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Enrique Rubio Royo

Communication Nation: The connected company - 0 views

communicationnation.blogspot.com/...connected-company.html

complexity Enterprise2.0 ORG2.0 must diseño conectividad

shared by Enrique Rubio Royo on 03 Nov 11 - No Cached
  • The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is?
  • Why is the life expectancy of a company so low? And why is it dropping?
  • A machine typically has the following characteristics
  • ...78 more annotations...
  • As companies grow they invariably increase in complexity, and as things get more complex they become more difficult to control.
  • As you triple the number of employees, their productivity drops by half (Chart here)
  • This “3/2 law” of employee productivity,
  • Surely we can do better?
  • The secret, I think, lies in
  • understanding the nature of large, complex systems, and letting go of some of our traditional notions of how companies function.
  • I believe that many of these companies are collapsing under their own weight
  • It’s designed to be controlled by a driver or operator
  • It needs to be maintained, and when it breaks down, you fix it.
  • works in the same way for the life
  • Eventually, things change, or the machine wears out, and you need to build or buy a new machine.
  • A car is a perfect example of machine design
  • And we tend to design companies the way we design machines:
  • The problem with this kind of thinking is that the nature of a machine is to remain static, while the nature of a company is to grow
  • What happens if we think of it less like a machine and more like an organism? Or even better, what if we compared the company with other large, complex human systems, like, for example, the city?
  • if we stop thinking of it as a machine and start thinking of it as a complex, growing system?
  • Cities are large, complex, systems, but we don’t really try to control them.
  • if we start to look at companies as complex systems instead of machines, we can start to design and manage them for productivity instead of continuously hovering on the edge of collapse.
  • Cities aren't just complex and difficult to control. They are also more productive than their corporate counterparts
  • The Living Company
  • Shell studied 40 large, long-lived companies, some of which were still surviving after 400+ years.
  • these companies had a lot in common with large cities
  • tolerated
  • Ecosystems:
  • decentralized
  • Active listening
  • The boundaries of the company were less clearly delineated
  • local groups had more autonomy over their decisions
  • very active in partnerships and joint ventures
  • Everyone in the company understood the company’s values
  • to keep that culture strong
  • Long-lived companies had their eyes and ears focused on the world around them and were constantly seeking opportunities
  • were connected by a strong, shared culture.
  • watching and listening) and metafilter (information leading to decisive action).
  • we instinctively and intuitively understand that companies are not made of cogs, levers and gears
  • For top management, it would be wonderful if
  • In the end, they are made out of people
  • You have to put your strategy into people if you want to get results.
  • And today, thanks to social technologies
  • today, thanks to social technologies
  • we finally have the tools to manage companies like the complex organisms they are
  • we finally have the tools to manage companies like the complex organisms they are
  • Social Business Design
  • It’s design for complexity, for productivity, and for longevity. It’s not design by division but design by connection.
  • the connected company
  • we must focus on the company as a complex ecosystem
  • a new discipline
  • a set of connections and potential connections, a decentralized organism that has eyes and ears everywhere that people touch the company, whether they are employees, partners, customers or suppliers.
  • but some basic rules are already emerging
  • Social Business Design
  • These emerging rules have less in common with traditional business design, and more in common with urban design and city planning.
  • design for emergence
  • It’s not about design for control so much as
  • You can’t control a complex system, but you can manage its growth, and there are a lot of things you can do that will position it for success. Here are a few of those emerging practices that signal excellence in design by connection
  • Understand the culture
  • you need to understand the culture (or cultures) that are already there, so you can look for ways to enhance and strengthen that shared identity.
  • Start small
  • As you initiate social programs, think of them as if you are designing a city street.
  • The last thing you want is a whole bunch of large, urban areas with no people in them
  • A successful street is filled with people.
  • The smaller the space is initially, the faster it will fill up with people.
  • So start small
  • A good way to start is with an organization-wide project or initiative
  • Spaces need owners.
  • Again, think of the city street: every business or building has an owner.
  • make sure that every online space you create has someone positioned to take care of it, to keep it safe and clean.
  • Every person needs a place
  • every person needs a place to live; somewhere they can put their stuff
  • make sure that every single person has a place where they can put, and see, their stuff: their projects, the links they want to get back to, the documents they have created, their role, qualifications, expertise and so on.
  • A good city street offers opportunities that are unanticipated but serendipitous
  • Jumping-off points
  • Every time someone visits an online space, there’s a chance to offer them something new.
  • Design by connection is not a top-down activity so much as bottom-up
  • Watch, listen, adjust and adapt
  • Complex systems just don’t work that way
  • Think about how city streets evolve: one small step at a time.
  • Pay attention to the culture, and watch how people react to the tools you provide.
  • The typical company has a very short life, from 15 to 50 years. But cities – and some companies – live much longer lifespans: from hundreds to thousands of years. Wouldn’t you like that for your company? I know I would
  • Enrique Rubio Royo on 03 Nov 11
     
    Excelente post en el que de una manera muy clara muestra la necesidad de una nueva mentalidad acompañada de un nuevo diseño (como un organismo) para las ORGs. Excelentes también las figuras, su diseño.
Enrique Rubio Royo

