Finding our narrative, Harold Jarche
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10.10.2018 Reset2018 Tapahtuman teemoina olivat jatkuva työssä oppiminen, johtajuus, uusi talous, kiertotalous ja kokeilukulttuuri.
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Finding our narrative, Harold Jarche
- 2. Right Wing Populist Vote 2018 7% Greece 8% Slovakia 13% Germany 13% Netherlands 17% Italy 18% Finland 18% Sweden 19% Hungary 21% Denmark 26% Austria 29% Switzerland
- 3. the shift
- 5. Source: Nordic Bildung Tribes +Institutions +Markets +Networksthe shift jarche.com societal forms
- 6. http://www.necsi.edu/projects/yaneer/Civilization.html 1. Hunter Gatherer 2. Early Civilisations 3. Industrial Revolution 4. Hybrid 5. Network Civilisation Yaneer Bar-Yam
- 8. autonomy competence relatedness engaged jarche.com self-determination theory* aimless ineffective disengaged *SDT: Deci & Ryan 1971-2017
- 9. shift change
- 10. “Ideas lead technology. Technology leads organizations. Organizations lead institutions. Then ideology brings up the rear, lagging all the rest — that’s when things really get set in concrete.” Charles H. Greene TrustedAdvisor.com
- 11. ideas lead technology 1970 1990 “And so far we’ve proven incapable of designing the systems that prepare us for change.” —Heidi Toffler, 2010
- 14. Über or Zebra?
- 15. ideology brings up the rear “We live in capitalism. Its power seems inescapable. So did the divine right of kings.” —Ursula K. Le Guin (1929 – 2018)
- 17. “agile sensemaking” working & learning in perpetual beta jarche.com structured & hierarchical open & networked goal-oriented & collaborative opportunity-driven & cooperative Social Networks Communities of Practice Work Teams
- 19. performance improvement = reduce errors increase insights documentation procedures checklists standards controls reviews + Training & Job Aids reducing errors jarche.com
- 20. performance improvement = reduce errors increase insights creative desperation contradictions coincidences connections curiosity + Informal & Social Learning increasing insights through informal & social learning jarche.com Gary Klein (2013) Seeing What Others Don’t PKM
- 21. SEEK connections, coincidences, contradictions & be curious make SENSE of your experiences SHARE your narrative & reflect upon it with others to build new understanding Personal Knowledge Mastery jarche.com/pkm
- 22. Filters Machine — Algorithmic, Heuristic Human — Expert, Network Sense-making Discern & evaluate feedback seek sense share experiment — initiate validate — synthesize —customize question — compare — contrast }Add value Personal Knowledge Mastery jarche.com
- 24. You know you are in a community of practice when it changes your practice Museu d'Art Contemporani de Barcelona jarche.com
- 25. “agile sensemaking” working & learning in perpetual beta jarche.com structured & hierarchical open & networked goal-oriented & collaborative opportunity-driven & cooperative Social Networks Communities of Practice Work Teams weaker social ties for diverse opinions & ideas > increase awareness safe environments to test new ideas > integrate learning & work temporary hierarchies amongst trusted colleagues to take action > co-create value seek knowledge (serendipity) make sense (implicit knowledge) share practices (reputation) share knowledge (social capital) incremental innovation radical innovation
- 28. leadership traits 50% 1. plans for the future 2. communicative 3. decisive 4. reasonable 5. loyal 6. flexible 7. resilient 8. intuitive 9. patient
- 29. http://www.inc.com/magazine/201306/leigh-buchanan/traits-of-true-leaders.html 32,000 study subjects were asked to classify 125 traits as masculine, feminine, or neutral. Another 32,000 were asked to rate the importance of the traits to effective leadership. “Feminine” traits were more likely to be strongly linked to leadership. Network Era Shift 1. plans for the future 2. communicative 3. decisive 4. reasonable 5. loyal 6. flexible 7. resilient 8. intuitive 9. patient
- 30. jarche.com feminine masculine masculine feminine?
- 32. leadership is making our networks more resilient
- 33. jarche.com
- 34. Source: http://www.businessinsider.com/leadership-styles-around-the-world-2013-12 Leadership Styles: When Cultures Collide (1996) Richard D Lewis • low power distance • mutual trust • openness Nordic Leadership
- 35. How can we learn from the past? What is our narrative for the future?
