Updates from August, 2017 Toggle Comment Threads | Keyboard Shortcuts

  • Doug Belshaw 2:43 pm on August 29, 2017 Permalink | Reply
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    Problem-based work is interaction and exploration both when it comes to defining the problem and when seeking a solution. The exploration is performed most efficiently through transparency and a network process of distributing the cognitive load of the case. People don’t perform job roles or tasks. People participate. You as a manager don’t delegate, you invite! Work is engagement and interaction between interdependent people. People from the whole community/network should have a chance to contribute through voluntary self-organization and at the same time, not sequentially. You design for participation. As many people as possible with applicable and relevant skills should have a chance to connect and contribute. The industrial process was long, sequential and divided. The problem-based work process is short, distributed/parallel and interactive. The process follows three entrepreneurial phases: defining the problem, creating a solution, scaling up the solution.

    Esko Kilpi
  • Doug Belshaw 2:42 pm on August 29, 2017 Permalink | Reply
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    Leadership used to be based on asymmetric power relations, but networks work differently. Network relations are typically more symmetric. There is less dependency between people. In symmetric systems, leadership needs to be handed to the community itself without any single individual being in control, or trying to be in control. The solution is simple in theory but very hard in practice. It is about active participation and responsiveness. Leadership is communication. The leaders, people worth following, raise bottom up. There is always going to be hierarchies, but hierarchies in network architectures are dynamic, contextual heterarchies. In fact, this is the only way that there can be leaders in democratic systems.

    Esko Kilpi
  • Doug Belshaw 2:38 pm on August 29, 2017 Permalink | Reply
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    The interactions between tools and human minds are today so complex that it is very hard to try to draw a line between humans and technology. Neither is it a zero-sum game where the human brain is losing to the microchip, but as technology changes, people and what people do, are necessarily changed. This is just one of the reasons why work needs to be understood as learning. Work starts from problems and learning starts from questions. Work is creating value and learning is creating knowledge. Both work and learning require the same things: interaction, engagement and intelligent tools. With the help of our tools, we can create ways for very large numbers of people to become technologically augmented learners and thus potentially much more skilled in whatever they do. Much more than we have ever imagined possible.

    Esko Kilpi</a
  • Doug Belshaw 2:37 pm on August 29, 2017 Permalink | Reply
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    The new managerial task is to understand: (1) the speed of the common movement of thought, (2) what is being discussed, (3) the quality and “cool factor” of that conversation, and (4) how problems actually develop towards solutions and scalable learning. Thinking does not take place inside separate people but in rich, continuous interaction. The richer the interaction, the more value and learning are potentially created.

    Esko Kilpi
  • Doug Belshaw 2:35 pm on August 29, 2017 Permalink | Reply
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    The leader is someone people trust to be at the forefront in the area, which is temporally meaningful for them. People recognize as the leader someone who inspires and enables them in the present. People, the followers, decide whom to follow, why, when and for how long. Another difference from traditional management is that because of the diversity of contexts people necessarily link to, there can never be just one “boss”. Thus, an individual should always have many leaders as a default state.

    Esko Kilpi
  • Doug Belshaw 2:32 pm on August 29, 2017 Permalink | Reply
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    New information is the organizing input. Solutions are always temporary. Human beings relate to each other. They communicate and their responses are based upon the response they receive from their communications. Information is the energy of organizing. When information is transparent to everybody, people can organize effectively around changes and differences, around customer contexts and innovative experiments.

    Esko Kilpi
  • Doug Belshaw 2:30 pm on August 29, 2017 Permalink | Reply
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    The new competitive edge comes from interactive capacity: the ability to connect with information and people, as and when needed. Knowing depends on how you are present and how you communicate. The idea of interactive competence also reflects the radical change in thinking that is going on. We are leaving behind the Western preoccupation with the autonomous, heroic individual and beginning to appreciate the importance of social processes and interdependence.

    Esko Kilpi
  • Doug Belshaw 2:27 pm on August 29, 2017 Permalink | Reply
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    Resource allocation has always been one of the main tasks of management: what is to be done by whom and when. In centralized systems and with homogeneous resources, this allocation can be performed top-down and in advance of action, separately from the people who act. When knowledge and creativity are the decisive factors of value creation and when work takes place in digital, global, decentralized environments, this top-down process is increasingly inefficient. A manager cannot know who knows or where the most valuable contributions could come from. This is a problem because time to value is an increasingly important metric.

    Esko Kilpi
  • Doug Belshaw 2:26 pm on August 29, 2017 Permalink | Reply
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    The present ways of dividing labor have historically been based on a very different communications environment than the one we are living in at present. The earlier high cost of coordination and communication is the reason behind many of the organizational forms that are taken for granted and which we still experience. The digital world we live in today is totally different when it comes to the quality and costs associated with coordination, communication and contracting and allows us to experiment with totally new value creation architectures.

    Esko Kilpi
  • Doug Belshaw 2:23 pm on August 29, 2017 Permalink | Reply
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    The technological environment of work has changed fundamentally, but we haven’t yet developed a new mode of economic space design, neither have we escaped the pull of the traditional industrial system. Our relations at work are still asymmetrical involving status differences based on systems of responsibility and systems of skills. This inbuilt systemic fault generates increasing social distance and inequality, as we have now seen. Due to the variety of contexts people work in, work requires interpretation, exploration and negotiation. The interpreter with the best situational awareness is the worker, working together with the customer, not a manager. The relations are built on symmetry. What defines most problems today is that they are not isolated and independent. To solve them, a person has to think not only about what he believes the right answer is, but also about what other people think the right answers might be. Work, then, is exploration both what comes to defining the problems and finding the solutions. Again, the relations need to be based on symmetry.

    Esko Kilpi
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