Social Networking: A Platform for Training New Managers Online? by Bill Brandon : Learn... - 0 views

www.learningsolutionsmag.com/...pageall

shared by Enrique Rubio Royo on 16 Oct 10 - No Cached
  • Setting up a social network for manager training
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      ELGG sin duda.
  • The first task is to establish a design for the social interaction. This must come before technology selection, so that the limitations of the technology do not drive or constrain the interaction.
  • Why consider a social network for manager training?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      En lugar de 'trabajadores' podemos plantear 'los nuevos estudiantes' (Gen 'net'), que prefieren frecuentemente usar interacción social onlne, y aprendizaje online, antes que formación presencial en Aula.
  • ...18 more annotations...
  • These are the workers who will be your new supervisors and managers
  • workers in their 20s and 30s expect to be able to use the latest IT applications in their workplace. They are used to social networking online, and to online learning, often preferring these to classroom instruction
  • In addition, this also will encourage open communication between companies, employers, HR departments, owners, and managers.” 
  • Without appropriate technology tools and resources available in their work environment, they may look for help from non-work related services such as Facebook.com. Integrating social media into the development environment eliminates this potential challenge and at the same time increases the potential for success of the development effort and of the new managers. 
  • Can social networking provide a practical way to help prepare new managers for their duties? Considering the rapid growth of social networking adoption among younger workers, this is a question well worth asking
  • Creating a curriculum for training new managers and supervisors is a common task that falls to instructional designers
  • The typical approach for many decades has consisted of a combination of classroom events, each lasting from one to five days (or more). This default design has many problems, including travel expense and time away from the job for the managers. Not infrequently, there are severe mismatches between what is taught and the actual practices supported by the organization’s culture.
  • There is an increasing number of companies and online service providers who are convinced that social networking can help overcome at least some of the issues common to the classroom-only approach
  • By combining formal classroom instruction and online reference and performance support with online coaching, mentoring, and informal learning through social networking, a new manager can gain a solid theory foundation, just-in-time help, and culturally correct application pointers.
  • Informal learning, as an object of attention by researchers, is not a new topic. However, it only appeared on the radar screens of instructional designers less than ten years ago. The emergence of online social media has led to the notion of somehow tapping into the potential of this channel, that carries so much of the real learning that goes on in organizations.
  • In our current age, we have plenty of channels in which informal learning can take place: everything from microblogs (Twitter), to communities (LinkedIn Groups, discussion forums), to user-created content (wikis, Weblogs, YouTube), to social bookmarking (Delicious), and surely more to come.
  • But we also have plenty of examples of attempts at use of these channels in which the attempts failed. The virtual landscape is littered with the remains of abandoned wikis, content-less and comment-less Weblogs, and LinkedIn Groups where the spam has driven out the discussion and all but eliminated any possibility of learning.
  • Existing informal learning groups online include a surprising variety of formats
  • Jay Cross’ Internet Time Community,
  • Participants in the Twitter #lrnchat sessions also comprise an ongoing informal learning group
  • if informal learning is going to take place online, it must be self-sustaining
  • Focus
  • Focus
Enrique Rubio Royo

Perspective On Designing and Managing Knowledge Work - 0 views

www.wirearchy.com/...esigning-and-managing-kno.html

jon husband wirearchy empleo empleabilidad kwork org2.0 reconversion

shared by Enrique Rubio Royo on 05 Jan 11 - No Cached
  • Horizontal networking often creates dissonance in the vertical enterpriseThe vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today’s workplace.
  • Today, there's a lot of chatter about bottom-up versus top-down, the collective wisdom of the organizational crowd, and various related themes.  However, there’s also ongoing dissonance or competition between the methods behind structured and defined organizational forms and activity and the growing world of hyperlinked flows in which knowledge and meaning are built layer by layer, exchange by exchange (all those hyperlinked interactions that increasingly make up what we call "knowledge work") as enabled by social computing.
  • At the heart of the issue is the way work is designed and an organization develops its structure
  • ...4 more annotations...
  • A primary tool in designing work and structure is job evaluation
  • (and derivatives like accountability mapping and redundancy analysis).  And I don’t mean job evaluation as in assessing job performance – I mean the function that assigns jobs to levels and pay grades based on job “weight” with respect to skill, effort, responsibility and working conditions (the legal criteria for assessing pay equity). I believe that these tools and their underlying assumptions are used to create the skeletal architecture of organizations, the pyramid we all know. 
  • job evaluation (or work measurement in the professional jargon) relies very heavily on the assumption that knowledge is hierarchically structured and, as well, put to use.
  • who has more of the knowledge —on paper—is she or he who deserves to be "higher up" in the organization.
  • Enrique Rubio Royo on 05 Jan 11
     
    "Horizontal networking often creates dissonance in the vertical enterprise. The vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today's workplace."
Enrique Rubio Royo

Value Networks and the true nature of collaboration - 0 views

www.valuenetworksandcollaboration.com/home.html

value_creation value_networks creacion_de_valor personas creativecommons ebook eaprendiz redes_sociales

shared by Enrique Rubio Royo on 13 May 11 - No Cached
  • Value Networks  and the true nature of collaboration
  • Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work.
  • Yet work design tools, structures, processes, and systems
  • ...5 more annotations...
  • are not evolving as rapidly
  • and in many cases
  • are simply inadequate to support the new flexible and networked ways of working.
  • Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems.
  • Creative Commons license
  • Enrique Rubio Royo on 13 May 11
     
    Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work. Yet work design tools, structures, processes, and systems are not evolving as rapidly, and in many cases are simply inadequate to support the new flexible and networked ways of working. Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems.
Enrique Rubio Royo

The Content Economy: Why traditional intranets fail today's knowledge workers - 0 views

