Featured

The 2.0 Business Relationship: Are you investing in your network?

Social media is getting plenty of traction, but I’m still intrigued by its untapped potential, both inside the enterprise and out in open spaces.

Stubbornly, several barriers to adoption remain.

We’ve been chipping away at these hurdles here, first exploring culture in the organization, and then engagement. Those conversations have helped to surface yet another challenge: how to build valuable relationships (call them “virtual” if you must) using social media.

Let’s tee it up this way:

What are the dynamics and limits of “relationship” in a virtual world, where connections are free, global, and easily made? Can true value be achieved? And can we navigate network overload?

We’ll start with traditional business relationships, to set the stage.

Whether inside or outside of organizations, people are constantly meeting, connecting, and communicating. Results will vary. Some will pass each other by completely. Others will move closer together in their thinking and spark a collaboration, or they might hit a snag, and move further apart. It’s all in motion.

A successful organization brings a master plan to the madness. Via work groups, partnerships and/or employment relationships, an enterprise uses structure to bind together groups of people with a shared focus. There’s still that constant flux of relationships: people connecting, communicating, and learning. But if and when coordinated, good things happen, and the organization has a chance to thrive.

The impact of social media.

Our hyper-connected world accelerates and multiply’s our ability to connect with people anywhere. Boundaries of time and place are removed. Whether tweeting or blogging, the potential to meet, share and learn from others – literally around the globe – is unbounded. But there’s a catch. As you start to engage and connections start flooding in, you are soon forced to ask: Should this person be in my network? Should I reach out to them? Or will I be wasting my time?

Up front, there’s really no way to know.

I think most people that exit social media, often in frustration, do so in face of those daunting, never ending decisions. And that’s unfortunate. The possibility of each new social media connection creates a fascinating opportunity. Each connection you make brings the chance to challenge your thinking, expand your horizons, and even to change your path.

Navigating the challenges of network building

What factors will influence the chances of an online business relationship in the 2.0 space? I think it boils down to a couple of key things:

  1. Clarity of your intent. Why are you here? Are you tapping social media and building your network for a reason? Get in touch with that. Share your intentions right up front.
  2. Common ground (context). With intent on the table, establishing common ground is a matching exercise. Search engines and hashtags and communities are all ways to get connected. Believe it or not, this part is becoming easier by the day.
  3. Investing in your network (learning to “time box”). Relationships tend to benefit from ‘going deeper’ but time is increasingly precious. This is where many connections with potential fall short. Set aside an evening, a cup of coffee, a few minutes a day for network building. Put a box around the time commitment. That “time box” can be small, medium or large. Change the time allocation as needed, but make a commitment, to yourself and your network, so they’ll know what to expect.
  4. Dare to adapt. Ultimately, you may find many connections don’t align with your objectives, but don’t be too quick to filter on that. You may find new opportunities or interests by being open minded and flexible.

Sure, building a network via social media can seem overwhelming. But as the virtual world unfolds around us, it’s time to look deeper at its potential to spark new levels of collaboration. We need to think hard about what it will take to build value into our networks.

It’s easier than ever to connect with people online in the 2.0 space.

But the ultimate value – for you and for your connections – is driven by a shared willingness to focus, to set aside a little quality time on a regular basis. Even if it’s in small chunks. A tweet here. A blog comment there. One or two twitter chats. Okay, maybe three.

Are you willing to make an investment?

Featured

Web 2.0′s “Broadcast” problem: The case for Meaningful Engagement

For the commercial web’s first decade, people communicated the old fashioned way: broadcasting their messages to anyone who would listen. It was a simple, easy extension of traditional advertising, public relations, politics and academic publishing. E-mail, also cutting edge at the time, modeled the same broadcast mentality. It was yet another easy way to lob messages to large audiences.

Prevalence of the “broadcast model” has limited people’s view of how the internet can be used to deliver messages. Many still don’t realize that the new internet (Web 2.0) offers a radically different proposition: collaborating with others via an open, multi-party exchange.

Engagement is communication at a different level

If communicating via email was passive and routine, the connections possible with engagement are active and dynamic. True engagement is more work. It requires time, energy and active listening. But the resulting flow of information brings rich rewards. Insights begin to accumulate and multiply. Ideas get validated and enhanced in several directions at once. And as the value of the idea exchange increases, personal relationships begin to form around them.

