Featured

Big Changes at Medium: Early Feedback on Paywalls, Community, Value .. and Content Strategy

Value3-coins(b)_16x8

Lots of change happening on medium.com this week. A new membership plan for active readers was released in beta, creating a paywall for the the good stuff and promising more to come.

That left much unanswered. And it sparked a wave of concerns from members. One thing’s clear, Medium could be doing better in the PR department. A good FAQ goes a long way at times like these, and I actually found one among comments to member posts (link below).

A well-kept secret? Go figure.

It’s especially ironic that it’s easier for me to summarize what I’m learning about Medium here on WordPress, where I can create content more fluidly. Medium provides a beautiful content experience. But the simplicity of their toolset becomes limiting when you want to organize, curate, or otherwise assemble information.

Perhaps that’s the good stuff yet to come? Here’s hoping.

We’ve been discussing Medium strategy on Twitter via both #mediachat and #smchat, and I’ll sum up those conversations like this:

Medium is elegant, attractive and intuitive. It could play a huge role when it comes to your content strategy. Where are you developing your public voice, the messaging and stories you want to share with the world?

The net of it:  I think Medium is worth a look, especially once we get through all the changes. Personally, I love it there, and plan to stay with it. And I’m not afraid of change, or a reasonable monthly subscription.

Worst case, we go back to clickbait and plain old internet.

Meantime, while the dust is settling (and it may take awhile), let me provide a few key links for quick access and reference.

Let’s start with the official view:

Next, insight from a few top Medium writers:

And stay tuned for my own two cents:

  • Taking Chances .. my post has been written, I will put the link here.

Stop back in. I’ll add more links if they offer new insight or perspectives. And yes, I’m a founding member, whatever that brings. If you’re on Medium, you can tell who’s “in” by looking for the little green semi-circles on Medium profile photos, like mine. You’ll learn who’s placing their bets. Or, at least, who had a spare $5 spot.

Let me know your thoughts – on here, Twitter or Medium.

One way or the other, I’ll see you online.

Chris (aka @sourcepov)

Advertisements
Featured

Building Social Capital (the series): Taking on Community Engagement

Are u building Social Capital? (c) 2013 Amberwood Media Group

CHARLOTTE, NC. June 2013, by

As builders start building again and we resume the race to keep up with the 21st century, I’m compelled to ask:  how long has it been since we’ve felt truly connected with our communities?  Many I know are reporting gaps .. whether it be with their church, gym, PTA, or even the local neighborhood association.  Oh sure, we may still be there physically.  But ..

To what extent are we participating?  How many of the people around us do we actually know?  Are we in the crowd going through the motions, obsessively checking our smart phones, but not engaged?

Chances are we know the answer to that one.  Here’s another key question:

If and when we DO engage in our communities, what are our motivations?

If we answered the second question:  to “survive”,  “fit in” or “claim our rightful share” I’d argue that we’ve lost touch with what’s important.  Where once we knew our neighbors well and we knew what we stood for .. ok, I may be going back a few decades .. now it seems we find ourselves more and more isolated, cut off from the deep and nurturing social connections that humans thrive on.  Our consumer and work-saturated culture seems to have trumped our core values, and the path to a better place is less than clear.  We’re in a bit of a pickle.

A Clarion Call for Leadership.  We need a new vision, to me that’s clear.  But leadership in the societal (not using “social” here on purpose) space is tricky.  For community leadership to work, the energy must come from the rank and file .. from the inside out and the bottom up.  Seth Godin in “Tribes” builds strong arguments around the need for leadership from the inside .. getting people who are used to not leading to start leading .. sometimes, by creating spaces and situations and cultures that empower.

No small task, that.  But one that holds significant possibilities.

Why?  Because it’s an approach that can scale.

But that means some of the leaders, if not the vast majority, will be folks like you and me.  Working types.  And for many of us, leadership is not something we’re  used to.  Can we play?  I say yes.

Social Possibilities.  Communities offer a broad landscape of opportunity, really.  I’d argue that we need to invest our time and energy before we find our social systems past a point of no return.  Cynics have declared that we’re too late.  But ..

I believe we are just now starting to mobilize our thinking. We’re learning to focus our energies, and .. this is important ..  connecting people in ways that literally unlock their creative potential.