www.thecontenteconomy.com/...tail-of-information-needs.html

shared by Enrique Rubio Royo on 14 Oct 11 - Cached
  • inputs and outputs of knowledge work – which is information and knowledge – vary from time to time, from situation to situation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      K siempre bajo contexto
  • Knowledge work is also less structured and the structure of knowledge work typically emerges as the work proceeds.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      actividades o interacciones tácitas (complejas)
  • In a knowledge-intensive business environment,
  • ...56 more annotations...
  • very hard or even impossible to anticipate in advance what information is needed
  • You simply cannot know what information will be relevant before the moment you need it.
  • We also need to have immediate access to anyone who might possess the knowledge and information we need but which is not captured
  • often because it is hard to capture or simply does not allow itself to be captured (tacit knowledge) and exchanged.
  • There’s a long tail of information needs that still needs to be served
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Asumimos que tenemos necesidades de INFO relativas a una larga cola de permanentemente cambiante y virtualmente ilimitada cantidad de INFO . La parte izqda. de la fig. hace referencia a la INFO que necesitamos en las tradicionales actividades transaccionales o procedimentales, y las transformacionales. Se trata de una INFO predecible, de uso frecuente y reutilizable. Situación que nos permite definir, diseñar y producir el tipo y estructura de INFO, así como la INFO requerida antes de que la actividad sea llevada a cabo.
  • Long Tail power graph
  • In the left end of the power graph we have
  • for transformational and transactional activities
  • This information does not change very often and thus can be quite easily reused
  • for commonly performed activities
  • the information needs are predictable
  • This allows us to define, design and produce the type and structure of the information as well as the actual information before the next time the information need arises (the activity is performed).
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Estas son las características que definen los SSII tradicionales, orientados a CONTENIDOS (base de procedimientos + otros recursos digitales).
  • Knowledge work is often a completely different story
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Cuando hablamos de Kwork es otra cosa. La iNFO requerida para activiodades de Kwork, probablemente la encontraremos en la larga cola (parte plana de la figura). Allí se encuentran recursos de INFO usados con muy poca frecuenciaa o incluso que nunca hemos usado con antelación. La INFO que necesitamos varaia de una situación a otra, de un instante a otro (siempre bajo contexto). La INFO varía, así como el tipo y estructura de lso recursos de INFO (hiperfragmentación de la INFO y el K). Ello hace que virtualmente sea imposible definir una INFO reusable con antelación a ser necesitada. La impredictibilidad de la naturaleza del Kwork es la razón por la que necesitamos dar a los K workers acceso a tooda la INFO que existe y que puede ser relevante. Puesto que no sabemos qué puede ser relevante hasta que surja la necesidad ('just in time'), no podemos depositar INFO relevanteen una pila o repositorio. Necesitamos también, proporcionarles con las herramientas adecuadas (proceso PKM) a los K workers. Nuevo Ecosistema de INFO Organizacional (p.e. modelo ECCO Suricata), distinto a los SSII tradicionales orientados exclusivamente a INFO y a recolilar toda la INFO por adelantado.
  • the information needed for a knowledge work activity is likely to be found in the long tail
  • used infrequently or maybe even once
  • impossible to define a reusable information resource in advance before it is needed
  • The unpredictable nature of knowledge work
  • is why we need to give knowledge workers access to all information that exists and that might be relevant
  • We also need to provide them with tools
  • to serve the knowledge workers’ information needs
  • Traditional intranets are not designed for knowledge work
  • changing role of intranets in knowledge-intensive businesses
  • These intranets need to provide flexible access to both information and people
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      Modelo Suricata- Ecosistema Complejo de Conocimiento Organizacional (ECCO)
  • The intranet needs to be turned into an “information broker platform” where information is freely and easily created, aggregated, shared, found and discovered at minimal effort.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Necesidad de rediseñar la intranet tradicional en las ORGs intensivas en INFO y K: la intranet debe transformarse en una plataforma 'broker' de INFO, donde la INFO es libre y fácilmente creada, agregada, localizada y descuberta con el menor esfuerzo, pero sobre todo debe faciltar la COMPARTICIÓN y COLABORACIÓN. Sin embargo, la mayoría de las intranetstratan de ayudar a las personas que llevan a cabo actividades predefinibles y repetitivas (plataformas 'push'), pero son totalmente disfuncionales para el K work. No es una coincidencia, pues, que las intranets jueguen un papel marginal en el trabajo diario. La INFO que los Kworkers necesitan no puede conocerse por adelantado y por lo tanto atendida por la intranet tradicional. Será crítico que los K workers tenga acceso a toda la INFO disponible, qde modo que cubra las necesidades de INFO altamente variables, extensivas e impredecibles de los K workers.
  • Such an intranet gives everybody access to all information which is available and make room for virtually infinite amounts of information.
  • However, most of today’s intranets primarily consist of
  • They aim to serve people who perform predefined and repeatable tasks
  • push platforms
  • but they are quite dysfunctional for knowledge work
  • intranet plays a marginal role in their daily work
  • It’s not a coincidence that
  • The information that knowledge workers need can often not be anticipated and served by a push-based intranet
  • It is also critical that they have access to ALL information that is available
  • intranet that needs to serve the highly varying, extensive and unpredictable information needs of knowledge workers.
  • To conclude
  • push-based production model
  • assumes that all information resources on the intranet must be produced in advance
  • Knowledge workers need a social intranet
  • social intranet
  • paradigm change
  • is not just about adding a layer of social collaboration tools
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Los K workers necesitan una intranet SOCIAL (cambio de paradigma). No se trata de simplemente añadir una capa de herramientas de colaboración social; se trata de una plataforma que combina la pòtencia de l modelo 'push' con la del 'pull' para suminstrar a cualquiera que participe y contribuya con una 'empresa expandida' con la INFO, K y conecxiones que ellos necesitan para tomar las decisiones correctas y actuar para alcanzar plenamente sus objetivos. Debe equipar a cada Kworker con las herramientas que le permitan participar, contribuir, descubrir, conectar, crear (APRENDER), para compartir y coolaborar 'entre iguales'. La intranet social es una plataforma 'pull' con mecanismos para atraer de manera automática INFO y PERSONAS relevantes a cada cuál, que permitan superar la 'sobreabundancia de INFO' , mediante los oprtunos 'RADARES' y 'FILTROS', así como herramientas para la 'CURACIÓN de CONTENIDOS' alrededor de 'tópicos' concretos. La intranet social, también debe contemplar la adquisicion de INFO y PERSONAS relevantes mediante 'SERENDIPIA' (por casualidad). Necesitamos implícita y explícitamente compartir lo que hacemos y conocemos con otras personas en nuestras redes, con personas que compartan nuestros intereses. "La larga cola de iNFO soporta el núcleo del actual modelo de negocio intensivo en K: el trabajo del conocimiento ( K work).
  • it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives
  • It equips everyone with the tools that allows them to participate, contribute, attract, discover, find and connect with each other to exchange information and knowledge and/or collaborate
  • enabling employee-to-employee information exchange.
  • A social intranet must necessarily be designed for information abundance.
  • "more is more" paradigm
  • the social intranet is a pull platform with mechanisms for automatically attracting relevant information and people to you
  • sensation commonly called information overload
  • the problem is not the amount of information but rather that the filters
  • We need to get the filters in place
  • The social intranet also has an important part to play when it comes to supporting serendipity
  • We must have ways that “automagically” attract useful information and connections to us
  • We just need to implicitly and explicitly share what do and know to other people in our networks, to people who share our interests, or to people who happen to pass us by at any other kind of cross-road.
  • push-based production mode
  • the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.
  • Knowledge work is about
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      ORGs cada vez mas intensivas en K. Kwork relativo a actividades tácitas(p.e. resolución de problemas, investigación y trabajo creativo, interacción y comunicación con otras personas, etc). Por naturaleza, es menos predecible y repetible que el tradicional trabajo industrial. Las entradas y salidas (INFO/K) siempre bajo contexto, y cambiantes. Kwork menos estructurado y la estructura del Kwork emerge tal como se desenvuelve el trabajo. En un entorno intensivo en K, muy dificil o casi imñposible anticipar por adelantado que INFO vamos a necesitar. No podemos saber qué INFO va a ser relevante en el momento que la requiramos. Necesitamos poder acceder de manera inmediata a cualquiera que pueda poseer el K e INFO que necesitamos, pero el cuál -k- es dificil de captuirar e intercambiar (K tácito).
Enrique Rubio Royo

