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Getting more   heavenand less hell from ourcommunities and networks                            Nancy White                ...
Technology has fundamentally      changed  what it means to“be   together”
Incrediblepossibilities     … heaven?
And more than a little          bit of   hell… Uh Oh!
I createmy ownhell!
I createmy ownhell!
I createmy ownhell!
http://bit.ly/UsHnB3
Houston, we havea problem…            Oh!             Uh
How many communities and networks do you         belong to?Tweet: #kmsg          I belong to X communities
What is thestrategic value  for your work?
Our participation     thins as we  multiply ourbelongingness
Poor Collaboration - Breakdowns, Ideals, and CultureRypple recently published an infographic on collaboration, called Is P...
Leavingaside the    automagical…
Moving frommitigation to adaptation &   resilience
What should we bechanging in our practices in usingcommunities &         networks?
#1 Make Sense:discernment
What for,then what…
TeamsNetworks                               Sometimes(sometimes                             Communitiespaired w/ smallgrou...
Just do it!
Communities
NetworksCommunities
Networks
Steve Waddell referencing Andrew Curry and Anthony Hodgson           Teams                                         Communi...
Community &network     literacies…Howard Rheingold etc.
Whydiscernment      matters
#2: Creativedestruction
We have tostop doingsome stuff
Harvard Business Review – Greg McKeownFirst, use more extreme criteria .By applying tougher criteria we can tap into our b...
Less?        How?
A Kanban cue:limit yourC-I-P(communities in progress)              http://en.wikipedia.org/wiki/Kanban
Use   very small groups where they are                   useful focused tasks      Use communities where they are      us...
TRIZ…a littlegenerative    destruction   http://www.liberatingstructures.com/6-making-space-with-triz/
Elephants
Make space for  disruption…
Letting go can  be hard…
Why stopping   matters…
#3Conversation(s)     that matter
Harnessing Latent Microexpertise -- The project must allow even the narrowestof expertise. A 3rd-year algebra teacher migh...
The art oflistening.     The time for           depth.
Personalagency andresponsibility
Empower and      amplifyindividual effort
Recap
1: MAKE SENSE/DISCERNMENT• Situate your communities for depth/sample andcurate your networks for diversity• Cynefin framew...
Thanks and more…   Thanks to Dave Pollard, Harold    Jarche, Jennifer Dalby & my    extended network!                Tons ...
Next?                                                                        Talk, write, Skype, Tweet                    ...
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The Heaven and Hell of Communities & Networks

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Keynote slides from KMSingapore 2012 reflecting on how we might more strategically use communities and networks. Recording will be up at http://www.kmsingapore.com later

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The Heaven and Hell of Communities & Networks