It’s time for us to stop being alone with our televisions  and to start engaging in our communities again.  The applies both offline (in real life) and online (virtual).  It’s not so hard.  We learned how to do it on the playground.  If our kids are out their having fun, taking chances, building sand castles, and making new friends, why can’t we?

When we engage in a real way, we’re building social capital .. putting together the skills, resources and networks that can help us learn, in turn helping us to help others.

As that happens, we start raising the water level of what’s possible.

Ultimately, we can change the game.

Get Started Getting Social.  This post starts a new blog series on social capital.  In coming posts we’ll take the notions apart so we can rebuild them into something that we’ll find practical and useful.  And we’ll tap some of the approaches in my book, helping us to take inventory of the barriers and enablers we’ll need to master along the way ..

I’ll post links to subsequent posts here, as well as in the sidebar Editorial Calendar.

In the meantime?  No waiting around.  Connect.  Engage.  Get social. We’ve lost ground, and some precious time.  If you have to, ask your kids how they do it !!  [ .. on that note? .. cue Angela Maiers and her Sandbox Manifesto .. ]

I hope you’ll stop back in.  We’ve got work to do.

Keeping Up with the Flow: Why Feedly Changes the Game

CHARLOTTE, NC. March 2013, by

As you may know, I’ve been exploring the flow of insights across organizations for years. It’s at the core of effective collaboration. As I’ve shared at conferencesblogs and now in softcover, more often than not, that critical flow of insight is blocked.

On the Web we have the opposite problem. Here we have the freedom to read and write any content we like. Insights can flow rapidly. But in terms of content like blog posts, it can be incredibly difficult to keep track of it all. The deluge of insight overflows the levies of our day to day attention spans.

There is  too much content, and it never stops coming.

Haw River, NC - feedly in the flow of insights

Haw River, NC – feedly in the flow (of insights)

Feedly changes the game because it recognizes the problem. It knows our time is limited. So it helps us move past the okay stuff so we can get to the good stuff. And if all the content is good? Feedly lets us quickly get to the next level, identifying the good stuff that’s most relevant. To me, that’s a game changer. Here are the Feedly features that made me sit up and take notice:

  • Rapid and seamless integration with Google Reader. Since I was already signed-in to chrome and G+, I simply had to tell Feedly to sync with Reader and it happened in a matter of minutes.
  • Rapid update of feeds. Quickly add or drop the content you want to receive. All you need is the blog URL.
  • While mobile, a “swipe” browses and/or marks posts as read. Beautifully mirroring the turn of a magazine page, we can scan headlines, drill down to read an article, or move on .. quickly.
  • Dynamic categories (for tracking relevance). This is where power surfing begins to leave paper magazines behind. With tools like Feedly we can bookmark and tag on the fly, helping us connect new ideas with our own, using categories to index what’s important to us, even as what’s important evolves.
  • Save for later. Let’s us flag posts that need another read, a share on Twitter or G+, or a response.
  • Multiple-device sync. Feedly on the browser and mobile work together.
  • Valuable content: anytime, anywhere (aka, another “win” for mobility). Where once our idle moments (elevators, subways, concert lines) were venues for checking Facebook or our Twitter feed, now we can read deep and important content on the go as well, all of it real time.

In a world where everyone pushes content, it’s time to focus on context, finding and adopting more powerful tools (like Feedly) for tracking what’s important. Who decides what’s important? Look in the mirror. With these tools in hand, it’s easier to filter and to focus, connecting related ideas with our own, unlocking opportunties for more engagement which can ultimately lead to new thinking.

For anyone that takes learning and the learning organization seriously, that’s a huge step forward. The critical feedback loop can now be closed.

Insights flow "like leaves on a river" - David Bohm

Insights flow “like leaves on a river” – David Bohm

Organizations will continue to grapple with their collaborative barriers. Often they must settle for little more than a trickle of insight. Meantime, out in the open spaces, we’re getting better at flood control.

Props to Mack Collier and crew for the Feedly tip at #blogchat.

So go ahead, blogosphere. Let the insights flow. Now, at long last, I’m ready for you.

Learning to Learn: Can KM, OD and Education Find Synergies that Change What is Possible?