Sensemaking artifacts « Connectivism - 0 views

www.connectivism.ca/?p=336

sensemaking wayfinding artifacts pkm gsiemens generacion_significado elearning connectivism learning MOOC

shared by Enrique Rubio Royo on 13 Apr 12 - No Cached
  • Teaching and learning in social and technical networks
  • sensemaking artifacts
  • complex information settings
  • ...26 more annotations...
  • such as the images posted above. Artifacts can include a blog post, an image, a video, a podcast, a live performance
  • basically anything that allows an individual to express how they’ve come to understand something
  • 2. They are a sensegiving tool.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 13 Apr 12
       
      Sensegiving (coherence expression) tools
  • These artifacts serve two roles
  • 1. They reflect the sensemaking activity that the individual has experienced
  • how he came to understand the relationship between different entities
  • Through joint processes of sensemaking and wayfinding – see presentation below – learners begin exploring and negotiating the domain of knowledge. In the process, they produce artifacts
  • When learners are transparent in their learning through the production and sharing of artifacts, they teach others
  • Sensemaking artifacts are valuable in that
  • “if we designed education today, what would it look like?”
  • Would it look like our existing classrooms?
  • Textbooks? Libraries? Or would it look more like the internet?
  • What roles would teachers play? Or learners?
  • What would “teaching” look like
  • our current education system?
  • digital technologies change how people relate to each other and how information is created and shared
  • These trends influence the power structures in classroom or online settings
  • on the learner:
  • power change
  • requiring both educators and institutions to rethink what they do for her and what she can do for herself
  • Sensemaking artifacts reflect this power shift
  • learners can self-organize and guide each other, rather than simply walking established knowledge paths created by educators and designers
  • Each artifacts serves to “re-centre” the conversation around the sensemaking actions of learners
  • In this regard,
  • sensemaking artifacts are in competition with the planned curriculum (learning content)
  • sensemaking artifacts are another node in the learning model that distributes control and power away from the institution and the teacher and moves it (power/control) into the networks formed by students.
  • Enrique Rubio Royo on 13 Apr 12
     
    Magnífica referencia, relativa al proceso de generación de significado y la forma de alcanzarlo. Relación estrecha con el proceso PKM (harold Jarche; 'seek-sense-share'), así como del modelo cynefin de David Snowden). Muy interesante la inclusión de una presentación slideshare de Georges Siemens, relativa al tema, y que provoca el posting que se referencia (en el contexto del curso MOOC sobre 'learning analytics)
Enrique Rubio Royo

