john hagel – passion & flow
serendipity – below
My first encounter with John was this post: passion-and-flow
I remember being so tickled that someone put some meat on passion. Flow is used so much, but my gut felt like it was more of a way to cope with stuff you had to do, rather than finding the thing you can’t not do.
No end to the great articles he’s written.. like this one.
Though we have become increasingly comfortable interacting online, our face-to-face interactions are still most conducive to accessing valuable tacit (hands-on) knowledge. Tacit knowledge is the knowledge that is in our heads and that we have a hard time articulating to ourselves, much less anyone else. We generally access this knowledge through deep trust-based relationships that emerge through shared practice, working side by side with each other in addressing challenges.
A 2009 Harvard Business Review study supports this: even though nearly 60 percent of respondents said that their companies had imposed limits on travel during the downturn, virtually all (95 percent) agreed that face-to-face meetings were the key to success in building long-term relationships. The rich connections we make online often create more opportunities for us to connect in person, and increase the value that can be generated from these face-to-face meetings.
Here’s the paradox: as our virtual environments become richer and more widespread, they will amplify, not reduce, the potential value of our physical environments.
we could copy out the whole passage here.. all so huge/resonating.. or you could just click link via image above and read for yourself..
The Power of Pull, by Hagel and John Seeley Brown was incredibly inspiring, as it came at a time when we were questioning the possibility of whimsy vs prescribed curriculum in public ed. The web was showing/feeding/offering us its allure, and so, the power of pull made great sense. If the web had that allure, didn’t life have it as well? Trusting in that allure, rather than mandating a safety net of any specified curriculum, we saw as a deep issue that could change everything.
small moves smartly made.. flow.. perpetual beta… alluring…
book is linked to amazon
Find John many places, perhaps jump in here:
or here (pdf):
Passion pulls – it’s about connecting and risk-taking and it’s not predictable, so it’s deeply suspect in most institutions.
business with passion
1) what is success – she has a new definition
nancy anderson – her book: work with passion, ow to do what you love for a living
2) business incubators
national business incubator association
80% from incubators still successful after 5 years
80% not in incubators not successful after 5 years
3) push vs pull
push has served us well, but in today’s volatility those predictions and forecasts become more challenging, instead build platforms of connections where you can draw out resources where and when you need them.integrating passion and profession – 6th proposition
the questing disposition
how do workers respond to unexpected challenges
if not passionate:
1) ignore it
2) hide it
3) get back to assigned work.. challenge is a distraction
1) wow – that’s really interesting, how would i handle that, challenging me to go beyond what i’ve experienced, who would i reach out to to try to figure this out
2) don’t wait for the challenges to come to you, constantly seeking them out to test yourselfthe relationship between passion and connection
in regard to your profession
1) how often you go to conferences
2) how often you partake in social media
3) how often do you go to lunch w/someone outside your company but related to your workpeople who say they are passionate are actually twice as connected as people who are not passionatetest levels of passion in the workforce
united states last year:
20% of work force are passionate, 80% are not
level of passion is inversely related to the size of the companyintegrating passion and business – 5th proposition
dilbert paradox – top priorities – if talent is top, how do you explain popularity of dilbert and the office which graphically demo the sculptifying effect of business environment on talent
so – what are you doing about talent
if you are developing their talent better than anyone else – why would they ever leave
as to “what training programs” – training programs less and less relevant, it’s not about training but about constructing and designing the work environment so that you maximize talent on the job on a day-to-day basis
most today (esp schools) are not designed for talent development
they are designed for efficiency of operations and predictability
if you are interested in talent – rethink all operations, business strategies, and it platforms4th proposition
move from knowledge stock to knowledge flow
from this post: challenge and opportunity for women…
knowledge flows- not large databases flowing through cyberspace.
The knowledge that has greatest value in times of rapid change is tacit knowledge, the knowledge that we all have in our heads that is tied to certain contexts, often quite new, and that we have great difficulty expressing to ourselves, much less anyone else. This knowledge is usually experienced holistically rather than reducible to abstract categories and isolated modules. For all of these reasons, this knowledge does not flow very well at all. In the words of my esteemed collaborator, JSB, this knowledge is remarkably sticky.
break from videos to reflect on this incredible post i read today.. a gold mine of insight worthy of the ending of a super year:
this post: passion and wisdom – a must read – really
make thrivability, rather than sustainability, our reality.
Both are long-term quests,… in stark contrast to our prevailing push mindsets,…of…. short-term predictability.
…both passion and wisdom are not predictable – that is in fact their great strength, they are continually coming up with new ways to create more value. The tragedy…this makes both … deeply suspect … and..more needed than ever.
really – go read it.. here it is again
continuing on with videos from his fb site
the power of pull
passion of workers as a shift index
when we’re talking about passion at work, we’re not talking about happiness, quite often passionate people at work are often the most frustrated… but the most passionate people are the most connected people – this is key to participating in knowledge flows
target conferences in areas that are well beyond your expertise, because that causes deep immersion in the issues and questions that these people are addresses and often finds unexpected encounters that extend way beyond current comfort zone
choices of where you locate (physical and virtual) – but all are very crowded – so what actions can you take to attract and lead people to you to make those encounters,
experimentations with social media: best way to attract is to present yourself holistically, integrate personal/professional etc.