These days, the ability to achieve deep, meaningful learning seems more and more of a challenge.  Hamstrung as we are by an ever growing mountain of content, dwindling attention spans, fewer available hours of focused energy, and pressure to prove results, it’s a wonder anyone can truly learn anything anymore.

Some say we can’t, and that increasingly .. we aren’t.

Rather than piling more fuel on the pyre of discontent, I’ve begun to focus my energy on new ideas in the learning space.  For most of the last 4 years I have been reading, researching, and discussing the challenges.  Much of that has happened over at the #k12 #ecosys, where deep & insightful discussions continue.

The result?  It certainly remains a work in progress.  But I’ve begun to put increasing stock on how to drive a synthesis across professional practices that claim much of the high ground on what it means to learn:  KM, OD and Education in particular.  Here’s a discussion framework that has emerged out of these conversations.

What do I mean by these?  I’ll offer a working definition of each, in the context of “learning how to learn”:

  • KM – Knowledge management, a business practice from the 90’s that seeks to  define, capture, and reuse knowledge across an organization, helping its members to share and ultimately learn from past achievements
  • OD – Organizational development, a business discipline most commonly in HR (human resources) that seeks to increase the productive capacity of the people and teams within the organizations walls
  • Education – the immensely broad ecosystem of teaching professionals across K12, colleges and universities, deeply immersed in the art and science (mostly science) of helping our young people learn

Challenge me here. Is this a good foundation?

Assuming so, would cross-pollination of experts like this be unthinkable?  It seems daunting on the surface.  Getting experts working together is hard work, as I’ve explored throughout The DNA of Collaboration.  But to me, crossing these boundaries is precisely the challenge.  We must work together to redefine the problems in solvable ways.  It means changing the stakes so that all the generations around us .. Boomers,  X, Y, Z and beyond .. can embrace new ways to learn how to learn.

In the face of increasing pressures for results, seemingly ‘soft’ initiatives like these are often scaled back, reducing our capacity to learn and to innovate at precisely the wrong moment.

What are some of the requirements in gaining cross-disciplinary cooperation and teamwork?

  • Intention and focus – to define what it means to learn deeply, and to establish new benchmarks for what is possible and achievable
  • Cultures that evolve – fostering new levels of trust, risk-taking and collaboration, so they might earn a more venerable status: ‘cultures of learning’
  • Solution language – that help insights and ideas emerge and converge into fundamentally new possibilities
  • Releasing the flow of insight – surrendering structure to more organic and adaptive methods of exchange

Working across professional disciplines exposes visible fault lines.  Many are deeply entrenched in decades of research and practice, convinced that the only path to success is the one they learned in grad school.  For some, their deeply held convictions will need to be left by the door.

In terms of some key ideas, what might we be talking about?  Here’s just a starter list of topics, to spark the synapses ..

  • Social Capital – building skills, networks and resources to help ourselves to help others
  • Evolution of Teacher/Learner – teachers that learn; learners that teach
  • Learning Cultures – how do we foster them?
  • Weaving a Collaborative Learning Fabric – discussing 1Q13 at CDNA G+ Community
  • Self-Selection and Ownership – customization of the learning agenda
  • Motivation and Growth Mindset – removing fear of not-knowing
  • White space – exploring and exposing the creative urge
  • Social, Team & Project-based Learning – is all learning truly social?
  • Key Stakeholder Roles – including Community involvement, and the notion of Resilience
  • Open Knowledge Frameworks – via a 21st century read of Kant
  • Virtual Environments – the purposeful evolution of distance learning and e-Learning

Under the hashtag #cdna (for “collaboration DNA”) we have begun to explore what it means to learn deeply and learn together, across all the contexts described here.  To get at the issues more directly, we will use this space, related posts on the book site, and other spaces (join our CDNA G+ Community) to expand on what we mean by the practice of KM, OD and Education in the context of learning.

Change demands new thinking.  And as you likely know by now, that is the sort of discussion that  keeps me up at night.  I would love your input and ideas.

My fear is that increasing numbers will someday fail to learn how to learn.  It’s a slippery slope with serious implications.

We’ve got work to do.

Words That Matter: Wittgenstein and Senge on the Power of Language in Critical Thinking

Language, like the culture it derives from, plays a subtle but powerful role in how we interact with others. Yet we are so completely immersed in it, we scarcely give it a second thought.

