Download as PDF, PPTX
Uploaded byCatherine Shinners
Adapting to complexity - critical practices for human networks
This document summarizes a workshop on adapting to complexity in human networks. It includes: - An agenda for the workshop that covers topics like networks, communities, teams and sense-making models over time blocks that include exercises and discussions. - Descriptions of the workshop facilitators' backgrounds and areas of expertise in workplace learning and adapting organizations. - Definitions and diagrams explaining concepts covered like personal knowledge mastery, communities of practice, and the dynamics of networked teams. - Notes on challenges of knowledge work like complexity, rapid change, and tools overload, and frameworks for network-based leadership and collaborative culture.
More Related Content
Similar to Adapting to complexity - critical practices for human networks
Adapting to complexity - critical practices for human networks
- 1. Adapting to complexity Criticalpractices for human networks Catherine Shinners & Harold JarcheWorkshop for KM World 2018 Washington, DC
- 2. Harold Jarche providies actionableinsights for workplace learning. He works with individuals, organizations, and public policy influencers to develop practical ways to adapt to the technological, demographic, and societal changes facing us today. Harold Jarche Workshop facilitator @hjarche In our networked world we’re more connected to our organizations, society, environment - and each other. Catherine brings her background as a change agent, marketer and technologist to help people & organizations build new agilities and adaptations to the way they network, learn, lead and create value. Catherine Shinners Workshop facilitator @catshinners collaboration-incontext.com
- 3. Time Topic Tool 8:45-9:00Settling in – tools survey Easel 9:00-9:20 Introduction exercise Quick discussion Easel 9:20-10:00 Networks Network mapping exercise Triangle exercise Network mapping 10:00-10:15 Break and mapping exercise wrap-up 10:15-10:30 Network mapping discussion & reflections How could your network help with resilience in job disruption, opportunity for career growth Easel 10:30-11:00 Agile sense-making & models for sense-making Networks, communities and teams 11:00-11:30 Communities 11:30-12:00 p.m. Teams Workshop topics and activities
- 4. § Growing knowledgework complexity § Rapidly changing environments § Geo-dispersed teams § Dynamic shifting roles § Diverse reporting structures § Workers engage w/ 10-20 people/day § Burgeoning organizational information flows…. Pre-internet mental models §Work practices §Management practices §Knowledge management practices § Tools, tools, tools § Cognitive overload Adding more, more, more on old frameworks Merced Group
- 5. §Brings web benefitswithin SLATES*, mobile, multimodal (video, voice, text), rich experience, location, visible contribution §Pull not push Subscribing, alerts, tagging, social graph §Contextuality Immediacy of conversation - Resources, assets are in the flow. Authentic leadership voices. Socializing knowledge – learning as we go. §Behavior, capabilities, ethos Transparency, networks of relationships, reciprocity, personal knowledge curation §Empowered association Communities of practice, knowledge networks, crowdsourcing Elements of workplace digital experience Merced Group*Search, Links, Authorship, Tags, Extensions, Signals It’s all been there for a while, so why does it seem so far away?
- 6. Personal Knowledge Mastery §Navigating, cultivating networks § Observable, narrated work § Mastering filtering § Personal curation practice § Active social learning § Sense-making “Personal Knowledge Mastery (PKM) is a framework for individuals to take control of their professional development through a continuous process of seeking, sensing-making, and sharing.” – Harold Jarche Amidst the proliferation of tools, we leave people to stumble through this on their own Lack of understanding of FOW skills Merced Group
- 7. PKM: Connecting Work& Learning seek > sense > share jarche.com structured & hierarchical informal & networked opportunity-driven & cooperative goal-oriented & collaborative Work Teams share complex knowledge, deadline-driven stronger social ties Co-creating Value Communities of Practice trusted space to test new ideas mixed social ties Integrating Work & Learning Social Networks diversity of ideas & opinions weaker social ties Prompting Innovation
- 8.
