coherent communities
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jarche.com
communities and the coherent enterprise
collaborativecooperativeconnected
InternetTimeAlliance.com
Thursday, 2August, 2012
... but sharing complex knowledge requires strong social ties
(trusted professional relationships)
many project teams todayare distributed geographically, culturally,
or across time zones ...
Project TeamsStructured
&Goal-oriented
jarche.com
Thursday, 2August, 2012
“strong interpersonal relationships that allowed discussion, questions, and feedback
were an essential aspect of the transfer of complex knowledge”
Pamela J. Hinds & Jeffrey PfefferWhy Organizations Don’t ‘‘Know What They Know’’
in Sharing Expertise: Beyond Knowledge Management2003
Thursday, 2August, 2012
“Complex tacit knowledge sharing most often occurred in relationships
that had strong linkages or ties.”
Gwendolyn LockWho Shares? Managerial Knowledge Transfer Practices
2010
Thursday, 2August, 2012
increasing innovation requires weak & diverse social ties
(outside our normal circles)
Social NetworksInformal
&Opportunity-driven
new ideas come from diverse networks, often outside the organization
jarche.com
Thursday, 2August, 2012
“Connections drive innovation. We need input from people with a diversity of
viewpoints to help generate innovative new ideas. If our circle of connections grows too small,
or if everyone in it starts thinking the same way, we’ll stop generating new ideas.”
~ Tim Kastelle, University of Queensland
Thursday, 2August, 2012
in the past 150 years, business has changedfrom artisans, to companies, to networks
jarche.com
Thursday, 2August, 2012
Openness
Transparency Diversity
enables reinforces
fosters
trust
effective networks are open
trust emerges through transparency and
acceptance of diverse ideas & opinions
jarche.com
Thursday, 2August, 2012
Project Teams
Social Networks
Structured
Informal
Goal-oriented Opportunity-driven
Stronger Ties (Sharing Complex Knowledge)
Weaker Ties (Increasing Innovation)
we need to connect work & innovationjarche.com
Thursday, 2August, 2012
Communitiesof Practice
Structured
Informal
Goal-oriented Opportunity-driven
Communities of Practice:build bridges between
getting the job done and innovating
Both Strong & Weak Social TiesShared Interests & Motivation
jarche.com
Thursday, 2August, 2012
Openness
TransparencyDiversityof Ideas
enables reinforces
fosters
communitiesof practice
knowledgesharing innovation
communities of practice enable knowledge-sharing, which fosters diverse ideas and increases innovation
trust
jarche.com
Thursday, 2August, 2012
“We learned that individual expertise
did not distinguish people as high performers.
What distinguished high performers
were larger and more diversified personal networks.”
~ Rob Cross, et al, The Hidden Power of Social Networks, HBS, 2004
Connections
Thursday, 2August, 2012
Project Teams
Communitiesof Practice
Social Networks
Structured
Informal
Goal-oriented Opportunity-driven
Share Complex Knowledge
Increase Innovation
Solve Problems, Retain Talent,Develop New Strategies
bridging the gapjarche.com
Thursday, 2August, 2012
Project Teams
Communitiesof Practice
Social Networks
Structured
Informal
Goal-oriented Opportunity-driven
“collaboration”
“cooperation”
“collab & co-op”
it’s more than collaborationjarche.com
Thursday, 2August, 2012
Collaborationworking together for a common objective
Cooperationopenly sharing, without any quid pro quo
jarche.com
Thursday, 2August, 2012
People want to join communities of practice.
People feel affinity for their communities of practice.
You know you are in a community of practice when it changes your practice.
jarche.com
Thursday, 2August, 2012
The Coherent Enterprisecooperation & collaboration flow both ways
InternetTimeAlliance.com
by Clark Quinn
Thursday, 2August, 2012