The Heaven and Hell of Communities & Networks

Getting more heavenand less hell from ourcommunities and networks Nancy White Full Circle Associates @NancyWhite http://www.fullcirc.com

Technology has fundamentally changed what it means to“be together”

Incrediblepossibilities … heaven?

And more than a little bit of hell… Uh Oh!

I createmy ownhell!

http://bit.ly/UsHnB3

Houston, we havea problem… Oh! Uh

How many communities and networks do you belong to?Tweet: #kmsg I belong to X communities

What is thestrategic value for your work?

Our participation thins as we multiply ourbelongingness

Poor Collaboration - Breakdowns, Ideals, and CultureRypple recently published an infographic on collaboration, called Is PoorCollaboration Killing Your Company….Biggest breakdowns (based on 1,400 people):- 97% - a lack of alignment on objectives- 92% - deadlines impact bottom-line results- 86% - lack of collaboration or ineffective communication MichaelHow employees want collaboration to work:- wider decision making involvement- issues are truthfully and effectively discussed Sampson onCreating a strong collaborative culture:- 1. encourage people to share ideas the cost of poor- 2. build brainstorming into each project- 3. log important communications- 4. limit group sizes- 5. resist the urge to direct collaboration

Leavingaside the automagical…

Moving frommitigation to adaptation & resilience

What should we bechanging in our practices in usingcommunities & networks?

#1 Make Sense:discernment

What for,then what…

TeamsNetworks Sometimes(sometimes Communitiespaired w/ smallgroups and Jabecommunities) Bloom http://blog.jabebloom.com/?p=27 http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework

Just do it!

Communities

NetworksCommunities

Networks

Steve Waddell referencing Andrew Curry and Anthony Hodgson Teams Communities Networks Communitieshttp://networkingaction.net/2012/08/managing-three-time-horizons-in-large-system-change

Community &network literacies…Howard Rheingold etc.

Whydiscernment matters

#2: Creativedestruction

We have tostop doingsome stuff

Harvard Business Review – Greg McKeownFirst, use more extreme criteria .By applying tougher criteria we can tap into our brains sophisticated search engine. If wesearch for "a good opportunity," then we will find scores of pages for us to think about and workthrough. Instead, we can conduct an advanced search and ask three questions: "What am I Thedeeply passionate about?" and "What taps my talent?" and "What meets a significant need inthe world?" Naturally there wont be as many pages to view, but that is the point of the exercise.Second, ask "What is essential?" and eliminatethe rest . Everything changes when we give ourselves permission to eliminate the disciplinednonessentials. At once, we have the key to unlock the next level of our lives. Get started by:•Conducting a life audit. All human systems tilt towards messiness. In the same way that ourdesks get cluttered without us ever trying to make them cluttered, so our lives get cluttered aswell-intended ideas from the past pile up. Most of these efforts didnt come with an expirationdate. pursuit of•Eliminating an old activity before you add a new one. This simple rule ensures that you dontadd an activity that is less valuable than something you are already doing.Third, beware of the endowment effect. Also known asthe divestiture aversion, the endowment effect refers to our tendency to value an item moreonce we own it… As a simple illustration in your own life, think of how a book on your shelf thatyou havent used in years seems to increase in value the moment you think about giving itaway. less

Less? How?

A Kanban cue:limit yourC-I-P(communities in progress) http://en.wikipedia.org/wiki/Kanban

Use very small groups where they are useful focused tasks Use communities where they are useful  were learning needs depth and focused practiceUse networks where they are useful where diversity, diverse time cycles, scanning, curating and scaling are essential

TRIZ…a littlegenerative destruction http://www.liberatingstructures.com/6-making-space-with-triz/

Elephants

Make space for disruption…

Letting go can be hard…

Why stopping matters…

#3Conversation(s) that matter

Harnessing Latent Microexpertise -- The project must allow even the narrowestof expertise. A 3rd-year algebra teacher might not have the broad expertise of an experiencedmath education researcher, but that 3rd year teacher might have small elements of expertisethat exceed that of the recognized experts.Designed Serendipity -- The project needs to be easy to follow and encourageparticipation from a variety of experts. You want problems to be seen by many in the hopesthat just a few will think they have a solution they wish to contribute.Conversation Critical Mass -- One persons ideas need to be seen by others sothey create more ideas, and the conversation around all the contributions keeps theproject going.Amplifying Collective Intelligence -- The project should showcase the fact that Nielsen’s:collectively we are smarter than any one individual.Those are all great characteristics of any project. But what makes this any different than anytraditional, offline project? Nielsen offers several suggestions. Unlike a large group project Reinventingwith clear divisions of labor, technology allows us to divide labor dynamically. Wikipediacertainly would not have grown the way it did if labor had been divided statically between aset of contributors. Also, networked science uses market forces to direct the most attention tothe problems of greatest interest. Lastly, contributing to an online project rarely feels like discoverycommittee work, and participants can more easily ignore poor contributions or disruptivemembers. http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html

The art oflistening. The time for depth.

Personalagency andresponsibility

Empower and amplifyindividual effort

1: MAKE SENSE/DISCERNMENT• Situate your communities for depth/sample andcurate your networks for diversity• Cynefin framework for discernment• Consider all three time horizons for resilience 2: CREATIVE DESTRUCTION • Find what to stop • Develop a literacy, discernment and practices for knowing when to go broad/when to go deep • Limit your C-I-P and try TRIZ 3: CONVERSATIONS THAT MATTER • Depth: be present. Listen • Personal agency and responsibility • Amplify individual action

Thanks and more… Thanks to Dave Pollard, Harold Jarche, Jennifer Dalby & my extended network! Tons more stuff here: http://bit.ly/UsHnB3

Next? Talk, write, Skype, Tweet Nancyw@fullcirc.com http://www.fullcirc.com @NancyWhite Some rights reserved by Eleafhttp://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/

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The Heaven and Hell of Communities & Networks

by Nancy White on Sep 06, 2012

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