A brief outlook on the relationship of social networks and creativity and its effect on human resources management

1. NETWORKING AND CREATIVITY:
THE FUTURE OF «PASS-IT-ON»
Aykut ARIKAN, PhD

2. A SHORT SOCIAL HISTORY OF MANKIND/
CULTURE/ CIVILISATION/ TECHNOLOGY
OR WHATEVER…
Section 1

3. First there was voice

4. Then we’ve invented the sign
• We made an
pictogram out of it;
• We made some
ideograms of those;
• We became able to
write and to read.

5. THE DEVELOPMENT OF
OUR «CLASS SYSTEM»
Section 2

6. In the beginning we were Hunters

7. We settled down and became Farmers

8. Labor became the first value of production

9. Then we saved money and secured Capital

10. We started to mechanize everything using
more and more Energy

11. Finally we developed «cognitive surplus»
by using Information in production

12. A NEW CULTURE OF
WORK
Production = Labor
Labor + Capital + Energy + Information
Information Capital
Energy

13. The New Elements of Production
Labor
Information Capital
Energy

14. First Recap
• Nomadic Life : Hunting
• Civic Life & Feudalism : Agriculture Economy
• Labor, Capital & Energy : Industrialism
• Cities as Talent Hubs : Informationalism

15. IN THE CONTEXT OF
CONCEPTS
Section 4

16. The Global Willage (McLuhan)
• The globe has been «contracted into a village by electric
technology and the instantaneous movement of
information from every quarter to every point at the same
time»;
• He predicted the Internet as an «extension of
consciousness»;
• The idea of an unified global community.
Marshall McLuhan
(1911 –1980)

17. Informationalism (Castells)
• Information becomes a new production form;
• It affects globalism and the «network society» emerges;
• A «space of flows» becomes our new reality.

18. Knowledge Worker (Martin Feregrino)
• Say «Hello» to Mr. Drucker and Mr. Toffler!
• Individuals who are valued for their ability to act and
communicate with knowledge within a specific subject
area;
• An overall understanding of that subject through focused
analysis, design and/or development;
• Use research skills to define problems and to identify
alternatives;
• Fueled by their expertise and insight;
• Work to solve those problems, in an effort to influence
company decisions, priorities and strategies.

19. Knowledge Driven Organisation (Nonaka)
• Knowledge is the fuel for innovation;
• Companies are more like living organisms than
machines;
• Knowledge is a static input to the corporate machine;
• Knowledge is renewable and changing;
• Knowledge workers are «agents of change»;
• Knowledge-creating companies, should be focused
primarily on the task of innovation.

20. Creative Class (Richard Florida)
• Key driving force for economic development of post-
industrial cities in the United States
• 40 million workers (30 percent of the U.S. workforce!):
• Super-Creative Core: This group comprises about 12 percent of
all U.S. jobs
• Creative Professionals: classic knowledge-based workers (those
working in healthcare, business and finance, the legal sector, and
education)

21. Super-Creative Core
• A wide range of occupations: e.g. science, engineering,
education, computer programming, research;
• Fully engage in the creative process;
• Innovatively creating commercial products and
consumer goods;
• Primary job function: to be creative and innovative;
• Along with problem solving, their work may entail
problem finding.

22. Some necessary skills
• Analyzing data to establish relationships;
• Assessing input in order to evaluate complex or
conflicting priorities;
• Identifying and understanding trends;
• Making connections;
• Understanding cause and effect;
• Ability to brainstorm, thinking broadly (divergent
thinking);
• Ability to drill down, creating more focus (convergent
thinking);
• Producing a new capability;
• Creating or modifying a strategy.

23. Second Recap
• Nomadic Life (Hunting) : Hunters
• Civic Life & Feudalism (Agriculture) : Farmers
• Labor, Capital & Energy (Industrialism) : Workers & Burgeois
• Cities as Talent Magnets (Informationalism) : Creative Class

24. HR & THE FUTURE OF
«PASS-IT-ON»
Section 5

25. Pass-it-on
• Viral Loop: the Power of Pass-it-on
(Adam L. Penenberg)
• The viral expansion loop & Ponzi Schemes;
• Social Epidemics;
• Viral Marketing;
• The audience decides what is good;
• Viral clusters: Facebook, etc.

26. Social Networks …
… are tools for collaboration.
… foster communication.
… nurture innovation.
… are the new way of doing business.
… require creative skills.
… are based on cognitive surplus.
… necessitate Motivation 3.0.

27. Motivation 3.0 (Dan Pink)
«Carrots & Sticks are so last Century.
Drive says for 21st century work, we need to
upgrade to autonomy, mastery and purpose.»

29. HR and Pass-it-on
• Foster Talent and Creativity;
• Nurture Collaboration and Innovation;
• Encourage Motivation 3.0;
• Focus on Core Competencies;
• Manage and Use your network;
• Consider Crowdsourcing and good-old Outsourcing;
• Support an Autonomous Work Environment;
• Encourage Mastery;
• Deliver Purpose.

30. THANK YOU…
Aykut ARIKAN, PhD
aarikan@gmail.com