Early in the 20th century, Ludwig Wittgenstein brought focus to the critical importance of language in the context of knowledge, philosophy, and science. One of the more powerful and accessible claims he framed was this one:

“The limits of my language mean the limits of my world.” Wittgenstein, Tractatus, 5.6 (1921).

It may seem overstated at first glance, but let’s unpack it.

If we reflect on how we think about, evaluate, and come to understand virtually anything, we realize that the running voice of our conscious thought sets practical boundaries. We can contemplate problems and solutions in our mind only to the extent we have words to describe them. Our vocabulary either limits or unlocks our ability to describe what we see. Our command of grammar and ability to construct descriptions of abstract concepts works the same way.

Our command of semantics is a central to critical thinking.

Language literally bounds our possibilities.

Wittgenstein thus underscores a compelling argument for mastery of the original liberal arts of grammar, rhetoric, and logic – skills that we might better grasp today in the modern context of reading and writing – but his message is clear: the tools of language are essential to the thinking person.

Now let’s apply those ideas in the social and collective contexts.

What happens in a team setting?

Carefully articulating a new idea for ourselves is only half the battle. As collaborators we face the more difficult but critically essential task of explaining this idea to others. What words do we use? What language will our audience understand? And if we’ve followed good practice by ensuring a diverse group of collaborative stakeholders, the bar has been raised even further: what subset of our shared language will be most effective to ensure common understanding across a diverse team?

From my experience, the most common failure in team settings is mis-communication of ideas, most readily observed when group members freely, often unwittingly, talk past each other. In a fervent effort to make a point, we default to arguments grounded in our semantics of origin. So what happens? IT folks will talk technology. Accounting will talk about margins. Sales will talk about customer problems. Educators will talk about pedagogy. Academics will talk about epistemologies. With heightened energy, the vocabulary grows increasingly parochial and inaccessible, and the steeper the organization’s silo walls, the more entrenched the participants tend to be, and the more difficult language barriers are to cross.

No wonder finding common ground can seem like a pipe dream.

So intentional collaboration places clear demands on semantic foundations. Defining key terms often helps. Project glossaries can go a long way.

Another strong approach (referenced previously in this blog, and elsewhere) is that of a solution language. The idea is to create common ground on the output side. We can define terms for the proposed solution set(s) that are literally grounded in a new language that is embraced by all. It is an extraction from the contributors’ source languages, an amalgamation of pieces and parts to create a viable whole. As the solution language is built, common ground is established in the process. In so doing, collaborators become more aware of their context of origin, better described as their comfort zone. With time and energy, many will see how cultural and linguistic boundaries can impact their collaborative engagement.

Peter Senge in the 5th Discipline, observes:

In dialog, people become observers of their own thinking.

then cites the work of the late physicist David Bohm, who researched collective learning among scientists. Bohm believed that we, as individuals engaged in collaborative dialog, can:

“… begin to correct incoherence in our own thinking. A kind of sensitivity develops that goes beyond what is familiar … (exposing) subtle meanings that lie at the root of real intelligence.”

Senge and Bohm share a deep sense for the requirements for team-based learning. Senge himself devotes many pages to language, and the evolutionary steps through which individuals must navigate to achieve value from a shared, collective learning model. Often, it means suspending bias inherent from professional education and what is often years working within a given specialty.

Thomas Kuhn’s thinking on the challenges and demands of paradigm shifts peers from these lines.

Wittgenstein’s foundational messages ring true throughout.

It’s easy to imagine ourselves standing before the locked door of critical thinking. We hold the keys in our hands, but remain dumbfounded about how to use them. When we attempt to collaborate, we stand before the same door with others, but we’re still at a loss; perhaps it’s even worse, arguing the course of action.

Language, like culture, is a profoundly rich, integral aspect of our social existence. I’ll summarize it like this:

Language is the master key to unlocking effective collaboration, opening the door to possibilities of what we can accomplish via intentional, purposeful dialog with others.

We can cast all this aside, broadcasting our views to the world at will. We can choose empty words with casual intent to impress, or use caustic words that serve only to bully, blame and obscure.

People do it every day.

