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Intersection18: Meta & Meet: The Core of your Digital and Physical Workplace Design - Filip Callewaert

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Presented at Intersection18 Conference - intersectionconf.com

This session focuses on the necessary unifying basic infrastructure for the company that you are designing. We provide cases and theory of what's possible through a unifying digital workplace that has a huge potential to connect people, information and things.

The cases that we show are practices from the Flemish Green Party, the Port of Antwerp Authority and some other Belgian organisations that have started their search for more unifying digital workplaces, and that I support as an employee and freelancer.

Organisations, corporations, companies have the mission to be ONE: one group of people gathering around one mission and goal. And to achieve that goal, they start a never-ending process of organising things, information and people.

But the traditional hierarchical, waterfall-type, unifying mechanisms fail today. The VUCA world makes it much harder than it used to be. Volatility, complexity, ambiguity, uncertainty force every member of the organisation to be a sensor and an agent connecting and dynamizing inner and outer networks. But is our organisation built for this information-model?

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Intersection18: Meta & Meet: The Core of your Digital and Physical Workplace Design - Filip Callewaert

  1. 1. the core of your digital and physical workplace Meta & meet FILIP CALLEWAERT FILIPCALLEWAERT2@GMAIL.COM @CALLEWAERTFILIP
  2. 2. I’m Filip, your host for your workplace transformation.. Port of Antwerp Authority @CALLEWAERTFILIP
  3. 3. “We have barely started.” Filip Callewaert, 2019 “The most important, and indeed the truly unique contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker.” Peter Drucker, 1999
  4. 4. UNDERSTAND THE NATURE OF KNOWLEDGE WORK sense-making semiotics(team) working memory cognition collaborationHCI KM IM DM AI ML design UX cognitive ergonomics problem solving heuristics technology language as technology visual work structure cybernetics creativity / innovation learning meta write vs.speak hypertext networks dialogues complexity semiosis teams reflective practitioners
  5. 5. SOLVING PROBLEMS & TAKING DECISIONS (no routine) KNOWLEDGE WORK & KNOWLEDGE WORKERS • Complex processes • Reducing uncertainty • Constant creativity • Perpetual beta • Today: VUCA !
  6. 6. INFORMATION AS SINGLE RESOURCE (stored products) Repositories, books, data, your mind, my mind, … KNOWLEDGE WORK & KNOWLEDGE WORKERS
  7. 7. INFORMATION AS A CREATIVE ACTION put things ‘in formation’ to make (y)our ideas clear ( = process) CONVERSATIONAL/DIALOGIC BY NATURE KNOWLEDGE WORK & KNOWLEDGE WORKERS
  8. 8. TEAM WORK KNOWLEDGE WORK & KNOWLEDGE WORKERS • to increase the processing capacity • all of us are smarter than some of us • knowledge as a social construct • feedback loops that are the fuel for sense-making processes
  9. 9. Unstructuredness Structuring Acknowledged Structure that which precedes in-formation Is an EMERGENT sense-making process Is the PRODUCT of the former processes. E.g. Not understanding things Uncomfortable uncertainty Trying to understand things Reducing uncertainty Understanding things Reduced uncertainty Discomfort, Curiosity, Surprise Questioning, Dialogues, Lean Startup, Design thinking, Heuristics, Scientific methods, Pattern Recognition, AI Decisions, Documents, Information products, Knowledge
  10. 10. The hand of Thomas Waegemans, @Darefest, August 2016
  11. 11. http://www.politeia.be
  12. 12. infrastructure is key as it enables stimulates discourages disables
  13. 13. structure is key as it enables stimulates discourages disables
  14. 14. wherever we are/work we are bombarded with all kinds of structures, of which each enables_stimulates_discourages_disables many we can influence many we cannot influence so, start designing many of these structures we see many we don’t see for this very moment. Start anew tomorrow, if necessary. the ‘just_enough_structure’ to resonate with the complexity of those interacting structures to find out if you create impact or not they interact and counteract
  15. 15. NOTE TO MYSELF CONCERNING ‘JUST ENOUGH STRUCTURE’: TOO MUCH STRUCTURE: THE SOUP IS FOR SURE COLD AFTER ALL THIS ORDERING WORK & IT IS PSYCHOLOGICALLY NOT TASTY
  16. 16. Digital? Oh, yeah, we do that! There are many shades of digital… In the meantime in the ceo’s office - the digital transformation epos
  17. 17. If I had asked people what they wanted, they would have asked for faster horses. Henry Ford
  18. 18. When I ask people what they want, - sadly enough – they ask for faster paper: - better e-mail systems - better search engines - better record management systems and practices - in any case, tools (iPads & Slack) will solve it Filip Callewaert
  19. 19. The governing information-work metaphors are under pressure: Transactional paper Finished documents Orderly 2D cabinets Individual desktops Speed Complexity Flexibility & agility Feedback loops Responsiveness Collaboration Emergence Crowdsourcing Do & think in one
  20. 20. PAPER, DOCUMENTS, CABINETS, DESKTOPS HOW TO GET RID OF THE PAPER PARADIGM?
  21. 21. for complexity HOW TO GET RID OF THE PAPER PARADIGM?