Harold Jarche » A framework for social learning in the enterprise - 0 views

www.jarche.com/...ial-learning-in-the-enterprise

jarche learning social framework sociallearning enterprise how-to

shared by Enrique Rubio Royo on 28 Sep 10 - Cached
  • The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.
  • Why is social learning important for today’s enterprise?
  • All organizational value is created by teams and networks.
  • ...42 more annotations...
  • Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks
  • Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations
  • Communications without trust are just noise
  • Think and act at a macro level (what to do) and leave the micro (how to do it) to each worker or team
  • there are five types of learning that should be supported by the organization
  • Implementing social learning
  • ASL – Accidental & Serendipitous Learning: from Stocks to Flow
  • Learning is conversation and online conversations are an essential component of online learning
  • Online communication can be divided into Stocks (information that is archived and organized for reference and retrieval) and Flows (timely and engaging conversations between people, including voice or written communications). Blogs allow flow and micro-blogs, like Twitter, enable great flow due to the constraint of 140 characters
  • Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation. It is no longer enough to have the book, manual or information, but one must be able to use it in changing contexts
  • Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model
  • We are working and learning in networks and the only thing a network can do is share
  • PDL – Personal Directed Learning: from Clockwork & Predictable to Complexity & Surprising
  • the orientation of learning is shifting from past (efficiency, best practice) to future (creative response, innovation)
  • Work competencies will still need to be developed through practice and appropriate feedback (what training does well) but that practice will have to be directly relevant to the individual or group (group training is an area of immense potential growth)
  • Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
  • In complex environments it no longer works to sit back and see what will happen. By the time we realize what’s happening, it will be too late to take action.
  • GDL – Group Directed Learning: from Worker Centric to Team Centric
  • the real work in organizations is done by groups
  • With work and learning merging in the network, groups need to find ways that support each member’s learning, while engaged in tasks and projects
  • Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period.
  • IOL – Intra-Organizational Learning: from Subject Matter Experts to Subject Matter Networks
  • Subject Matter Networks as a new way of finding organizational knowledge. Instead of looking for subject matter experts from which to design training, we should extend knowledge gathering to the entire network of subject-matter expertise.
  • Good networks make for effective organizations.
  • Networked communities are better structures in dealing with complexity,
  • can help facilitate fast feedback loops without hierarchical intervention
  • Collaborative groups are better at making decisions and getting things done.
  • the emerging knowledge-intensive and creative workplace has these attributes
  • FSL – Formal Structured Learning: from Curriculum to Competency
  • There remains a need for training in the networked workplace but it must move away from a content delivery approach.
  • Organizing our own learning is necessary for creative work.
  • Think of it as social ADDIE (analysis, design, development, implementation, evaluation) for the complex workplace.
  • Our workplaces are becoming interconnected
  • Reaction times and feedback loops have to get faster and more effective
  • We need to know who to ask for advice right now but that requires a level of trust and trusted relationships take time to nurture
  • Therefore, we need to share more of our work experiences in order to grow those trusted networks
  • This is social learning and it is critical for networked organizational effectiveness
  • Knowledge workers today need to connect with others to co-solve problems. Sharing tacit knowledge through conversations is an essential component of knowledge work. Social media enable adaptation, and the development of emergent practices, through conversations.
  • The manner in which we prepare people for work is based on the Taylorist perspective that there is only one way to do a job and that the person doing the work needs to conform to job requirements
  • Individual training for job preparation requires a stable work environment, a luxury no one has any more.
  • owever, when you look at the modern organization, it is moving to a model of constant change
  • A collective, social learning approach, on the other hand, takes the perspective that learning and work happen as groups and how the group is connected (the network) is more important than any individual node within it.
Enrique Rubio Royo