The price? It’s a fundamental failure to be understood, preempting an exchange of ideas that could have emerged into something more. That spells disaster for progress in any language.

Critical Thinking, the Series: Learning to ask “Why?” again

If intentional collaboration is the productive exchange of big ideas, then philosophy is an important foundation. From Socrates to Aristotle to Kant to Kuhn to Senge (and a host of others in between) there is a rich heritage of thought on the pursuit of understanding, with a host of cognitive models to help us work on the hardest problems.

For those willing to do the work – and it truly is work, no silver bullets to be found here – improving how we search for knowledge is central to all manners of collaborative solutions, framed alternatively as innovation (in the commercial context), or emergent outcomes (in the context of complexity). That puts intentional collaboration on the critical path to solving virtually all critical social, commercial and public sector issues.

The stakes are high.

Ultimately it comes down to a decision: are we willing to embrace and foster the hard work of critical thinking?

I’m neither philosopher, nor academic. But if Socrates, arguably the father of critical thought, were to give a guest lecture at a local college, I’d be on the front row with my laptop, taking notes.

At some level, I think I’ve always had a hunger to understand.

But even with a healthy bias for learning, it’s easy to lapse into a mode of passive acceptance. We’re deluged with so much information, it seems increasingly natural to tune much of it out. But where do we draw the line? Are we losing our intellectual edge? What legacy are we leaving for future generations?

Critical thinking may be our last line of defense. We need to unpack it and understand it, and frankly, we need to get better at it.

Let me offer a working definition:

“Critical thinking is the skill set we use to challenge our initial, surface observations of a topic or insight, enabling a rigorous understanding of root causes, relationships and meaning.”

The rigor that goes into critical thinking is among the main reasons we struggle with it so. It’s hard work. And it takes more time. Deep learning requires more than just surface observation or memorization of fact, which has implications in many important areas, ranging from business to education.

Let’s recap some subject domains – past and present – where critical thinking plays a key role. This list will serve as a guide for subsequent posts, as I did in my 2010 culture series. I’ll update this outline and add links as we go in the months ahead.

  1. Philosophy (posted 5/21). How we think. Our rational minds use principals of logic every day to solve problems, but we pay little heed to the dynamics of reason, and the role our mental filters play. Tracing the heritage through Socrates, Aristotle, .. (ok, it’s a long list).
  2. Language (posted 8/16). How we communicate. Language is the essential foundation for framing our inquiries and our proposed solutions. Our words matter greatly, but we give them so little thought. Foundations in Wittgenstein.
  3. Metaphor (posted 8/31). How we find common ground. The power of metaphor in story and discourse has been central to our social learning process since we began to converse with our parents. Are we trained in the art of story telling? Is the intentional use of metaphor a lost art? A look at Lakoff on an important topic.
  4. Knowledge Frameworks (10/31). How we attack ‘the problem of knowledge’. This post will trace two evolutionary threads over the last 2500 years. Both are rooted in antiquity, but their most recognizable branches are empirical science and rationalist philosophy. The two roads diverged some time ago. Can we contemplate the paths coming back together?
  5. 21st Century Kant: Complexity (1/22). How we adapt. We’ve learned some behaviors of complex systems, but how can critical thinkers make sense of what seem to be increasingly unsolvable problems?  Can a new semantic analysis of Kan’t Categorical Framework provide any insight?
  6. Public Education. How we learn. This is doubtless the most fertile ground for this discussion in the modern day. Few argue the importance of teaching critical thinking, but to what degree are teachers able to foster it? What level of command should high school graduates possess?
  7. Business. How we innovate. There’s a raft of challenges in the commercial space, where inertia from our past successes has led to an endemic lack of critical thinking. What skills must executives employ to get ahead of the curve? (I’ve expanded on approaches for workplace at Talent Culture, and found a useful innovation frame started by Pat Lefler at Blogging Innovation).
  8. Thought Leadership. How we inspire. From academia to corporate enterprise to the political realm, our leaders want us to follow them. But do their messages makes sense to us at a cognitive level, or are we simply responding to emotional appeals?
  9. Collaboration. How we engage. We need to unlock new ways to interact in teams, bringing the potential of networked critical thinkers to bear on difficult problems. How do we get there? (see also Design Thinking)

No wonder there’s energy on critical thinking from all sides. There’s enough research in this framing for the balance of 2011. At this point, we will definitely spill over into 2012.

