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  • Doug Belshaw 2:51 pm on August 29, 2017 Permalink | Reply
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    Creative individuals need both independence and interdependence to do their best work. A creative organization thrives on the tension that arises from widely different but complementary abilities and views working with one another in enriching interaction.

    Esko Kilpi
     
  • Doug Belshaw 2:49 pm on August 29, 2017 Permalink | Reply
    Tags: email, , , meetings,   

    In a physical meeting, there are always more or less the wrong people present and the transaction costs are very high. Unlike email, which pushes copies of the same information to people to work on, or edit separately, a wiki pulls people together to work cooperatively, and with very low transaction costs. The aim is a common movement of thought. Email and physical meetings are methods which always exclude. They necessarily always leave people out. A wiki, depending on the topic, the context, and the people taking part, can be inviting and including. The goal is to enable groups to form around shared purposes without preset organizational walls, or rules of engagement.

    Esko Kilpi
     
  • Doug Belshaw 2:47 pm on August 29, 2017 Permalink | Reply
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    Knowledge workers are often put in a position where they have to negotiate some common understanding of what they face. The same event means different things to different people. The context matters: what seems right from one point of view can prove disastrous for everybody in the long run. As Gillian Tett says, very bright people can make very dumb decisions in fragmented environments if the dots are not connected.

    Esko Kilpi
     
  • Doug Belshaw 2:44 pm on August 29, 2017 Permalink | Reply
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    Problem-based, cooperative work is best expressed organizationally through emergent, responsive communities. The mainstream business approach is still predictive grouping and an ex ante organizational structure. It is typically a process organization designed and controlled by the expert/manager. This is based on the presuppositions that we know (1) all the linkages that are needed beforehand, and (2) what the right sequential order in acting is. Neither of these beliefs is correct any more.

    Esko Kilpi
     
  • 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
    Tags: , , leadership,   

    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
    Tags: , , information,   

    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
     
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