Meaningful, high-value connections like these are at the core of the Twitter chat phenomenon that’s spawned successful, ongoing communities like #smchat and #blogchat and social innovation teams like #ecosys.

And yet engagement rates among the masses remain critically low. Try to talk about social media with the average person, and you can see the resistance in their eyes, as if to say, “I know better, I’ve heard that one before, you can’t fool me.”

That makes building social teams and virtual communities much harder than it needs to be.

Why so much resistance?

I find the Web 1.0 mindset serves as a filter to the possibilities, reinforced by a culture that has grown cynical and distrusting. Unfortunately, those old habits and opinions die hard.

Thought leadership in this space goes back 50 years. Concepts like Thomas Kuhn’s “paradigm” (1962), Charles Handy’s “organizational culture” (1976), and Peter Senge’s “mental models” (1990) all build on the theme of the filters we use when we perceive the world around us. It seems we’ve advanced our understanding, but have moved too little to act on what we’ve learned.

The idea of “getting outside the box” was clearly spawned from this line of thinking. Far too many remain safely inside those boxes.

Here’s a key takeaway, unvarnished:

Mental filters (influenced by culture, formal education and our past life experiences) shape how we perceive the world around us, blinding us to new perspectives and blocking us from making deep connections with others.

Can we take this problem on, unlocking engagement in the virtual space? I say yes. Getting past our mental filters may be the first hurdle, but there are more. I’ve posted thoughts on the specifics of meaningful engagement over at Talent Culture.

There’s a world full of complex problems out there. Embracing broad, meaningful collaborative engagement on a much larger scale is critical if we hope to solve them.

Featured

Organization Culture: The Challenge of Alignment in the Complexity of Human Interaction

amg208049a-bluemesa_org-culture

Foundations of Org Culture | Blue Mesa CO (c) 2020 Amberwood Media

CARY, NC. 2010 (with updates).  How would you define organizational culture?  I’m finding it’s an increasingly important question.

To interact and function in the 21st Century,  it’s become critical that leaders understand the internal dynamics of the teams they are leading. How will an organization play in the new world? How will it connect? Drive value? Compete?

An org chart might show us structure and intent, but to truly grasp how decisions are being made, we need to understand the organization’s culture – a task that’s easier said than done. Ask enough people and you might get a sense of it, but its dimensions and reach can remain elusive.

Conceptually, org culture might be framed like this:

A complex, loosely-defined amalgamation of beliefs and behaviors of a group of people that yields significant influence on what actually gets done.

Peter Drucker called the topic “amorphous” (literally, without shape) because it defies the crisp definition that most in management prefer. Personally, I think it will likely fall more in the domain of leadership, aligned with Grace Hopper’s pithy: “You manage things, but you lead people.”

Regardless of how you try to frame it or categorize it, two key questions emerge. Can culture be overtly changed? Many, especially academics, say ‘no’. But can culture be influenced? That’s a topic of some very interesting debate and the subject of this series.

I’ll concede now, I’m not an expert but I’m a practitioner and a survivor. I’ve written vision statements in attempts to shape culture, and I’ve been stymied by mandates from above that were rendered impossible by the forces of culture. At one time or another, we’ve all worn cultural handcuffs.

Series Framing. I’ve continued to post on the many aspects of culture using this outline, with key entries posted.

  1. Org Culture: Dimensions. (ref: Schein) 1/25/10
  2. Org Culture: 4 Structural Forces. (ref: Handy) 3/02/10
  3. Org Culture and Complexity: Useful Patterns. (ref: HSDI: Eoyang, Halladay, Nations) 3/20/10
  4. Culture Change in Government. (ref: Eggers/O’Leary and B.Noveck) 3/21/10
  5. Org Culture: Interventions. (ref: Kotter) 4/10/10
  6. It Takes a Village: Insights on Culture and Community in Local Government 9/10/10
  7. Collaborative Culture: Insights from Peter Senge 1/11/11
  8. in response to Tara Hunt post 11/17/12
  9. Why Culture Mattered at IBM and Kodak (on Medium) 9/2/16
  10. Org Culture: Deconstructing Silos 6/8/20

I’ve touched base with colleagues in OD, KM & IT on this over the last 8 years, and have approached many more recently, hopeful that several are still willing to join in the journey.  I encourage you to post your insights via comments, both here on this blog and on LinkedIn. Per my usual MO, this on-going research will be a collaboration.