Complexity Science in Human Terms: A Relational Model of Business - 0 views

www.harvest-associates.com/...human.html

SCAs ACS ORG2.0 complejidad howto business2.0

shared by Enrique Rubio Royo on 23 Oct 11 - No Cached
  • It�s amazing how far we have been able to take the linear model for understanding the world, both in science and in business. But in the new connected economy, the limitations of the mechanistic model are becoming starkly apparent and
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      Es increíble lo lejos que hemos podido llevar el modelo lineal para entender el mundo, tanto en la ciencia como en los negocios. Pero en la nueva economía conectada, las limitaciones del modelo mecanicista y la necesidad de una nueva forma de pensar, son cada vez mas evidentes.
  • Changing Landscapes
  • Enter Complexity Science
  • ...297 more annotations...
  • The science is still in its infancy
  • The realization that much of the world dances to nonlinear tunes has given birth to the new science of complexity, whose midwife was the power of modern computation which for the first time allows complex processes to be studied
  • complex adaptive system
  • The avenue most relevant to understanding organizational dynamics within companies and the web of economic activity among them is the study of
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      La vía más relevante para la comprensión de la dinámica organizacional en las empresas y la actividad económica web es el estudio de los sistemas adaptativos complejos
  • complex adaptive systems are composed of a diversity of agents that interact with each other, mutually affect each other, and in so doing generate novel behavior for the system as a whole
  • But the pattern of behavior we see in these systems is not constant
  • the system is constantly adapting to the conditions around it. Over time, the system evolves through ceaseless adaptation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      el sistema se adapta constantemente a las condiciones que le rodean. Con el tiempo, el sistema evoluciona a través de la adaptación incesante
  • Complexity scientists are learning about these dynamics of complex systems principally through computer models, but also through observation of the natural world
  • Complex adaptive systems are
  • ecosystems
  • business organizations are also complex adaptive systems
  • fundamental processes and characteristics of complex adaptive system
  • by understanding the characteristics of complex adaptive systems in general, we can find a way to understand and work with the deep nature, that is, the fundamental processes, of organizations
  • constant innovation
  • constantly adapting
  • continual evolution
  • if they are to survive
  • companies in a fast-changing business environment need to be able to produce
  • Thus if companies are to work with change optimally, they are better able to do so if they understand their organizations as complex adaptive systems and the processes that underline these systems.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      Así, si las empresas pretenden trabajar de forma óptima en un entorno cambiante, estarán mejor capacitados para hacerlo si comprenden sus organizaciones como sistemas complejos adaptativos , así como los procesos que caracterizan dischos sistemas.
  • requires a different mind
  • complex and largely unpredictabl
  • Because the dynamics of complex adaptive systems are
  • more organic than mechanistic
  • Managers and executives cannot control their organizations to the degree that the mechanistic perspective implies; but they can influence where their company is going, and how it evolves
  • understanding that businesses are like living organisms
  • and tend to fluctuate between different states
  • zone of creative adaptability
  • from static to chaotic, with the edge of chaos, or the
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      Niveles de complejidad
  • a chaotic state
  • a static state
  • and the zone of creative adaptability,
  • the place to be when innovation is necessary.
  • complex adaptive systems are
  • dynamic
  • diversity
  • with abundant connections
  • something new will emerge
  • will build towards a critical mass from which
  • small changes can have a big effect
  • multiple experimentation on small scales
  • which means that
  • is the most productive way and offers the greatest potential for creating big changes in an organization
  • the rules of the business game have changed. Indeed, the game itself has changed.
  • A Naturalistic Study of Business as Complex Adaptive Systems
  • a naturalistic study, which involved interviewing people
  • We were interested in companies that were following principles from the new science of complexity in running their business
  • using complexity principles
  • We found these organizations mostly by word of mouth.
  • Companies whose management is guided by principles of complexity science are
  • organizationally flat
  • diversity
  • promote
  • open and plentiful communication
  • these properties enhance a system�s capacity for adaptability
  • The companies we chose for our study therefore shared the properties of being organizationally flat and having rich, open communication
  • But we had no idea what our study would find in the realm o
  • organizational dynamics, of management style, and people�s work experience.
  • Relationships: A New Bottom Line
  • In a nonlinear, dynamic world, everything exists only in relationship to everything else, and the interactions among agents in the system lead to complex, unpredictable outcomes.
  • In a linear world, things may exist independently of each other, and when they interact, they do so in simple, predictable ways.
  • agents interact, and when they have a mutual affect on one another something novel emerges
  • Anything that enhances these interactions will enhance
  • the potential creativity and adaptability of the system
  • agents as people
  • mutuality
  • relationships that are grounded in a sense of
  • We know from complexity science that
  • interactions and connections among agents of a system are the source of novelty, creativity, and adaptability
  • relationships are the organizing principle in businesses as complex adaptive systems.
  • In this way
  • the power of relationships
  • positive relationships
  • positive relationships
  • e weak
  • poor flow of information, limiting feedback loops and thus adaptability
  • a more robust, adaptive system.
  • Open and prolific communication
  • context of genuine care
  • task of caring for their employees seriously, and this manifested itself as people caring about their work, caring for fellow workers, caring for the organization and its shared purpose, caring about their community
  • the power of caring and connected relationships for creating constructive change
  • we are talking about genuine relationships based a sense of care and connection.
  • By attending to the quality of relationships,
  • the non-linear processes of the organization
  • a new way of working
  • by self-organizing around the most immediate problems
  • people�s desire to contribute and their need to belong
  • accommodating people more in terms of their interests and skills.
  • people felt more personally fulfilled
  • "a potential in everyone to get excited about what they do at work."
  • it was the strength of these caring and connected relationships that provided
  • an ethical foundation and continuity for people during difficult times of flux, unpredictability, and change
  • it was the strength of these caring and connected relationships that provided
  • A Community of Care and Connection
  • complex adaptive systems generate emergent, creative order and adapt to changes in their environment, through simple interactions among their agents
  • what kind of culture emerges
  • has everything to do with
  • in business, how we interact and the kind of relationships we form has everything to do with
  • the emergence of creativity, productivity, and innovation in the workplace.
  • In turn
  • a feedback loop
  • Similarly in business,
  • the culture that emerges in a company will influence people�s behavior
  • There is a constant interplay between people�s behavior and the emergent culture, a dynamic feedback loop.
  • a sense of community, guided by shared values and a shared purpose, helped the organization to be more adaptable
  • People said that when they felt part of a community they were more willing to be flexible and adapt, which in turn, made their organizations more flexible and adaptable
  • organizational dynamics
  • levels of relationships that created a web of interdependence
  • interdependence
  • levels of relationships
  • a web of
  • relationships between individuals
  • among and within teams
  • with other companies
  • relationship to the natural environment.
  • within and outside the organization.
  • the source of creativity and adaptability
  • , to the CEO who embodied the organization�s purpose and values
  • in business
  • a new theory of business
  • the quality of these relationships
  • as a means towards business success
  • a new understanding of what organizations are and how they work, informed by the science of complexity
  • A relational view of business
  • we are an ecosystem of different relationships."
  • Business is bigger than your own organization..
  • a linear structure of hierarchy and bureaucracy, which impedes agility and flexibility,
  • Most organizations
  • The most effective way to change a linear structure to a nonlinear process is
  • to attend to the nonlinear world of relationships
  • Feedback loops
  • relationships need to feed into those loops
  • the root of organizational problems is often "abysmal relationships
  • it was strong, positive relationships that maintained his global organization at a high level of a creativity and adaptability.
  • design for working with nonlinear processes
  • effort to deliberately change the hierarchy and structure
  • from which a new structure could and did emerge
  • in a spirit of mutuality and experimentation,
  • a new way of working emerged and the organizations evolved from there
  • Each company had its own distinct way of working with nonlinear processes
  • Companies have to find their own way by working organically with their people, their collaborators, and their competitots; that is, working with where they are, rather than imposing plans of where you might want them to be.
  • Complexity and a human-centered approach to management
  • management practice guided by complexity science will focus on
  • relationships that leads to a very human orientation of the workplace
  • human-centered approaches in management
  • For more than half a century, there has been a constant battle between human-oriented management and scientific, or mechanistic, management, with the latter prevailing.
  • But it is only now, and for the first time, that there is a science behind the human-oriented approach
  • With complexity science, we have a human-oriented management practice emerging from science, a novelty.
  • Peter Seng
  • notes that the prevailing mechanistic model of business encourages managers to see people as machines, not as people
  • knowledge-based economy
