Group items tagged

Despite current ads and slogans, the world doesn't change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what's possible. This is good news for those of us intent on changing the world and creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't need to convince large numbers of people to change; instead, we need to connect with kindred spirits. Through these relationships, we will develop the new knowledge, practices, courage, and commitment that lead to broad-based change.

Anecdote is an Australian consulting firm that specialises in helping organisations to tackle complex problems like organisational change, learning and project evaluation. We help to create the conditions for insight and empowerment. Anecdote can help organisations when traditional methods have failed. Better still, we can help you to avoid failure. We use a range of contemporary but proven approaches that draw on group intelligence, participation, complexity thinking and the power of narrative. We believe that everyone in an organisation has something valuable to offer in making improvements and our techniques draw on this priceless and diverse resource. Our techniques are based on the disciplines of complexity science and knowledge management and include business- narrative, storytelling, communities of practice, social network analysis and open space technology. In fact Anecdote is regarded as a world leader in the practical applications of business-narrative.

Twitter Set Theory & The Wisdom of the Group Wednesday, April 9, 2008 Several weeks ago I was introduced to an idea that I have found to be profound in its simplicity but complex in its implications. In an informal discussion about educational technology at EduBloggerCon West, Steve Hargadon described the kind of learning that is taking place in today's social networks. Interestingly enough, I caught the discussion via Ustream (and participated remotely within the Ustream chat), demonstrating yet another facet of this idea. I will paraphrase what Steve has come to call "the wisdom of the group": You don't need to have everybody in the room in order to have a good conversation. In other words, once you reach a certain number of people - local experts, if you will - you can have very rich dialog without requiring that all of the experts be present. Steve has found this to be true in many of the social networks that he frequents, and I have found it to be true in Twitter. In the days following our discussion, I have drawn up several diagrams that I think demonstrate additional dimensions to this concept (they also fit in nicely with this fine collection).

he concept of a community of practice (often abbreviated as CoP) refers to the process of social learning that occurs and shared sociocultural practices that emerge and evolve when people who have common goals interact as they strive towards those goals. The term was founded on the work of a few cognitive anthropologists, namely Barbara Rogoff (1985) and Jean Lave, who attempted to explain and describe learning that occurs in apprenticeship situations. Later, Lave, in collaboration with Etienne Wenger (1991) originated the construct legitimate peripheral participation in their studies of five apprenticeship situations: midwives in the Yucatan, Vai and Gola tailors, naval quartermasters, meat cutters, and a group of alcoholics anonymous. From their development of legitimate peripheral participation, they created the term community of practice to refer to communities of practitioners into which newcomers would enter and attempt to acquire the sociocultural practices of the community.

The adult learners we work with face a difficult conundrum: Their social world is constrained by the technologies they know how to use and vice versa: The technologies they know how to use are limited by their social world. For many people, a solo exploration of the online world can be arduous, insecure, and time-consuming. In an age characterized by increasing access to information and communication technologies, and by learning through these technologies, such issues acquire a great significance. This is particularly true when we view learning as a social experience and not one of absorbing information. In this article, we explore a design for learning that includes connecting people across time and distance so that they develop practices for sharing and creating information and knowledge rather than just acquiring it.

Social network analysis (SNA) is the mapping and measuring of relationships and flows between people, groups, organizations, animals, computers or other information/knowledge processing entities. The nodes in the network are the people and groups while the links show relationships or flows between the nodes. SNA provides both a visual and a mathematical analysis of human relationships. Management consultants use this methodology with their business clients and call it Organizational Network Analysis (ONA). A method to understand networks and their participants is to evaluate the location of actors in the network. Measuring the network location is finding the centrality of a node. These measures help determine the importance, or prominence, of a node in the network. Network location can be different than location in the hierarchy, or organizational chart. We look at a social network, called the "Kite Network" (see above), developed by David Krackhardt, a leading researcher in social networks. Two nodes are connected if they regularly talk to each other, or interact in some way. For instance, in the network above, Andre regularly interacts with Carol, but not with Ike. Therefore Andre and Carol are connected, but there is no link drawn between Andre and Ike. This network effectively shows the distinction between the three most popular individual network measures: Degree Centrality, Betweenness Centrality, and Closeness Centrality.

Etienne Wenger is one of the founding fathers of Social Learning Theory and the concept of "Practiced Communities". People are learning together - every individual deals and engage in many different communities of practice. Here people negotiate and define what competence and knowledge is. To know something or to be competent builds on the individuals experiences of being in the world - learning is a constant transformation or journey of the self.