As we explore the depths and the many dimensions of this topic, we’ll need care to navigate the chasm between keeping it simple (aka accessible) versus the demands of academic rigor. Both are important.

Challenge me to strike the right balance.

As always, your comments and tweets will help expand and enrich the conversation. I look forward to them.

Featured

Collaborative Culture: Peter Senge on the Foundations of Organizational Learning

CHARLOTTE, NC. January 2011, by

On the road to unlocking collaboration, our culture series has taken us through a review of Schein’s many layers, Handy’s four structural models, and Kotter’s eight steps for change – lots of ways to slice and dice the cultural barriers.

To me, it was important progress and worth the deep dive, tapping dozens upon dozens of insightful comments, for which I remain grateful.

Looking back, I’m increasingly convinced:

Cultures can, over time, be intentionally shaped and directed by visionary and resilient leaders. But the complexity of organizations, markets and other social ecosystems invariably worsens with scale, raising the bar for mitigation ever higher.

We need some breakthrough thinking. How can we foster collaboration and cultures that encourage it?

Where do we turn now?

Peter Senge, in his 1990 watershed work The Fifth Discipline (latest ed. 2006), laid an important foundation for Learning Organizations that still resonates today. As we look to frame the core dynamics of effective collaboration and the many challenges of the necessary culture change, I think we need to go back to the source.

While Senge advocated 5 critical disciplines for the modern organization, I struck gold on several foundational takeaways, each resonating with my views on collaborative innovation. Not all of them qualify as ‘disciplines’ as he defined them, but they all seem to have strong relevance to the challenges at hand.

Let’s look at them:

  1. the power of dialog to weave new insights on broader, divergent ways, in his words “open to the flow of a larger intelligence” and “taking us in directions we could never have imagined.” (is it just me, or does that sound a lot like Twitter?)
  2. exposing the vital role of context as the critical lens through which our ideas relate to the world, to each other, and to potential innovations
  3. understanding our social ecosystems, with a nod to “systems thinking”, exposing relationships across parts of the whole; this was an important stake in the ground for interdisciplinary thinking, concepts at the core of the collaborative model and Senge’s view of organizational learning
  4. recognizing that cultures can and must promote learning through deeper inquiry, encouraging us to challenge the rigor of our thinking; ‘critical thinking’ has lost focus in the commercial space and across western society, creating a fundamental problem in education priorities (but that’s another stream!).
  5. harnessing heuristics and paradigms to capture the mental power of abstraction, which he called “mental models;” these help us frame ideas, solutions, and (eco)system relationships in visual, more intuitive terms
  6. importance of the study of nature’s patterns, many holding secrets to how our world and our problems relate, with key messages for ecosystem sustainability and a means to understand complexity around us.

Senge looked to future organizations to master these challenges, becoming increasingly skilled at complex problem solving, and increasingly motivated to take on harder problems, adapting to handle more complex environments and challenges. Successful organizations, he hoped, would demonstrate resilience, and an expanding, repeatable capacity for learning.

Like many visionaries, Senge challenged future leaders to pick up the cause and drive these conceptual ideas into practice. Where are those leaders when we need them?

Some of them may be staring back at us in the mirror.

As we depart from Senge (with much to mull over!) let me direct your attention to the work of Marcia Conner, who has produced a series of books that lay out much of the work ahead in crafting a viable, sustainable learning organization.

Perhaps you’ve connected with her at #lrnchat, on Twitter?

Read up, and listen in.

Ultimately, we must promote cultures that value both learning and collaboration. That’s where innovation and great ideas come from.

We’re at a crossroads, of sorts, and here’s why:

Talking around notions of collaborative cultures is easy, in the same way people banter about collaborative innovation. Small wonder there’s such a buzz about it. But fostering cultures that spawn collaborative behaviors is hard work. I wonder: do we have the resolve to take it on?

Ahead: I’ll provide more specifics on the mechanics of effective collaboration. The journey continues, and we’re picking up the pace.

Here’s some additional dialog just posted on Quora, based on this thread.

As always, I’d love to know your thoughts.