Org Culture:  The Story with a Significant Arc

Getting at culture problems has been on my mind since 1989. At the time, a few short years out of college, I recall rifling through Rosabeth Kanter’s classic Change Masters, hoping to unpack my first run-in with hierarchy, silos and cultures of control.

I asked, “Isn’t there a better way?” Ah, the innocence of youth.

In the years since, I’ve tried to follow Kanter’s advice. Sometimes my interventions, at once brave and naive, have actually worked. But 20 years later, I’m still in chorus with my colleagues, still reciting that same old question.

The Trouble with Silos.

As we’ll see in coming posts, silo thinking and cultural archetypes that favor stability work against innovation. In fact, I’ll argue that innovation is being held hostage on an increasing number of fronts. Silos are designed for specialists, driving to standards and removing variance. It’s important for manufacturing and accounting.

But, here’s the kicker –

If the silo model gets applied too broadly – which I contend is rampant throughout the business world – collaborative behaviors are counter-culture.

It’s a challenge of immense proportions. Let’s find some answers.

Chris Jones | @sourcepov

Starting 2010 with a Bias for Action

It’s the New Year, and there’s no time like the present to embrace all the things we spent 2009 talking about. Trouble is, there was lots of talk in 2009. Talk full of buzz words. Some claim that we’ve begun talking in circles. Maybe so. But in the process, we’ve laid an important foundation.

Look at it like this:

Meaningful, sustainable change starts with an informed conversation. Together, it’s easier to frame the future, to find the best path forward.

In 2009, via blogs and chats, we began to frame that future.

In many ways, 2009 had to happen. It’s not entirely clear how, but we survived it. We realigned our cost structures, built our networks, and learned how to interact using social media.

Now, with scarcely time for a breath, the hard work begins anew. Let’s start 2010 with a clear mindset. Here are four key themes, resolutions to guide our collaboration efforts:

  1. Bias for action. The key step in breaking the talk cycle.
  2. Bias for engagement. Moving away from the Web 1.0 broadcast model of communicating, toward a more valuable 1:1 exchange that builds relationships.
  3. Bias for learning and discovery. I’ve posted on the need for a learning culture, not only increased higher priority for education, but renewed focus on critical thinking and semantic clarity. If we succeed, the prize is a knowledge renaissance.
  4. Bias for change. None of the above will matter if we continue to cling to the past. Our risk-averse cultures are often biased to resist change. To move forward, we need to embrace it.

What does action-oriented collaboration look like? Here are some case studies in virtual community that seek to use engagement and discovery to drive new solutions:

  1. Look for some immediate changes at #smchat. Building on insights from 2009, we’re brainstorming how we can drive even more value for members. Thought leadership and emergent insight have been the core of our value stream. How can we leverage that?
  2. We’re at an inflection point for exciting things w/ #ecosys, our pilot project on public engagement to drive social innovation.
  3. Take a look at what’s happening at govloop. Over 20,000 voices from across government are self-organizing. Ideas are everywhere.

Let me know if you know of others.

2010 will be a time of culture change and new paradigms. We don’t have much choice. So strap in and hold on. We’ve got some work to do.

ECOSYS on Social Reform: the Road Ahead

As you’ll see in this thread, a group of self-organizing innovators has put quality thought on how public collaboration can help get at the core of complex social issues.

So far, we’ve been  focused on framing challenges in Public Education.

The hurdles are formidable, so we’re focusing on a few specific areas, to build awareness and momentum (note: in the chat format, we number discussion topics sequentially):

  • T1 Participation. We need diverse stakeholder input (teachers, parents, administrators, businesses, legislators, students, suppliers); all have a role in the future state; are they engaged? how can we engage them?
  • T2 Ecosystem Dynamics. We must understand how the current system works and where it breaks down, using the basics of systems thinking and mental models framed as operating paradigms;
  • T3 Priorities. We must factor in the national agenda with Race to the Top (competitive stimulus model) and how it effects state and local initiatives; what are the gaps that will remain? are the stakeholders aligned?
  • T4 Culture Change. We need to explore a critical but overlooked topic: does our culture place necessary emphasis on learning?

