook Graph Search and your company's "digital plumage"

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Reading Jon Battelle's great article on Facebook's graph search got me thinking about its impact on brand given my big thing that Organizations Don't Tweet - People Do Once you can search your friends, or your friends friends to see who works at, let's just say Tesco, suddenly you can not only find out who works there, which admittedly you can also do in Linkedin, but unlike Linkedin you can get to see much more of what sort of people they are and what sort of lives they live.

I can feel another book coming on.

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I really enjoyed the process of writing my book Organizations Don't Tweet - People Do and miss getting my teeth into longer form writing. I have a six week tour of Australia coming up in October and November with lots of time possibly spent in hotel rooms so I am tempted to use that time to focus on writing another one. Last time I warmed up by reading books about the craft of writing and I am doing the same again, this time focussing more on how to self publish in various forms.

Vander Wal on Sharepoint

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If your IT department has not yet deployed Sharepoint get them to read this post from Thomas Vanderwal which includes the following telling quote: “We went from 5 silos in our organization to hundreds in a month after deploying SharePoint”. They continue, “There is great information being shared and flowing into the system, but we don’t know it exists, nor can we easily share it, nor do much of anything with that information.”.

Run toward the explosion

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As she and her friends organize a Twitter meetup and try to get back to normal in Mumbai Dina quotes Suketu Mehta writing in the New York Times: If the rest of the world wants to help, it should run toward the explosion. It should fly to Mumbai, and spend money. Where else are you going to be safe? New York? London? Madrid? So I’m booking flights to Mumbai.

Learn the ropes | ZDNet.com

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There is a yinyang relationship between a well organized internal network (where the fired flight attendants should have been allowed to whine and grumble, and also been given guidance) and the outward facing social network, where Virgin’s high standards of customer service should apply to promptly commune with customer questions and concerns as well as enjoy the ‘fan’ status conferred on them by members of their group

Organizing

Stephen Downes: Half an Hour

Quoted at length from Self-organization of complex, intelligent systems: an action ontology for transdisciplinary integration , Francis Heylighen , Integral Review : A mobilization system would combat this confused and unproductive way of acting by redirecting effort in the most efficient way at the most important issues.

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.

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.

Lateral Organizations

Harold Jarche

Lateral organizations, or more egalitarian structures, have been the exception. In the endless allure of non-hierarchical organizations , David Creelman notes that both forms have their flaws, but says it’s best to thoroughly understand the history of the field.

Creating the AAA Organization

Harold Jarche

For an organization to be agile and adaptive, the people in it need to be aware of what is happening around them, have alternative pathways to gather information and knowledge, and must be allowed to act to meet/solve both local and global goals/problems.

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. With an external environment that is highly connected, organizations have to get connected inside.

designing the emergent organization

Harold Jarche

In The Rise of Emergent Organizations, Beth Comstock, Vice Chair at GE, cites five rules of thumb to guide organizational design for the emerging network era.

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.

Organizing Talent

Harold Jarche

The opposite of ‘routine’ is ‘original’ Labour is routine. Talent is original. Even advanced technical Labour can be in essence routine. As Labour, once you learn how to do something, you are able to repeat it.

Calling Frederic Laloux Of Reinventing Organizations

Dan Pontefract

Dear Frederic, I read your book, Reinventing Organizations. Its implementation and feasibility in medium and large-sized organizations is of concern to me, so I’d love to understand how it can actually be achieved. (I 31 May, 2015.

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.

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. ” Yesterday Clark wrote about detailing the Coherent Organization. Coherent OrganizationCo·her·ent (k -hîr nt, -h r -) means.

Perhaps the Purpose of an Organization?

Dan Pontefract

The yin-yang relationship between an engaged organization and an impeccable level of customer service just might be the new purpose of an organization. employee engagement organization Purpose customer service purpose

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.

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. So what does a connective, cooperative organization look like?

The Rise of the T-Shaped Organization

Irving Wladawsky-Berger

The concept of T-shaped skills was first introduced over 20 years ago, but its importance, - to both individuals and organizations, - has continued to rise. The growing demand for T-shaped skills points to the rise of the T-shaped organization.