Coherent communities

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  • 1. InternetTimeAlliance.com jarche.com communities and the coherent enterprise collaborative cooperative connectedThursday, 2August, 2012
  • 2. jarche.com many project teams today are distributed geographically, culturally, or across time zones ... Project Teams Structured & Goal-oriented ... but sharing complex knowledge requires strong social ties (trusted professional relationships)Thursday, 2August, 2012
  • 3. “strong interpersonal relationships that allowed discussion, questions, and feedback were an essential aspect of the transfer of complex knowledge” Pamela J. Hinds & Jeffrey Pfeffer Why Organizations Don’t ‘‘Know What They Know’’ in Sharing Expertise: Beyond Knowledge Management 2003Thursday, 2August, 2012
  • 4. “Complex tacit knowledge sharing most often occurred in relationships that had strong linkages or ties.” Gwendolyn Lock Who Shares? Managerial Knowledge Transfer Practices 2010Thursday, 2August, 2012
  • 5. jarche.com new ideas come from diverse networks, often outside the organization Social Networks Informal & Opportunity-driven increasing innovation requires weak & diverse social ties (outside our normal circles)Thursday, 2August, 2012
  • 6. “Connections drive innovation. We need input from people with a diversity of viewpoints to help generate innovative new ideas. If our circle of connections grows too small, or if everyone in it starts thinking the same way, we’ll stop generating new ideas.” ~ Tim Kastelle, University of QueenslandThursday, 2August, 2012
  • 7. jarche.com in the past 150 years, business has changed from artisans, to companies, to networksThursday, 2August, 2012
  • 8. jarche.com effective networks are open Openness enables reinforces trust Transparency fosters Diversity trust emerges through transparency and acceptance of diverse ideas & opinionsThursday, 2August, 2012
  • 9. jarche.com we need to connect work & innovation Informal Social Networks Weaker Ties (Increasing Innovation) Project Teams Stronger Ties (Sharing Complex Knowledge) Structured Goal-oriented Opportunity-drivenThursday, 2August, 2012
  • 10. jarche.com Communities of Practice: build bridges between Informal getting the job done and innovating Communities of Practice Both Strong & Weak Social Ties Shared Interests & Motivation Structured Goal-oriented Opportunity-drivenThursday, 2August, 2012
  • 11. jarche.com communities of practice enable knowledge-sharing, which fosters diverse ideas and increases innovation communities of practice Openness enables reinforces trust Diversity Transparency fosters of Ideas knowledge innovation sharingThursday, 2August, 2012
  • 12. Connections “We learned that individual expertise did not distinguish people as high performers. What distinguished high performers were larger and more diversified personal networks.” ~ Rob Cross, et al, The Hidden Power of Social Networks, HBS, 2004Thursday, 2August, 2012
  • 13. jarche.com bridging the gap Informal Social Networks Increase Innovation Communities of Practice Solve Problems, Retain Talent, Develop New Strategies Project Teams Share Complex Knowledge Structured Goal-oriented Opportunity-drivenThursday, 2August, 2012
  • 14. jarche.com it’s more than collaboration Informal Social Networks “cooperation” Communities of Practice “collab & co-op” Project Teams “collaboration” Structured Goal-oriented Opportunity-drivenThursday, 2August, 2012
  • 15. jarche.com Collaboration working together for a common objective Cooperation openly sharing, without any quid pro quoThursday, 2August, 2012
  • 16. jarche.com People want to join communities of practice. People feel affinity for their communities of practice. You know you are in a community of practice when it changes your practice.Thursday, 2August, 2012
  • 17. The Coherent Enterprise cooperation & collaboration flow both ways by Clark Quinn InternetTimeAlliance.comThursday, 2August, 2012