  22. 22. Control is possible in a context only if the controlling mechanism can manage a range of variety at least equal to or greater than the variety inherent in the context itself. Ashby’s Law > You can only cope with complexity with complexity.
  23. 23. liquid fluid elastic teal perpetual beta sociocratic holacratic cybernetic self-organizing self-steering lean Speed Complexity Flexibility & agility Feedback loops Responsiveness Emergence Crowdsourcing Do & think in one
  24. 24. “If you want to teach people a new way of thinking, don't bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.” ― Richard Buckminster Fuller Complexity, emergence, serendipity, variety, self-organising, adaptation …
  25. 25. BACK TO… KNOWLEDGE WORK
  26. 26. The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker. Peter Drucker
  27. 27. INFORMATION AS A CREATIVE ACTION put things ‘in formation’ to make (y)our ideas clear KNOWLEDGE WORK & KNOWLEDGE WORKERS knowledge work = design work
  28. 28. We believe behind every great human achievement, there is a team. Our mission is to unleash the potential in every team. OUR MISSION
  29. 29. Sensing Finding Chunking Ordering Defining Thinking Curating Testing Rejecting Understanding Marking Annotating Grouping Connecting Questioning Confirming Any problem-solving process is a collaborative sense-making process of creatively structuring & manipulating information, with a specific purpose in mind. RE-
  30. 30. HOW more EFFICIENT & EFFECTIVE? KNOWLEDGE WORK & KNOWLEDGE WORKERS
  31. 31. I COMPLEXITY for ‘designers’ to better design their work
  32. 32. TOOL DESIGN PRINCIPLES
  33. 33. The digital workplace Heavily tool-oriented https://cgnet.com/new-office-365-home-page/
  34. 34. bad cognitive ergonomics
  35. 35. ONE in-formation space for ONE problem-solving process where we weave CONTENT + COMMUNICATION + COORDINATION + COLLABORATION + SENSE-MAKING + EMERGING STRUCTURE + OUTCOME together as TEXT and CONTEXT
  36. 36. HYPERLINKING as default behaviour Weaving TEXTS STRUCTURING, not structure THE PLATFORM, THE NETWORK JUST CONTENT, not files/folders a wiki being a small WWW
  37. 37. Information Management: A Proposal TIM BERNERS-LEE, 1989-1990, CERN, SWITZERLAND
  38. 38. • Collaboration • Conversations • Sharing • Transparency • Connecting • Diversity • Feedback loops • Dynamics & Fluidity • Perpetual beta • Structuring • Emergent • One-ness You get a piece of infrastructure that BY DEFAULT stimulates
  39. 39. IDENTIFY SKILLS FOR THE NEW WORK CONTEXT
  40. 40. Cognitive ergonomics – Yes, if. JUST OPEN, HYPERLINKED CONTENT, NOT ‘TOOLS’ OR FILES IN FOLDERS http://keywordteam.net/gallery/882568.html
  41. 41. • Managing conversations • Build & energize communities • Tweeting • Chunking • Hyperlinking • Information design, wayshowing • Work out Loud • Curate • Design! • … NEW SKILLS
  42. 42. WORKING OUT LOUD
  43. 43. Coordination Situational awareness
  44. 44. Coordination Situational awareness Get it going
  45. 45. You inform the system so the system can get on.
  46. 46. Self-steering/managing teams & organizations Flow is the result of: Some simple principles, Purpose, Lots and fast feedback loops, Situational awareness. Believe this: The network works! But, are you a network? Working = communicating = collaborating = learning
  47. 47. Inform the system so the system can get on.
  48. 48. MAKE YOUR WORK-IN- PROGRESS OBSERVABLE, TRANSPARENT
  49. 49. AND TALK ABOUT IT
  50. 50. We believe behind every great human achievement, there is a team. Our mission is to unleash the potential in every team. OUR MISSION
  51. 51. Continue ‘call outs’ & feedback loops: #KWOL! #WOL as essential process in knowledge work Think loud Suppose loud Write loud Discuss loud Ideate loud Feedback loud Try out loud Fail loud Structure out loud Etc. loud
  52. 52. DESIGN THE PROCESS How do we agree as a team on using the tool? HOW TO find the structuring modus: just enough structure, not too much?
  53. 53. continuously structuring, at different levels, to better make sense together
  54. 54. One example of a ‘structuring’ process
  55. 55. BUILD DYNAMIC CASES
  56. 56. A case is “opened” for any concrete challenge, problem, issue of which we think it is complicated or complex. Goal: “case closed”!
  57. 57. And in this case:  collect all relevant info  think, talk, collaborate  get it structured  make new info  define & assign tasks  work towards the goal  learn & adapt  get it solved – case closedWAKE UP!! >> THIS IS YOUR IN-FORMATION SPACE!!
  58. 58. We believe behind every great human achievement, there is a team. Our mission is to unleash the potential in every team. OUR MISSION
  59. 59. A ‘small’ case 2.0 easily replaces and/or prevents > 100 mails that would otherwise have been stored, sorted, read, re-read, archived, and stressed peoples’ inboxes > 30 ‘separated’ , decontextualized enterprise social network threads 40 split-off and isolated tasks in personal task management tools 10 records, traditionally stored in 2-3 repositories, personal files, team shared drives – highly duplicated and decontextualized many meeting hours (and many meaningless meeting notes + follow-up lists) hours of secretary work
  60. 60. Please send me your questions and feedback, or the system will die! FILIPCALLEWAERT2@GMAIL.COM FILIP CALLEWAERT | HEAD INF.MGT. & DIGITAL WORKPLACE - PORT OF ANTWERP AUTHORITIES | DIGITAL PLATFORM MGR GROEN | EVAVZW | VVSG| @CALLEWAERTFILIP _ FILIPCALLEWAERT2@GMAIL.COM Thank you, Love you.

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