- 36. data + story = context data + knowledge = information knowledge + story = culture jarche.com
- 38. cities, regions & countries as networks
- 39. Social Networks long term connectivity Communities of Practice medium term alignment Work Teams short term productivity Connecting 3 Network Types Inspired by Esko Kilpi, Madeleine Taylor & Patti Anklam serendipity implicit knowledge reputation jarche.com social capital structured & hierarchical open & networked goal-oriented & collaborative opportunity-driven & cooperative
- 40. Weaving Help people find resources Reach out to be more inclusive Connect people with common interests >Alignment Community of Practice “Facilitating” >Connectivity Social Network “Weaving” >Productivity Work Team “Coordinating” jarche.com
- 41. Facilitating Facilitate meetings Help set up the structure of the network/community Help people find others interested in the same things jarche.com >Alignment Community of Practice “Facilitating” >Connectivity Social Network “Weaving” >Productivity Work Team “Coordinating”
- 42. Coordinating Coordinate working groups Help people keep organized Help people work together on projects Make sure time is set aside for reflection Set up training & support for weavers & facilitators Help set up good communication systems & resources jarche.com >Alignment Community of Practice “Facilitating” >Connectivity Social Network “Weaving” >Productivity Work Team “Coordinating”
- 43. Intellectual Capital: ability to collect, retain & share information Social Capital: ability of people to work together Creative Capital: ability to combine diverse ideas
- 44. Tribes + Institutions + Markets + Networks Cities & Learning Oral + Writing + Print + Digital Athens 4000 BCE Hangzhou Florence Edinburgh 2000 CE Calcutta 1000 CE 1500 CE Vienna (music) Vienna (science) Silicon Valley Sources: TIMN by David Ronfeldt Geography of Genius (2016) Eric Weiner jarche.com
- 45. City+Individual people (complex) physical (structure) Networks diversity of people disorder for serendipity discernment of focus jarche.com cities+ as places for learning “Disorder, as we’ve seen is necessary to shake up the status quo, to create a break in the air. Diversity, of both people and viewpoints, is needed to produce not only more dots, but different kinds of dots. Discernment is perhaps the most important, and overlooked, ingredient.” —Eric Weiner Disorder, Diversity, & Discernment
- 46. openness transparencydiversity reveals drives increases Source: Net Work (2007) Patti Anklam Core Values of a Network “Innovation and discovery across disciplines are not possible without the property of transparency.” —Patti Anklam
- 47. open human structures transparent knowledge sharing innovation through diversity enables fosters reinforces jarche.com subsidiarity public learning spaces active experimentation The City & State as Learning Networks trust emerges over time
- 48. “The future of work will be based on hacking uncertainty and hedging risks through post-blockchain smart contracts, learning, and social capital.” —Esko Kilpi
- 49. structured open collaborative cooperative Long-term Collectives Short-term Communities Flash Networks diversity learning trust The Future of Work inspired by Esko Kilpi ideas & information implicit knowledge reputation jarche.com social capital
- 50. leadership is making the network smarter NokiaCIGNA CarlsbergDominos UCLG.org UNL
- 51. Supportive Learning Culture Shared Vision for Learning Learning from Citizen Experience Commitment to Personal Mastery Collaborative Learning Practices Systems Thinking Seek > Sense > Share Mozambique - Brazil UNESCO Learning Cities 16 Cities (2017) Blended Learning MILE Bilateral Projects Barcelona - Medellín Connected Learning Chicago City of Learning uclg.org
- 53. In general, my organization welcomes innovation & contributions from our workers 1. Never 2. Rarely 3. Sometimes 4. Frequently
- 54. In general, my organization encourages & provides time for reflection on successes & failures 1. Never 2. Rarely 3. Sometimes 4. Frequently
- 55. In general, my organization tolerates mistakes and rewards thinking outside the box 1. Never 2. Rarely 3. Sometimes 4. Frequently
- 56. In general, my organization shares information openly and discourages hoarding 1. Never 2. Rarely 3. Sometimes 4. Frequently
- 57. 1. Never 2. Rarely 3. Sometimes 4. Frequently In general, my organization works across department & unit boundaries
- 58. 0 30 60 90 120 Innovation Reflection Mistakes Sharing Boundaries Never Rarely Sometimes Frequently Innovation Reflection Mistakes Sharing Boundaries
- 59. 0 30 60 90 120 Innovation Reflection Mistakes Sharing Boundaries Never Rarely Sometimes Frequently Survey of 189 Chief Learning Officers (USA)
- 60. 0 30 60 90 120 Innovation Reflection Mistakes Sharing Boundaries Never Rarely Sometimes Frequently 70% 71% 53%39% 73% Opportunities to Integrate Learning & Work
- 61. network mapping
- 62. List 3 names for each question. You may repeat names for different questions. 1. Who are the people with whom you have most frequently discussed matters important to you over the past month? 2. Who are the people with whom you have most frequently communicated with in order to get your work done over the past month? 3. Who are the people you contact when you have a very complex problem? 4. Who do you approach for career/work advice, such as deciding to take or leave a job? 5. Who do you ask to find out the latest in your profession/discipline?