  • when people are treated as replaceable parts, as objects to control, are taught to be compliant, are used as fuel for the existing system�inevitably the organization will be fraught with frustration, anger, and isolation, which ultimately is detrimental to the business.
  • managers focus exclusively on producing goods and services and forget that the organization is a community of human beings
  • if people are treated as machines, not as people, they are unlikely to give loyalty and trust and they will not give of their best.
  • "When an organization loses its shared vision and principles, its sense of community, it is already in a process of decay and dissolution even though it may linger with the outward appearance of success for some time
  • The companies we worked with, that engaged their organizations as complex adaptive systems, whether consciously or intuitively, were al
  • very successful in traditional bottom line terms, not despite being human-oriented, but rather
  • Management guided by the principles of complexity science
  • therefore
  • constitutes a style that is very human oriented in that it recognizes that relationships are the bottom line of business, and that creativity, culture, and productivity emerge from these interactions
  • And when those interactions are more connected and caring than not,
  • a sense of community emerges
  • increasing an organization�s potential adaptability.
  • A human-centered approach to management is not new
  • What is new is that the science of complexity gives a scientific foundation for a human-oriented management approach;
  • that is, it gives an explanation of why a human oriented management practice is successful, and a rationale for why to take this approach.
  • The complexity-guided style of management is hard to do,
  • especially for managers who seek safety in a command-and-control practice
  • It is hard even for those who embrace its principles
  • because the everyday urgency of business can make time spent interacting and nurturing relationships seem like a waste of time,
  • it requires strong interpersonal skills, and constant vigilance of one�s own behavior and the behavior of others
  • Emerging Patterns in Management Behavior
  • complex patterns are typically generated from a few simple rules of behavior for the individual agents in the system
  • There was for a long time the belief in science that complex order in the world was generated by complex processes.
  • Contrary to this belief, however, complexity scientists have discovered that
  • We saw common behaviors for sustaining constructive relationships within the organization
  • which generated
  • a different way of working and being
  • We saw particular ways of thinking and behaving
  • that cultivated conditions for a more adaptable system, from which a collective sense of connection and care emerged.
  • We call these
  • different ways of being in the workplace
  • paradoxical leadership
  • a way of leading change
  • emergent teams
  • relational practice
  • a way of working together that keeps organizations on the edge; and
  • a way of developing trust and loyalty through rich connections.
  • Paradoxical leadership
  • From a complexity perspective, paradoxes are not problematic
  • Instead paradoxes are indicative of being on the edge; paradoxes create a tension from which creative solutions emerge
  • All the leaders had come from a command and control tradition
  • They had come to recognize that they had limited control; that they depended and needed others to achieve their aims; and that they didn�t, nor should or could, have all the answers
  • This perspective expanded their style of leadership, rather than replaced it.
  • They didn�t manage people
  • They acted more as cultivators than managers.
  • Instead leaders cultivated conditions to increase positive connections in their organizations, and in their economic web, from which nonlinear results could emerge.
  • four common behaviors
  • that guided their leadership style and how they related others:
  • Allow
  • Accessible
  • Attuned
  • allowed things to unfold, allowed mistakes, and open experimentation
  • They gave a strong direction in terms of purpose and values, and then allowed people to find their own solutions according to these guidelines.
  • physically accessible to the people in the organization, to customers, to partners
  • Being accessible helped these leaders to have a finger on the pulse of the organization
  • Leaders were simultaneously aware of the organization as a whole and as a living organism--at the macro level, but also attuned to the interactive level; that is, the micro level of connections and disconnections within the organization.
  • Emergent Teams
  • emergent teams are self-organizing, self-selected, and self-governing
  • Rather than teams being imposed on workers
  • Emergent teams are a democratic approach to problem solving and opportunity seeking
  • People organize around tasks rather than positions
  • The manager�s task shifts from managing people to cultivating conditions for teams to emerge by
  • 2, cultivating an information-rich context,
  • 1, cultivating group relationships,
  • 3, cultivating connections
  • The emergent teams themselves had three characteristics
  • The purpose of emergent teams are primarily experimental
  • Relational Practice
  • Relational practice strives towards creating positive and rich connections that lends itself to
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      Prácticas relacionales (de socialización) se esfuerzan hacia la creación de relaciones positivas y profusas que se prestan a fomentar la confianza y un sentido de comunidad. Hay cuatro formas de comportamiento en relación con los demás, pequeños gestos, que marcan una gran diferencia en el desarrollo de relaciones afectuosas y de conectividad.
  • building trust and a sense of community
  • Be authentic
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      4 comportamientos en las relaciones con los demás que marcan una gran diferrencia a la hora de crear relaciones afectuosas: 1.- Ser auténtico- ser uno mismo es mas eficiente en el trabajo y cuesta menos, para uno mismo, llevarlo a la práctica 2.- Reconocer los méritos de los demás- apreciar a las personas por lo que son y por lo que hacen, enriquece las conexiones y el sentido de pertenencia. El reconocimiento a lo que hacen los demás, promueve lalealtad y el compromiso 3.- Rendir cuentas- desplaza la cultura de culpas/víctimas, y cuando las personas asumen su responsabilidad, puede facilitar la solución de situaciones difíciles y complejas 4.- Ser atento- tener u profundo y genuino interés hacia los demás, conociendo sus historias, y reconocinedo el valor d eescuchar, ayuda a crear sistemas robustos y bien informados
  • Acknowledge others
  • Be accountable
  • Be attentive
  • There were four ways of behaving in relationship to others
  • being authentic makes for greater efficiency at work�it takes less time and energy to be yourself. It is also a practice
  • appreciating people for who they are as well as what they do
  • , enriches connections and a sense of belonging. Acknowledging others promotes loyalty and commitment
  • being recognized as people by managers.
  • moves the culture out of a blame/victim cycle
  • when people take responsibility for themselves, it can simplify difficult and complex issues
  • Many aspects of these management practices
  • are already alive and well in organizations
  • a way of working with organizations as complex adaptive systems that is relationship- and human-centered
  • What we have done is
  • identify an intellectual framework for all these aspects of behavior collectively
  • into a coherent whole based on a scientific understanding of the dynamics of business organizations
  • the science of complexity
  • a scientific understanding of the deep nature of business organizations
  • It is not just tha
  • but rather,
  • the science shows us, that certain behaviors engage the dynamics of complex adaptive systems in a positive way
  • to contribute to the collective purpose of an organization
  • Complexity science validates a focus on human relationships
  • and in a sense, turns things inside out
  • interpersonal skills
  • What was once regarded as "soft,"
  • is actually "hard."
  • What was once regarded as a distraction and not work, that is cultivating relationships, is the nexus of business success.
  • the emergent understanding of our organizations as complex adaptive systems in human terms
  • new business environment
  • to bring complexity to the business world,
  • In the connected economy of the twenty-first century, management cannot afford to try to succeed with management methods that were developed in a different age and for a different type of business environment
  • complexity-guided management
  • doesn�t just toss out traditional mechanistic management models, but rather encompasses and expands them
  • the principles of complexity science add to a deeper understanding of the dynamics of business organizations
  • however, we would argue that
  • the experience of working with organizations as complex adaptive systems has advanced the science in a way, too; that is, in the human dimension.
  • Science, by tradition anyway, needs to be analytical
  • which is why scientists often choose to work with simple systems
  • computer simulation models
  • such as, in the complexity realm
  • Human social systems
  • including the business environment
  • are far more complex than computer models
  • seeing organizations through new eyes
  • The science
  • intuition
  • But management no longer need constantly to seek the validation of the science for each new way we might fee
  • through
  • is right to work with organizations as complex adaptive systems
  • We cannot describe organizational behavior with the rigor that complexity scientists
  • But we can now claim to have a deeper sense of organizations
  • as complex adaptive system
  • Organizations have found, and are finding
  • new ways of working with nonlinear processes
  • that have led to bottom line success
  • twenty-first century
  • we are experiencing unprecedented structural shifts in our economy brought about by the revolutions in computation and communication technologies
  • the connected economy-
  • A new kind of economy is emerging
  • a shift that rivals the onset of the Industrial Revolution
  • Where once companies felt themselves to be the master�s of their own destiny,
  • in a connected economy, companies find themselves as interdependent players
  • The change is not only real, but it is also accelerating, driven by rapid technological innovation, the globalization of business, and, not the least of it, the arrival of the Internet
  • the new domain of Internet commerce
  • Consequently, business leaders are preoccupied with change itself�how to generate it, how to respond to it, how to avoid being overcome by it.
  • During these changing times
  • leaders and managers are finding
  • many of their background assumptions and time-honored business models inadequate
  • Tayloresque mechanistic model of their world,
  • linear thinking, control, and predictability
  • Where managers once operated with a
  • they now find themselves struggling with something more
  • nonlinear, where limited control and a restricted ability to predict
  • are the order of the day
  • Consequently, many managers and executive professionals are
Enrique Rubio Royo

