Harold Jarche

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.

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.

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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. 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.

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.

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?

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.

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.

the keystone of the intelligent organization

Harold Jarche

The intelligent organization is based on a simple structure that has the flexibility to deal with complex situations. Organizations have to be designed to promote creative and non-routine work, and leave the machines to handle the boring stuff.

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.

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.”

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.

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.

Leadership, Connectivity, Execution, Organization

Harold Jarche

Metaphors that provide the common mental frameworks for our organizations are also powerful tools. Today, more people are viewing the organization as a biological system, bringing new metaphors that can change the way we think, and act.

The learning organization: an often-described, but seldom-observed phenomenon

Harold Jarche

The real barrier to systemic change, such as becoming a learning organization, is command & control management. This is why the third principle for net work , shared power , is a major stumbling block to becoming a learning organization.

The Hyper-social Organization – Review

Harold Jarche

The main premise of The Hyper-social Organization is that social media, connectivity and always-on technology are enabling what humans do naturally; to be very social. In a separate study, IDC estimated that only 20 percent of all content developed by the typical marketing department is actually used by the sales organization. Tweet.

organizations are people

Harold Jarche

” 8 Symptoms Of Organizations On The Cusp Of Change by @MarkRaheja. “In theory, organizations are meant to enable us — to make us faster, stronger and more effective than we’d be on our own.

stories connect knowledge

Harold Jarche

“Perhaps the most central thrust in KM [knowledge management] is to capture and make available, so it can be used by others in the organization, the information and knowledge that is in people’s heads as it were, and that has never been explicitly set down.” — KM World.

PKM 130

the uncertain future of training

Harold Jarche

Large organizations created training departments, now called ‘learning & development’ or some other variant, but still focused on one thing: looking backwards. Many organizations block access to resources.

cities as learning platforms

Harold Jarche

Help people keep organized. Cities can support learning at all levels: city staff, communities, social networks, commercial organizations, non-profits, and all citizens. The city becomes more than a learning organization.

7 essential facets for enterprise knowledge sharing

Harold Jarche

Most large organizations today have some suite of social tools to share information and knowledge. The organization needs to have processes in place that support these seven facets. But how do they know if they have the optimum tools for their context?

Organizations, work, and learning

Harold Jarche

They cover the main themes of organizations, work, and learning, that I have been discussing on this blog since 2004. The post-hierarchical organization. This article describes the limitations of hierarchies and asks: What does a post-hierarchical organization look like?

Organizations Don’t Tweet – Review

Harold Jarche

The title, Organizations Don’t tweet, People Do – A manager’s guide to the social web by Euan Semple pretty well describes this book. However, I think this book has great value for anyone dealing with enterprise social media or becoming more collaborative as an organization.

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. A new special edition paper has just been released, Turn Your Company Outside-In.

networked knowledge creates value

Harold Jarche

In the networked knowledge triad , I tried to show how real value creation today happens outside the organization. They are the value we bring to our work teams and organizations.

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. Only by putting Value Creation first, organizations can find balance.

integrating personal knowledge mastery

Harold Jarche

PKM is applicable to any organization though it takes some effort to develop it for a specific context. An excellent example of this is posted as four articles by the Listening & Spoken Language organization, Hearing First , whom I first met in 2013.

PKM 96

the missing half of training

Harold Jarche

As a result, workers are forced to take compliance training, so that in the event of a disaster , management can say that people were trained, and the organization has no further responsibility. Most civilian organizations and pretty well all businesses do not have this luxury.

life in the jungle

Harold Jarche

The challenge for an organization is to have a flexible enough structure to let people move in and out of the jungle. How can you survive in the jungle when you live in a zoo? “Our silos (I won’t even mention cubicles!),

the innovation imperative

Harold Jarche

Organizations need to structure for openness, transparency, and diversity. “It turns out that to develop a ‘cumulative culture’ – technology that constantly ratchets up in complexity and diversity – a species needs to be able to share information very accurately.

knowledge-sharing, post-technology

Harold Jarche

Your organization just implemented an enterprise collaboration platform. Most large organizations today have some kind of knowledge-sharing platform. The organization can support this by fostering and supporting communities of practice.

gaining insight through social and informal learning

Harold Jarche

Most organizations have some error reduction processes in place. Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein.

learn like a gamer

Harold Jarche

Most of them do not have a professional network beyond their organization where they may have worked for a decade or more. Learning is the new literacy. Personal computers are just one example. We buy new ones every few years. Operating systems change.

deliberate practice

Harold Jarche

Expertise takes time to develop, but how can organizations support novices as they go through their journeys to expertise? To promote deliberate practice, the organization has to reduce barriers to sharing tacit ( implicit ) knowledge and encourage informal learning while working.

immunize for complexity

Harold Jarche

Velocity and agility can be improved at the organizational level with frameworks, such as Niels Pflaeging’s Organize for Complexity approach. In a VUCA world, organizations need to focus on velocity of implementation and learning, as well as agility in dealing with uncertainty.

social media: an unrealized opportunity

Harold Jarche

For both individuals and organizations, communities of practice can connect work and learning. “The difference between a community and a network is that you belong to a community, but a network belongs to you. You feel in control.

PKM 141

social learning for complex work

Harold Jarche

Complicated systems and the training for them can be controlled and information organized for reference. The essence of social learning in an organization is giving up control. “Carnegie Mellon’s Robert E.

a new business ideology

Harold Jarche

Technology leads organizations. Organizations lead institutions. The following table shows how ideas, technology, organizations, and institutions are changing as we enter a network economy. Decentralized organizations are not yet the norm but we have many examples now.

network leadership = adapting to perpetual beta

Harold Jarche

Trust is the glue that holds creative organizations together, not rules and regulations. A similar approach can be developed for today’s networked organizations. Technology leads organizations. Organizations lead institutions.

we need faith in the future

Harold Jarche

This would be a society that includes Tribal, Institutional, and Market organizations, co-existing with dominant network organizations. But at this time there are few positive network era organization examples to give inspiration to others.