This document outlines Julian Stodd's research on informal learning and organizational change in the social age. It discusses foundations of the social age and tensions between dynamic change and resistance. It also explores how organizations change, the landscape of trust globally, and characteristics of socially dynamic organizations. Additional sections cover the role of communities and social leadership, influences on change processes, and reasons why organizations can fail to change effectively. The goal is to build an evidence base, tools, and approaches to help organizations better leverage social dynamics, earn trust in leadership, and generate engagement in an era of new technologies and social connections.
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Penn CLO July 2017 v2
1. Informal Learning &
Organisational Change in the
Social Age
Julian Stodd: Author & Explorer at Sea Salt Learning
www.julianstodd.wordpress.com
www.seasaltlearning.com
@julianstodd
@SeaSaltLearning
Building the Socially Dynamic Organisation
4. Our Journey
• Part 1: Foundations of the Social Age - dynamic tension & power
• Part 2: How Orgs Change - resistance, constraint, dynamism
• Part 3: The Landscape of Trust - a global view
• Part 4: The Socially Dynamic Org - diversified strength, resilience
• Part 5: Community and Social Leadership - social authority
• Part 6: Resisters and Amplifiers - dynamics of change
• Part 7: How Organisations Fail - frames, scripts, power
74. Research
Structure 2017
• We are gathering 1,000 open narrative accounts of Trust
(2017)
• Currently at 155
• We are signing up 30 Research Partners (2017)
• Currently 3, and 12 in discussion
• Each of which will contribute 100 plus narratives
• Building a global Explorer Community
75. What are we
exploring?
• The nature of trust between individuals
• The nature of trust in communities and teams
• The nature of trust in Organisations
• Impacts of technology
• Impacts of gender, culture, ethnicity etc
76. What we will
build
• An evidence base
• Diagnostic tools
• Developmental approaches
• Tied into broader aspects of the Social Age:
• How we earn trust in leadership
• How we generate engagement
• How communication can be authentic
• Etc
82. Analysis #2
1 is Strongly Disagree, and 5 is Strongly Agree (Ages 24-35):
Women: 2.56
Men: 3.85
“Those devoted to unselfish causes
are often exploited by others.”
83. Analysis #1
1 is Strongly Disagree, and 5 is Strongly Agree (Ages 24-35)
Women: 2.31
Men: 3.42
“There will be more people who will not
work if the social security system is
developed further.”
84. Analysis #3
• (With more numbers, men are currently more likely to use mis-trust!
• No other factors so far are interacting with this to a statistically significant way
• Having seen it swap, awaiting further numbers before drawing further conclusions on the
why of it (All ages)
Women: 1.2
Men 1.38
Use of the word ‘Trust’
and ‘Mistrust’ in narratives
91. My Intention
• How i intentionally seek to
work with trust
• Is founded upon my individual
Landscape of Trust
• Is framed within context or
Org experience of trust
• Shapes my actions
92.
93. My Action
• The way i express my trust
• Shaped by my intent
• But also filtered through my
understanding of the
Landscape
94.
95. My Impact
• How others trust me
• How that trust relates to trust
in the Organisation itself
• Dynamic tension between
Individual and Organisational
trust
149. Bringing Together 3 strands
of work
• 'Black Swans and the Limits of Formal Hierarchy'
• The Socially Dynamic Organisation
• Emergent Technology and buffering