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Lean agile scotland 2013

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What is the value of Social Capital? …

What is the value of Social Capital?

Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST.

This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems.

Published in: Technology, Education

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  • 1. @cyetain What is the Value of Social Capital?
  • 2. @cyetain blog http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom Joshua (Jabe) Bloom & CTO:
  • 3. @cyetain #lascot13 @cyetain
  • 4. @cyetain To envision the the types technology that teams may reasonably be expected produce in 5-10 years and to prepare those teams to envision, create, produce, and support that technology.
  • 5. @cyetain Write Down: What Properties Does Your Ideal Software Architecture Have?
  • 6. @cyetain Practice
  • 7. @cyetain Model Interaction
  • 8. @cyetain Your Value Stream is a Linear View of your Social Network
  • 9. @cyetain Swarms
  • 10. @cyetain By making embodied experience, skills & knowledge (both tacit and explicit) available on demand; structures capable of dynamic teaming gain significantly higher resiliency
  • 11. @cyetain Pareto Team Stability
  • 12. @cyetain Emergent Slack Be Seen Reading at Work Resilience with Benefits
  • 13. @cyetain What is Social Capital? Short Answer: An organizations ability to distribute and leverage TRUST
  • 14. @cyetain Evolution of Capital Capital 1700 1850 1950 2000 Human Capital Intellectual Capital Social Capital
  • 15. @cyetain The human capital explanation of the inequality... people who do better are more able individuals; Social capital explains how people do better because they are somehow better connected... -Ronald S. Burt
  • 16. @cyetain Social capital can be measured by the amount of trust and “reciprocity” in a community or between individuals -Robert Putnam
  • 17. @cyetain Social Capital is the stock of active connection among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible -Don Cohen, Laurence Prusak
  • 18. @cyetain Nature of Knowledge Work
  • 19. @cyetain Working Pin Car Artifacts Code Hammering Carrying Thinking Creating Work
  • 20. @cyetain Humans are Rational
  • 21. @cyetain It has been said that man is a rational animal. All my life I have been searching for evidence which could support this. -Russell
  • 22. @cyetain Work != Working != Worker Pin Car Artifacts Code Hammering Carrying Thinking Creating HUMANS Bounded: Perception Understanding Rationality
  • 23. @cyetain Knowledge can only be volunteered it cannot be conscripted. We only know what we know when we need to know it. Everything is fragmented The way we know things is not the way we report we know things. We always know more than we can say, and we will always say more than we can write down. -Snowden
  • 24. @cyetain The act of creating value via information has a temporal nature. The optimal Methods, Tools and Individuals to create value change as information moves from local to distributed
  • 25. @cyetain The Problem of Expertise
  • 26. @cyetain
  • 27. @cyetain
  • 28. @cyetain Impact of Knowledge Transfer Constrains on Human Systems
  • 29. @cyetain Information, skill and knowledge are embedded in networks and relationships. Individuals, instead of “owning” information, attract, translate and know how to and where to access to the information that emerges in the networks around them.
  • 30. @cyetain unstable externalities continuous disequilibrium coevolution
  • 31. @cyetain authority
  • 32. @cyetain authority REPUTATION
  • 33. @cyetain assignment
  • 34. @cyetain assignment OPPORTUNITY
  • 35. @cyetain The advantage created by a person’s location in a structure of relationships is known as social capital. ...The advantage is visible when certain people, or certain groups of people, do better than equally able peers. -Ronald S. Burt
  • 36. @cyetain n(n-1)/2 n = number of people
  • 37. @cyetain Structural Hole
  • 38. @cyetain The Performance of OVERLY connected organizations falls
  • 39. @cyetain Punctuated Equilibrium
  • 40. @cyetain Broker
  • 41. @cyetain Three benefits of bridging structural holes can be expected: Access to alternative opinion and practice, early access to new opinion and practice, and an ability to move ideas between groups where there is advantage in doing so. -Ronald Burt
  • 42. @cyetain Closure
  • 43. @cyetain The value of a relationship is not defined inside the relationship; it is defined by the social context around the relationship. -Ronald Burt
  • 44. @cyetain
  • 45. @cyetain
  • 46. @cyetain
  • 47. @cyetain People strongly connected are likely to provide redundant information. -Ronald S. Burt
  • 48. @cyetain
  • 49. @cyetain
  • 50. @cyetain Instead of seeing people as the source of information, clusters are the source and people are ports of access to the information that circulates around them. -Ronald S. Burt
  • 51. @cyetain CONWAY’S LAW
  • 52. @cyetain Change the patterns of participation, and you change the organization. At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the knowledge worker... -John Seely Brown
  • 53. @cyetain Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations
  • 54. @cyetain Because the design that occurs first is almost never the best possible, the prevailing system concept may need to change. Therefore, flexibility of organization is important to effective design. -Fred Brooks
  • 55. @cyetain Dynamic Teams
  • 56. @cyetain Teaming is a verb. It is a dynamic activity, not a bounded, static entity. It is largely determined by the mindset and practices of teamwork, not by the design and structures of effective teams. Teaming is teamwork on the fly. -Amy C. Edmondson
  • 57. @cyetain It is hardly possible to overrate the value … of placing human beings in contact with persons dissimilar to themselves, and with modes of thought and action unlike those with which they are familiar. … Such communication has always been, and is peculiarly in the present age, one of the primary sources of progress. -John Stuart Mill
  • 58. @cyetain Fast-moving work environments need people who know how to team, people who have the skills and the flexibility to act in moments of potential collaboration when and where they appear. They must have the ability to move on, ready for the next such moments. Teaming still relies on old- fashioned teamwork skills such as recognizing and clarifying interdependence, establishing trust, and figuring out how to coordinate. -Amy C. Edmondson
  • 59. @cyetain David Anderson Jim Benson Donald Reinertsen David Snowden Staff of TLC Ronald BurtAdam Yuret Chris Matts Amy C. Edmondson
  • 60. @cyetain If you want truly to understand something try to change it -Kurt Lewin
  • 61. @cyetain blog http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom Joshua (Jabe) Bloom