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Getting more heaven
and less hell from our communities and networks
Nancy WhiteFull Circle Associates
@NancyWhitehttp://www.fullcirc.com
Poor Collaboration - Breakdowns, Ideals, and CultureRypple recently published an infographic on collaboration, called Is Poor Collaboration Killing Your Company….
Biggest breakdowns (based on 1,400 people):- 97% - a lack of alignment on objectives- 92% - deadlines impact bottom-line results- 86% - lack of collaboration or ineffective communication
How employees want collaboration to work:- wider decision making involvement- issues are truthfully and effectively discussed
Creating a strong collaborative culture:- 1. encourage people to share ideas- 2. build brainstorming into each project- 3. log important communications- 4. limit group sizes- 5. resist the urge to direct
Michael Sampson on the cost of poor collaboration
Jabe
Bloomhttp://blog.jabebloom.com/?p=27
Networks(sometimes paired w/ small groups and communities)
TeamsSometimes Communities
http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
Networks
CommunitiesTeams
Communities
Steve Waddell referencing Andrew Curry and Anthony Hodgson
http://networkingaction.net/2012/08/managing-three-time-horizons-in-large-system-change
Harvard Business Review – Greg McKeown
First, use more extreme criteria . By applying tougher criteria we can tap into our brain's sophisticated search engine. If we search for "a good opportunity," then we will find scores of pages for us to think about and work through. Instead, we can conduct an advanced search and ask three questions: "What am I deeply passionate about?" and "What taps my talent?" and "What meets a significant need in the world?" Naturally there won't be as many pages to view, but that is the point of the exercise.
Second, ask "What is essential?" and eliminate the rest. Everything changes when we give ourselves permission to eliminate the nonessentials. At once, we have the key to unlock the next level of our lives. Get started by:•Conducting a life audit. All human systems tilt towards messiness. In the same way that our desks get cluttered without us ever trying to make them cluttered, so our lives get cluttered as well-intended ideas from the past pile up. Most of these efforts didn't come with an expiration date.
•Eliminating an old activity before you add a new one. This simple rule ensures that you don't add an activity that is less valuable than something you are already doing.
Third, beware of the endowment effect. Also known as the divestiture aversion, the endowment effect refers to our tendency to value an item more once we own it… As a simple illustration in your own life, think of how a book on your shelf that you haven't used in years seems to increase in value the moment you think about giving it away.
The disciplined
pursuit of less
A Kanban cue: limit your C-I-P (communities in progress)
http://en.wikipedia.org/wiki/Kanban
Use very small groups where they are useful focused tasks
Use communities where they are useful were learning needs depth
and focused practice
Use networks where they are useful where diversity, diverse time cycles,
scanning, curating and scaling are essential
TRIZ…a little generative destruction
http://www.liberatingstructures.com/6-making-space-with-triz/
Harnessing Latent Microexpertise -- The project must allow even the narrowest of expertise. A 3rd-year algebra teacher might not have the broad expertise of an experienced math education researcher, but that 3rd year teacher might have small elements of expertise that exceed that of the recognized experts.
Designed Serendipity -- The project needs to be easy to follow and encourage participation from a variety of experts. You want problems to be seen by many in the hopes that just a few will think they have a solution they wish to contribute.
Conversation Critical Mass -- One person's ideas need to be seen by others so they create more ideas, and the conversation around all the contributions keeps the project going.Amplifying Collective Intelligence -- The project should showcase the fact that collectively we are smarter than any one individual.Those are all great characteristics of any project. But what makes this any different than any traditional, offline project? Nielsen offers several suggestions. Unlike a large group project with clear divisions of labor, technology allows us to divide labor dynamically. Wikipedia certainly would not have grown the way it did if labor had been divided statically between a set of contributors. Also, networked science uses market forces to direct the most attention to the problems of greatest interest. Lastly, contributing to an online project rarely feels like committee work, and participants can more easily ignore poor contributions or disruptive members.
Nielsen’s:Reinventing
discoveryhttp://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
1: MAKE SENSE/DISCERNMENT• Situate your communities for depth/sample and curate your networks for diversity• Cynefin framework for discernment• Consider all three time horizons for resilience
2: CREATIVE DESTRUCTION• Find what to stop• Develop a literacy, discernment and practices for knowing when to go broad/when to go deep• Limit your C-I-P and try TRIZ
3: CONVERSATIONS THAT MATTER• Depth: be present. Listen• Personal agency and responsibility• Amplify individual action
Thanks and more…
Thanks to Dave Pollard, Harold Jarche, Jennifer Dalby & my extended network!
Tons more stuff here: http://bit.ly/UsHnB3
Next?
Talk, write, Skype, Tweet
http://www.fullcirc.com
@NancyWhite
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http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/