Essential Skills for 21st Century Survival: Part 2: Environmental Scanning « ... - 0 views

emergentbydesign.com/...-part-2-environmental-scanning

skills entorno escanning escanear pkm analisis_entorno evision einfo

shared by Enrique Rubio Royo on 13 Apr 10 - Cached
  • Environmental Scanning
  • Traditionally, environmental scanning is explained within a business context as a strategic approach to acquiring information in order to stay current on events, emerging trends, and external factors that could influence or impact an organization.
  • Why is it important?
  • ...2 more annotations...
  • if pattern recognition is a skill that leads to better decision making, environmental scanning is a process to help detect patterns.
  • he world is becoming more fully interdependent, and it’s not enough to only pay attention to one’s own field or industry anymore. The more comprehensive an understanding you can get of the “big picture,” the better position you’ll be in to anticipate and adapt to change, keeping you or your organization competitive.
Enrique Rubio Royo

5 Stages of Workplace Learning - Social Media In Learning - 0 views

janeknight.typepad.com/...ges-of-workplace-learning.html

collaboration workplace_learning jane_hart eaprende org2.0

shared by Enrique Rubio Royo on 08 May 10 - Cached
  • how we believe a collaboration platform will replace the LMS  as the core (learning) system in use in organistions
    • Enrique Rubio Royo
      Enrique Rubio Royo on 08 May 10
       
      En paralelo debe existir perfil 'eAprendiz' y responsables que lo promuevan en la ORG, para llegar al aprendizaje en el puesto de trabajo. El eAprendiz asume claramente el 'mindset' asociado a 'workflow learning', quien lo debe asumir, pues, es la dirección )directivos y ORGs 2.0). eAprendiz,
  • change from focusing exclusively on centrally diirecting and managing formal learning (aka training) in a LMS to supporting and enabling a collaborative approach to learning and working across the enterprise.
  • The difference between Stages 1-4 and Stage 5 is actually NOT just about a change in tools but a change in mindset.
  • ...4 more annotations...
  • the key mindset changes that will move organisations
  • recognising that working=learning; learning=working
  • understanding that informal learning needs to be enabled, supported and encouraged - but not designed or managed "letting go", so that there is a move from learner control to learner autonomy realising that autonomous, independent and inter-dependent, self-directed learners are essential  in an agile organisation
  • we, at ITA, believe that in this fast-changing, complex world, this is the place that organisations need to be.
  • Enrique Rubio Royo on 08 May 10
     
    del eAprendiz y la ORG 2.0
Enrique Rubio Royo

Three Star Leadership Blog: Complex Adaptive Systems and You - 0 views

blog.threestarleadership.com/...-adaptive-systems-and-you.aspx

SCA ACS intro ORG2.0 adaptabilidad complejidad

shared by Enrique Rubio Royo on 13 Oct 11 - No Cached
  • We love machines. They are the primary metaphor that we use for organizations.
  • Return
  • yesteryear
  • ...17 more annotations...
  • For the last century and a bit more, we've made progress by applying engineering techniques, like quantitative analysis, to organizational processes. And we've thought of our organizations as machines.
  • The thing about machines is that they're not natural. You design them. The parts of a machine don't act independently. They follow the plan. And you judge success by how well the results conform to the plan
  • It works well if
  • It works well if
  • In the 21st Century, adaptability in the face of competitive pressures and rapid change will be important. That requires a different model for our organizations and organizational strategy. We need a model that's adaptive.
  • In the 21st Century, adaptability
  • That requires a different model
  • We need a model that's adaptive
  • Good news. Nature has a lot of them
  • "complex adaptive systems."
  • The difference between complex systems and complicated systems is that
  • Raising a child is a complex endeavor
  • independent actors
  • "emergent property
  • There's no central authority
  • Complex adaptive systems adapt to the environment so the system and the environment both change.
  • outcomes are not predictable in advance
  • Enrique Rubio Royo on 13 Oct 11
     
    Muy clara introducción a los Sistemas Complejos Adaptativos, partiendo de la necesidad, en la actualidad, de su existencia ante la presencia de un entorno altamente cambiante al que las organizaciones deben adaptarse, quedando invalidada la metáfora de considerar una ORG como una máquina (Sociedad Industrial). Muestra diferencias entre sistemas complicados y complejos, propiedades como la emergencia, componentes activas, etc
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