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The intent of these questions are to measure the breadth and depth of my professional network. At the end of the exercise, on the outside, I can potentially have 28 people to whom I turn and rely upon for advice.I had always taken it for granted that my network is a wide one and that I know all of the right kinds of people. After answering Jarche’s tough questions, which took me roughly 30 minutes, I was stunned again to discover my real network comprises only eight people. These include people I work with, my family and two close friends. Is something the matter with me?

Just tweet a question with proper hashtags and see the response. If you are having good number of followers

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As I reflected on my own experience over a 25-year career in technology, I realized that there is more to it than an oppressive male dominated environment and an unconscious bias in corporate cultures that hold us back. 

Personal power is the energy behind all your actions. 

It’s the way of putting your ideas, visions and inspirations out in the world.  When you’ve internalized negative beliefs and disempower yourself, you are shutting down the flow of energy to do meaningful work, to take action on your own behalf, and to trust your decision making process because you begin to live in a state of constant self-doubt and frustration.

Skype to talk on a regular basis with my close Internet Time Alliance colleagues (Jay Cross, Charles Jennings, Harold Jarche and Clark Quinn) and I mainly use Twitter to connect with my extended set of colleagues around the world. This is the way I find out what they are up to, ask them questions, share ideas and brainstorm with them. (This is my equivalent of going to meetings and having coffee breaks or watercooler conversations, etc.)

t is true, that in some organizations it will require (organisational and individual) mindset changes to appreciate that workplace learning today is more than just training. In particular, managers will need to recognize the value of this form of continuous learning, and that they will need to provide time to do it, and indeed measure its success in other ways than through training attendance or online course completion.

No time for real dialogue. No time to ask questions

. "Oh we do this already," is a common response to PD. Do they do it...or do they think they do it? The report states that, "non-improvers are almost twice as likely to self-assess their own performance as stronger than their formal ratings."

Reflection is important, but it needs to be done with evidence.

So far, many companies have tried to dispel such fears by noting that the data they gather, store and analyze remains "anonymous." But that, as it turns out, is not entirely accurate, in that it sells the power of data analysis radically short. Take the analysis of anonymous movement profiles, for example. According to a current study by the online journal Scientific Reports, our mobility patterns are so different that that they can be used to "uniquely identify 95 percent of the individuals." The more data is in circulation and available for analysis, the more likely it is that anonymity becomes "algorithmically impossible," says Princeton computer scientist Arvind Narayanan. In his blog, Narayanan writes that only 33 bits of information are sufficient to identify a person.

A study by New York advertising agency Ogilvy One concludes that 75 percent of respondents don't want companies to store their personal data, while almost 90 percent were opposed to companies tracking their surfing behavior on the Internet.

But for a modern society, an even more pressing question is whether it wishes to accept everything that becomes possible in a data-driven economy. Do we want to live in a world in which algorithms predict how well a child will do in school, how suitable he or she is for a specific job -- or whether that person is at risk of becoming a criminal or developing cancer?

Log questions, blog answers.

Make connections, test implications.

Build a learning project.

The key is to develop the capacity to move rapidly to reap the most benefit from influence, leverage and learning. Firms and other institutions need to cultivate the ability to participate in an expanding range of knowledge flows effectively. 

They must also find ways to effectively filter through this expanding range of knowledge flows to extract the insights and approaches that have the potential to create the most value. Finally, they also need to quickly turn around and apply these insights and approaches both within their organization and across a broader range of participants in the system. In sum, the winners will be those who master the techniques required for scalable learning.

These are proactive strategies of movement – designed to strengthen influence points by harnessing their learning potential. If done right, it creates a powerful virtuous cycle – more effective learning attracts others and expands influence which in turn increases the potential for further learning.  To borrow a favorite phrase from my colleague, John Seely Brown, we trigger a generative dance between position and movement that takes us to unforeseen levels of impact.

And I think that’s probably a result of how it was initially rolled out. In some places it’s led to a lack of understanding around how everyone can make an ESN work for them – using it to meet their specific challenges and in a way that best suits each individual. It’s definitely not a question of trawling through a live feed to find something that may or may not be relevant to them, an ESN, used properly, is so much more than that. And it’s up to us in our team to really bring that story to life for each employee. A mammoth task with over 100,000 of us! 

One word: COLLABORATION. With our size, geographic scale and employee numbers an ESN, with all the opportunities for collaboration that it affords, is a game-changer.   

hy forward thinking? Because I think that hierarchical learning isn’t conducive, in fact is obstructive to creating businesses fit for purpose for innovating within disruption. I think the behaviours it creates slows down people’s learning as they go higher up ‘the ladder’, limits their behavioural flexibility and creates a culture where people are afraid to challenge the status quo. And what do I mean by networked learning? I think this has something to do with letting go of words like ‘expert’ and accepting that we are all learning, all of the time. And I think if we can do this, and ask any question without fear, we can shake things up and make things happen.

So how could companies themselves encourage and create a safe environment for networked learning? A few ideas: 

Cultivate a culture of celebrating failure

“If you go to my rates page on my site, you’ll see I have a project minimum. I say ‘the typical project costs around this. The only reason that I show that is to keep people from contacting me, not to get them to contact me.” See? He says NO, before the question is even asked. “I think that’s a mistake freelancers make: if you’re thinking of sharing your rates as a means of saying ‘hey, i’m cheaper’, you’re gonna get the kind of work that is cheap and work with the kind of clients that are cheap”.

he could really prepare what he wanted to say. Introverts like Dyer tend to be more reflective and really think through their ideas or answers to questions, especially when it comes to learning, experts say.

Introversion has to do with the amount of stimulation an individual enjoys and thrives on," says Kasevich. "Introverts prefer much less stimulating environments than extroverts."

Among introverts, Kasevich says, "solitude is a catalyst for innovation."