Clayton Christensen reminds us that the ‘factory model’ of public education is over 100 years old, making it deeply entrenched. Regarding the public, Tim O’Reilly uses the interesting metaphor of a vending machine, where taxpayers (especially, in the case of education, parents)  insert money and expect services to come out the other end.

Top CEO’s talk about 21st century workforce demands in an excellent article in the Wall Street Journal. Read this. It will help get you thinking on what we’re up against.

We have seen significant power in discussion among concerned stakeholders. Be a part of the solution. Join the LIVE conversation, Mondays at 9pET. To participate we recommend tweetchat (click here at the appointed hour).

The next meeting is Jan 4. We hope you can join us.

A Landscape for Discovery

Learning and innovation have a common thread.  In simple terms, their mission is to expand what we know. We begin at familiar places, we move to areas of uncertainty, to explore .. then, with luck and a fair wind, we return a little better informed.

Let’s call this mission one of discovery.

Seeking knowledge is a core human aspiration, a measure of what makes our species unique. Unfortunately its a path from which many have drifted. The more rigorous aspects of critical thinking and complex problem solving are now often left to experts, those among the shrinking ranks of science and corporate R&D. As I’ve written about a knowledge renaissance in other posts, I’ve come to the conclusion that  more people need to be able to engage on harder problems. And we need better ways to frame the gaps.

Take a look at this picture:


In the lower left hand corner we start with ‘what we know’.  As we move out, we launch our journey of discovery. Do we have a direction? That depends on our situation and objectives. Perhaps we launch multiple journeys in succession. Or we explore in parallel. Or maybe we just wander around, afraid to venture far from familiar territory.

In every case, the journey back is when we extract value. We apply what we’ve learned. We adapt, adding to our knowledge base, giving each successive journey a head start.

This model was developed by Mary Nations of Nations Alliance here in Raleigh, with input from Holladay and Cheesebrow at HSDI. I find it particularly fascinating because of its potential for broad application. Think of how we might reframe education reform; paradigms for innovation and complex systems; a reinforced foundation for knowledge management (KM); a fresh look at the learning organization.

At a minimum, I think we’ve established some context .. a canvas on which to chart our journeys of discovery. Look across this landscape and into the future. What do you see?

Insights from 10/15 NC Inmagic Session

Recently, I had the chance to speak with a group of NC-based Inmagic customers. The crowd was packed with experienced KM practitioners, many with library science backgrounds. While framing a “knowledge renaissance” might have sounded ambitious in other venues, with this audience, it was time to swing for the fences.

AMG112799c-Inmagic-NC-1015

I’d laid out the core themes in a prior post, but as with any productive collaboration, new ideas can emerge when people come together with different perspectives, applying alternative contexts to old problems, or approaching issues in unexpected ways. This Inmagic session was no exception.

Here are some of the takeaways:

  1. People produce knowledge, not process or technology; as ‘knowledge workers’, they do this by applying context to raw information; metadata (via tagging) continues to be a primary means
  2. Due to the flood of electronic content, the workload of knowledge workers is ever increasing
  3. Finding and keeping track of authoritative SME’s (subject matter experts) has become increasingly difficult
  4. Meaningful relationships are essential elements of collaboration and community
  5. Engagement (rather than passive participation) is required
  6. Understanding complexity is a key building block in the evolution of learning organizations
  7. Social media is unlocking many doors to knowledge worker collaboration, but proliferation of niche SM tools remains a challenge; vendors are making headway as they work toward the needed integration, a key factor in Enterprise 2.0 enablement
  8. Learning and innovation share common threads (discovery, visualization, vetting of alternative solutions), prompting the question: are ‘learning’ and ‘innovation’ really the same thing? or perhaps driven from the same cognitive skill base?
  9. There is a new imperative to foster “cultures of learning”.

If you’ve followed my last few posts in this thread, you may note the evolution on the ‘cultures of learning’ concept. I now see it as a required baseline. Culture has always been an important factor. But for me, the ‘learning’ imperative emerged during the preparation of the deck and the discussions that followed.

So our session proved the point: we can always learn .. if we dare to listen, and to keep an open mind.

AMG112803a-Inmagic-NC-1015

Here’s a look at the slides.

Thanks again to my hosts at Inmagic and the KM practitioners they assembled. Together, we shed some new light on the path to Enterprise 2.0, the future of KM, and the steps to achieve a Knowledge Renaissance.