  1. Getting more heavenand less hell from ourcommunities and networks Nancy White Full Circle Associates @NancyWhite http://www.fullcirc.com
  2. Technology has fundamentally changed what it means to“be together”
  3. Incrediblepossibilities … heaven?
  4. And more than a little bit of hell… Uh Oh!
  5. I createmy ownhell!
  6. I createmy ownhell!
  7. I createmy ownhell!
  8. http://bit.ly/UsHnB3
  9. Houston, we havea problem… Oh! Uh
  10. How many communities and networks do you belong to?Tweet: #kmsg I belong to X communities
  11. What is thestrategic value for your work?
  12. Our participation thins as we multiply ourbelongingness
  13. Poor Collaboration - Breakdowns, Ideals, and CultureRypple recently published an infographic on collaboration, called Is PoorCollaboration Killing Your Company….Biggest breakdowns (based on 1,400 people):- 97% - a lack of alignment on objectives- 92% - deadlines impact bottom-line results- 86% - lack of collaboration or ineffective communication MichaelHow employees want collaboration to work:- wider decision making involvement- issues are truthfully and effectively discussed Sampson onCreating a strong collaborative culture:- 1. encourage people to share ideas the cost of poor- 2. build brainstorming into each project- 3. log important communications- 4. limit group sizes- 5. resist the urge to direct collaboration
  14. Leavingaside the automagical…
  15. Moving frommitigation to adaptation & resilience
  16. What should we bechanging in our practices in usingcommunities & networks?
  17. #1 Make Sense:discernment
  18. What for,then what…
  19. TeamsNetworks Sometimes(sometimes Communitiespaired w/ smallgroups and Jabecommunities) Bloom http://blog.jabebloom.com/?p=27 http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
  20. Just do it!
  21. Communities
  22. NetworksCommunities
  23. Networks
  24. Steve Waddell referencing Andrew Curry and Anthony Hodgson Teams Communities Networks Communitieshttp://networkingaction.net/2012/08/managing-three-time-horizons-in-large-system-change
  25. Community &network literacies…Howard Rheingold etc.
  26. Whydiscernment matters
  27. #2: Creativedestruction
  28. We have tostop doingsome stuff
  29. Harvard Business Review – Greg McKeownFirst, use more extreme criteria .By applying tougher criteria we can tap into our brains sophisticated search engine. If wesearch for "a good opportunity," then we will find scores of pages for us to think about and workthrough. Instead, we can conduct an advanced search and ask three questions: "What am I Thedeeply passionate about?" and "What taps my talent?" and "What meets a significant need inthe world?" Naturally there wont be as many pages to view, but that is the point of the exercise.Second, ask "What is essential?" and eliminatethe rest . Everything changes when we give ourselves permission to eliminate the disciplinednonessentials. At once, we have the key to unlock the next level of our lives. Get started by:•Conducting a life audit. All human systems tilt towards messiness. In the same way that ourdesks get cluttered without us ever trying to make them cluttered, so our lives get cluttered aswell-intended ideas from the past pile up. Most of these efforts didnt come with an expirationdate. pursuit of•Eliminating an old activity before you add a new one. This simple rule ensures that you dontadd an activity that is less valuable than something you are already doing.Third, beware of the endowment effect. Also known asthe divestiture aversion, the endowment effect refers to our tendency to value an item moreonce we own it… As a simple illustration in your own life, think of how a book on your shelf thatyou havent used in years seems to increase in value the moment you think about giving itaway. less
  30. Less? How?
  31. A Kanban cue:limit yourC-I-P(communities in progress) http://en.wikipedia.org/wiki/Kanban
  32. Use very small groups where they are useful focused tasks Use communities where they are useful  were learning needs depth and focused practiceUse networks where they are useful where diversity, diverse time cycles, scanning, curating and scaling are essential
  33. TRIZ…a littlegenerative destruction http://www.liberatingstructures.com/6-making-space-with-triz/
  34. Elephants
  35. Make space for disruption…
  36. Letting go can be hard…
  37. Why stopping matters…
  38. #3Conversation(s) that matter
  39. Harnessing Latent Microexpertise -- The project must allow even the narrowestof expertise. A 3rd-year algebra teacher might not have the broad expertise of an experiencedmath education researcher, but that 3rd year teacher might have small elements of expertisethat exceed that of the recognized experts.Designed Serendipity -- The project needs to be easy to follow and encourageparticipation from a variety of experts. You want problems to be seen by many in the hopesthat just a few will think they have a solution they wish to contribute.Conversation Critical Mass -- One persons ideas need to be seen by others sothey create more ideas, and the conversation around all the contributions keeps theproject going.Amplifying Collective Intelligence -- The project should showcase the fact that Nielsen’s:collectively we are smarter than any one individual.Those are all great characteristics of any project. But what makes this any different than anytraditional, offline project? Nielsen offers several suggestions. Unlike a large group project Reinventingwith clear divisions of labor, technology allows us to divide labor dynamically. Wikipediacertainly would not have grown the way it did if labor had been divided statically between aset of contributors. Also, networked science uses market forces to direct the most attention tothe problems of greatest interest. Lastly, contributing to an online project rarely feels like discoverycommittee work, and participants can more easily ignore poor contributions or disruptivemembers. http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
  40. The art oflistening. The time for depth.
  41. Personalagency andresponsibility
  42. Empower and amplifyindividual effort
  43. Recap
  44. 1: MAKE SENSE/DISCERNMENT• Situate your communities for depth/sample andcurate your networks for diversity• Cynefin framework for discernment• Consider all three time horizons for resilience 2: CREATIVE DESTRUCTION • Find what to stop • Develop a literacy, discernment and practices for knowing when to go broad/when to go deep • Limit your C-I-P and try TRIZ 3: CONVERSATIONS THAT MATTER • Depth: be present. Listen • Personal agency and responsibility • Amplify individual action
  45. Thanks and more… Thanks to Dave Pollard, Harold Jarche, Jennifer Dalby & my extended network! Tons more stuff here: http://bit.ly/UsHnB3
  46. Next? Talk, write, Skype, Tweet Nancyw@fullcirc.com http://www.fullcirc.com @NancyWhite Some rights reserved by Eleafhttp://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/

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