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.

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.

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.

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.

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.

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.

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.

PKM 106

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.

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.

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 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.

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.

friday’s finds 2017

Harold Jarche

But it will never be possible to transform an existing organization into this.”. After the employees worked their last day in a traditional, hierarchical organization on Friday, they started their Monday in a fully self-managed organization.

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

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.

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?

filter failure is not acceptable

Harold Jarche

The challenge for any organization dependent on knowledge is to ensure that implicit knowledge from those closest to customers and the external world informs the explicit knowledge that is shared throughout the company. Knowledge comes from and through an organization’s people.

perpetual beta 2017

Harold Jarche

It is time to develop global identities and organizations based on our common humanity, enhanced by diversity, and enabled by digital communications technologies. If we build organizations that enable this we just might survive as a network society.

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.

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?

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!),

3000 half-baked ideas

Harold Jarche

Now is the time to experiment with new models and ways of organizing: internationally, nationally, and locally. Advising the City of Johannesburg on become a learning organization.

Wiki 77

self-managing for complexity

Harold Jarche

If democratic societies can function without an aristocracy, why can’t our organizations function without a managerial class? “What processes will be effective in helping people to unlearn the disposition or stance that made them successful in the ordered domains of Cynefin?

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.

our future is networked and feminine

Harold Jarche

TIMN is an explanatory model of how human societies have organized: first in Tribes, later with Institutions added (T+I), and in our current society where Markets dominate (T+I+M). The retrieval of certain aspects of a Tribal/Oral society require a rethinking of how we organize and work.

trust emerges

Harold Jarche

” #1 Recognition : trust improves when we are recognized by our peers and the organization. #2 Paul Zak discovered eight key factors, or principles, in promoting trust in the workplace.

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.

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.

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.

leadership is helping make the network smarter

Harold Jarche

Organizations face more complexity in the type of work they do, the problems they face, and the markets they interact with. To deal with this complexity, organizations should loosen hierarchies and strengthen networks.

distributing power for the network era

Harold Jarche

We are in the early stages of an emerging era where network modes of organization dominate over institutions and markets. What would an organization look like with looser hierarchies and stronger networks? We already have other ways of organizing work.

mastery and models

Harold Jarche

There is a lot of knowledge in an organization, some of it easy to codify, but most of it difficult to do so. The organization can help this knowledge to flow. The organization needs to support, not direct, these connections. Personal Knowledge Mastery.

PKM 104

cities and the future of work

Harold Jarche

According to my review of history and theory, four forms of organization — and evidently only four — lie behind the governance and evolution of all societies across the ages: The tribal form was the first to emerge and mature, beginning thousands of years ago. Help people keep organized.