- 9. Understanding networks, weavingnetworks, and contributing to networks (the integration of learning & work) are today’s critical skills. Complex things cannot be learned except by shared experience and our networks can help us share. In today’s world, you are only as good as your network. Network Mapping Exercise Visualize your network
- 10. Communities A placeof social learning M ake sense Connect Converse Adapt Influence Learn Create Share Seek Merced Group
- 11. seek new knowledge make sense ofknowledge share lessons learned share knowledge PKM: Connecting Work & Learning seek > sense > share jarche.com structured & hierarchical informal & networked opportunity-driven & cooperative goal-oriented & collaborative Work Teams share complex knowledge, deadline-driven stronger social ties Co-creating Value Communities of Practice trusted space to test new ideas mixed social ties Integrating Work & Learning Social Networks diversity of ideas & opinions weaker social ties Prompting Innovation
- 12. Communities of practice TheSocial Organization: How to use social media to tap the collective genius of customer and employee, Bradley, A., , McDonald, M., Harvard Business Press, 2011 A networked, stewarded social structure with important dynamics & lifecycle Participation value is achieved through participation Transparency participants see each other’s contributions Persistence contributions captured for sharing, viewing Emergence value emerges from collective interactions Collective created & expanded from wide contributions Independent engagement anytime, anyplace, at will
- 13. Social learning Peer-to-peer Varied contexts Narrativemodels zeljkodan/Shutterstock “…engaging on the edge of uncertainty, where not knowing is the driver of learning” Bev Trayner, SIKM 2018 Merced Group
- 14. Social roles incommunity-it’s about people An environment where people can bring a multiplicity of approaches and roles Support people moving in and out of leader, active mentoring to lower profile roles Sharer lurker Writer CreatorEditor Connector synthesizor mitigator negotiator contextualizer interloper infovore monitor counselor gossip critic expert broadcaster re-broadcaster Thanks to Thomas Vander Wal, Gordon Ross See Cathexis blog post: The City is Experienced on our Feet: Social Business as the Urban Planning of Enterprise 2.0 Merced Group
- 15. Cultivate, facilitate spectrumof engagement Identify leaders, influencers Varied contributions, recognition Regular cadence of events, programs, communications Active cycle of engagement Internal and external advocacy Partnerships Active listening (members, stewards, social leaders) Support an ethos of transparency, generosity Foundations for thriving communities
- 16. Calling Attention–Gathering Up Cadenceof community-wide events Vladimir Koshkarov/Shutterstock Merced Group
- 17. Rich resources Freshness, regularflow Varied Connected to people Expert curation Pal Teravagimov/Shutterstock Merced Group
- 18. Serendipity, small delights Designfor light approaches, too Merced Group
- 19. Education program Access to new tools Libraryof Applied Projects CoP Dimension Executive Education Connecting to external thought leadership Members have access to formal training and tools Community of practice dimension – for continued expertise development, awareness of changes in discipline or field, via peer to peer exchanges & mentoring A common library of projects, applied to the business – brings wider awareness of impact & opportunity of new discipline Engagement strategies to foster management understanding of new discipline’s impact on business Curated content & voices from leading experts external to the organization broaden awareness of innovations in discipline Community Management Community for Change Growing knowledge repository of applied projects to the business completed by members of education program Merced Group
- 20.
- 21. DNA of teams* •psychologicalsafety - it’s safe to take interpersonal risks •dependability - teammates do excellent work, on time •structure and clarity - we are good at making decisions and have clear goals •meaning - my work is personally important to me •impact - our work matters to the company Merced Group by Catherine Shinners *Google teams research & practice
- 22. Content change triggers viastreams, alerts, filters, or tags improve awareness & accessibility Visibility of work expands knowledge collections and invites diversity of more inputs Sharing updates and expanding connections using robust profiles, brings richer context and stronger cohesion Transparent creation and co-creation of content in the flow of work leads to new conversations and feedback loops Networked working Catherine Shinners, Merced Group Network-based group cohesion & connection More agility & knowledge flows Content awareness & accessibility Transparent conversational flow of work Dynamics of a networked team ME ME WE WE Merced Group
- 23.
- 24. Human networks inorganizations Working with a network mindset Network-based leadership • Posture of transparency, sharing, awareness • Activate relationships, weaving, strengthening social ties as core behaviors – working at the speed of connections • Amplify individual organizational reach, influence • Master social learning models • Exercising leadership through participation and engagement • Visible discussion, knowledge sharing and distributed decision-making • Create, support environment for widespread engagement • Mastering management of new collective social structures like CoPs for business purpose • Reciprocal knowledge norms • Co-create, build on knowledge to innovate • Experimentation, iteration – leveraging platforms that enables • Harnessing collective intelligence, engaging diversity of experience, perspectives • Permeable organization to capitalize on innovation • Tipping point of individuals working with openness, transparency Collaborative culture continuous learningMerced Group
- 25. Complex adaptive systems •Basic network effect – relationships • Non-determinate behavior • Presence of feedback linkages, reflexive cycles (positive and negative) • Dispersed pattern(s) of coordination • Ability of self organize, self-regulate, self govern • Generativity • Self-similarity – fractal type recursions • Holistic nature and synergy
- 26. seek new knowledge make sense ofknowledge share lessons learned share knowledge PKM: Connecting Work & Learning seek > sense > share jarche.com structured & hierarchical informal & networked opportunity-driven & cooperative goal-oriented & collaborative Work Teams share complex knowledge, deadline-driven stronger social ties Co-creating Value Communities of Practice trusted space to test new ideas mixed social ties Integrating Work & Learning Social Networks diversity of ideas & opinions weaker social ties Prompting Innovation
- 27.
- 28.
- 29. Graphics Slide 1………………………………………….Shutterstock/artistdesign29 Railroad Slide3…………………………………..Photodune Spiral Slide 4…………………………………..Photodune Lattice Slide 5…………………………………..Photodune Plaza Slide 6…………………………………..Shutterstock/Martin Belik Twins Slide 12…………………………………Shutterstock/zeijkdon Village Slide 14…………………………………Shutterstock/Frank Fishbach Market Slide 16…………………………………Shutterstock/Travel Stock Parade Slide 15…………………………………Shutterstock/Valdimir Koshkarov Flowers Slide 17…………………………………Shutterstock/kornnphoto Teams Slide 19…………………………………Shutterstock/Rawpixel DNA Slide 22…………………………………Photodune Merced Group