- 63. Age: Older than you by 6 years or more Your age, plus or minus 5 years Younger than you by 6 years or more Organization: Same functional group as you Other functional group Outside of organization Geographical location: Same office as yours Different office Same city Different city Area of Expertise: Same as yours Different from yours Gender: Same as yours Different from yours Hierarchical position: Same as yours “Below you” in the hierarchy “Above you” in the hierarchy
- 65. medium REVERSES RETRIEVES OBSOLESCES EXTENDS Understanding Media jarche.com every medium extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits McLuhan’s media tetrad
- 66. PRINT REVERSES into propaganda RETRIEVES public discourse OBSOLESCES manuscripts EXTENDS our voice jarche.com yellow journalism individual interpretation of bible manuscripts become luxury goods literature How Print Changed the World every medium extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits McLuhan’s media tetrad
- 67. automobile REVERSES into gridlock RETRIEVES the knight in armour OBSOLESCES the horse & carriage EXTENDS the foot (mobility) The Ubiquitous Automobile McLuhan’s media tetrad jarche.com every medium extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits you’re not stuck in traffic, you are traffic ignore peasants (pedestrians) while charging past few can afford horses a pleasant drive in the country
- 68. medium/ technology REVERSES RETRIEVES OBSOLESCES EXTENDS Choose Your Medium … jarche.com every medium extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits McLuhan’s media tetrad Machine Learning Facial Recognition Robotics Blockchain …
- 69. social media REVERSE into false narratives RETRIEVE clan loyalty OBSOLESCE human — human conversation EXTEND our voice Politics in the Network Era McLuhan’s media tetrad jarche.com every medium extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits “tribalization will make our society vulnerable to information warfare” “ridiculously easy group-forming” “offline is the new luxury” —Gerd Leonhard “global orthodoxy that ruthlessly narrows public thought” —Seb Paquet —John Robb —David Ronfeldt
- 75. Environment, Problem Type, Situation* Optimal Work Practices Optimal Interaction & Communication Method Simple (1) Best Practices Coordination Complicated (2) Good Practices Collaboration Complex (3) Emergent Practices Cooperation Chaos (4) Novel Practices Action 1: Can usually be addressed by standard procedures 2: Can be addressed by collaborative work & assisted by enterprise software 3: Requires greater human involvement and sharing of implicit knowledge 4: Requires immediate action and finding ways to get out of this state * Based on Cynefin Framework Working with Complexity jarche.com
- 76. Probe: Make a change Sense & Review Respond/Act Question the Context “We conduct safe-fail experiments. We don’t do fail-safe design. If an experiment succeeds, we amplify it. If an experiment fails, we dampen it.” —Dave Snowden complexity Safe2Fail
- 77. T+I+M market economy network economy standardized jobs unique tasks & work simple & complicated work: replaced by machines & code jarche.com creativity empathy curiosity passion analysis compliance intelligence perseverance connected machines connected humans T+I+M+N network economy
- 78. creativity empathy curiosity passion analysis compliance intelligence perseverance connected machines connected humans standardized jobs unique tasks & work the future of human work is augmented & connected informalformal learning knowledgeexplicit implicit valuetangible intangible jarche.com machine- augmented work T+I+M market economy T+I+M+N network economy