reasons for not doing sm – risk and waste of time
problem is we often focus on the risks, we need to be much more articulate about the rewards
the google approach only works when you know what you’re looking for
but when you don’t know – how can you increase the likelihood of these unexpected encounters
serendipity is not just pure luck, we can shape the places we go and the people we connect with
cross connections are huge to this as well – [seeing fractals, analogies]
in edgy areas where these innovations are happening, these people are telling stories to each other
your passion as your profession
if you have passion at the core – i’m not worried
what i’m worried about are these people that are so very competent they are getting bored – john seely brown
the experience curve often gets you into ruts – key role of an institution, how do we take these deeply competent people and put them in environments that bring in life and passion
not a free agent theory – but an incredible infrastructure for the firm/institution
energizing people in the core – whole new game if the workers become the front line, on the edge
bringing the core to the edge
often bringing the edge into the core ends up smothering the edge
better yet – get the core out into the edges
a new kind of valley of death – if you can reverse and bring the core to the edge, for that to work, board of directors need to realize there’s a certain level of unpredictability – you move from scalable efficiencies to some kind of random improvisations
the deeper the core competencies can deal with the on the fly edge
life on the edge is more interesting if you have core competencies
the edge is risky, those in charge need to have the mindset to stick through the hard/shaky times
scalable efficiency to scalable learning
almost everything you learn in business scale relies on scalable efficiencies and that curve is now a diminishing returns curve
what if this new learning structure says scalable efficiency is not the gain
how do you get scalable ways of new ways to learn things…
no longer is it organization and routine, but how do i break out of my rut, how do i see things differently
actualizing new ideas as fast as you can, rather than digger deeper on the same path
we’re not running faster and faster to stay in the same place, we’re running faster and faster and falling farther behind, no wonder we’re all stressed
big shifts are creating big changes
the past were punctuated shifts
change the underlying architecture
public policy shift and tech potential are moving on to new heights
push for absolute performance if done right leads to innovation, if done wrong kills
when in times of uncertainty, tend to look inward to reliability, we lose sight of these longer term opportunities/trends
big changes are here
why the big shift
1) infrastructural transformation – something we’ve never seen before, no longer an s curve, now an exponential – digital infrastructure driven by moore’s law, no more plateaus (stability) in the curve, people having a hard time figuring out how to play off these
maybe the notion of organizational routines might not be right anymore – because of micro and macro disruptions
kevin werbach interviews john in 2009
dang – no sound
successful pull business count
Flexible access to people and resources can be enormously powerful in a world driven by changes that, more often than not, lead us in unanticipated directions….
If we do not master the ability to access people and resources as needed, we will risk becoming progressively marginalized by those who understand and embrace the foundational changes playing out on a global scale.
Rather than relying on financial leverage, we need to become more adept at “capability leverage” – finding and accessing complementary capabilities, wherever they reside in the world, to deliver even more value.
serendipity can be systematically and methodically shaped
passion leads to pursuit, which creates connections
serendipity – finding things we didn’t know we were looking for
tacit knowledge exists only in people’s heads.. you’ve got to stand next to someone who already knows and learn by doing.
serendipity – means to access rich flows of tacit knowledge, in long term relationships
amplify – to increase # of encounters and filter – to focus
pull is not a spectator sport
use deep listening to draw out and uncover big issues
conferences are a filter for the broader world.
recent interview – http://stoweboyd.com/post/49386411425/socialogy-interview-with-john-hagel
SOCIAL SOFTWARE IS ESSENTIAL TO MEET THE CHALLENGE OF CONSTANT CHANGE
We live in a world of near-constant disruption as defined by the Big Shift,10 where rapid technological innovation, globalization, and liberal public policies drive heightened competition. This fundamental shift, to a dynamic world of deep, relentless change, will require companies to embrace informal interactions to remain competitive and avoid further performance erosion. Increasingly, companies need to accelerate the pace at which they respond to change, make decisions, and overcome unforeseen obstacles.
The current technologies store information and support standard business processes but fall short of supporting the dynamic informal communications needed for handling exceptions. To improve efficiency and effectiveness, employees need tools that enable navigating across organizational boundaries, connecting to the right people, and accelerating exception resolution.
There are many ways to think about complexity, but one key dimension is the degree of connection and interaction among participants. Thanks to the forces described above, we are more connected on a global scale than ever before. Not only are there more connections among more people, the speed of interactions has increased significantly, so that even small events in remote areas can propagate quickly, setting off cascades of events that evolve beyond anyone’s expectations.
Deep Dive Dinner Feb 2014
1\ access – just in time ness – assumes we have a question – we don’t even know the right questions anymore
2\ attract – serendipity – unexpected encounters – most people believe – it’s just luck – i believe we have the opportunity to shape serendipity – through choices we make everyday in our lives
serendipity – finding things we didn’t know we were looking for
tacit knowledge exists only in people’s heads.. you’ve got to stand next to someone who already knows and learn by doing.
serendipity – means to access rich flows of tacit knowledge, in long term relationships
3\ drawing out of each of us our full potential – via learning – this is the opportunity and the challenge – how do we learn faster
scalable efficiency to scalable learning – will have large institutions.. but because people go there to learn faster
1\ passion – only way to stay successful – find passion and connect to it and amplify over time
kind of passion we saw – the passion of the explorer:
1\ deep long term commitment to a large domain – in order to make a difference there
2\ questing disposition – what’s your reaction when presented w/unexpected challenge – rather than fear/drudgery – excitement.. don’t just wait for them – actively seek them out
3\ connecting disposition – what’s first reaction when confronted with challenge – is it to find someone else to work on it with
these 3 are a powerful combo for accelerated learning
narrative – open ended.. and the resolution is dependent on you.. rather than a story – that has nothing to do with you. narratives engage
every successful social movement throughout history has been driven by a very powerful narrative
on fundamental organizational change. after 30 yrs experience – 1 lesson – if you think organizational change is a rational process.. you’ve already lost.. if you think it’s about right data/analytics/charts/people.. you’ve lost. organizational change, at the end of the day is fundamentally a political process
1\ identify and neutralize the enemies of change (the non-trivial exercise)
2\ identify and strengthen the champions of change
3\ from the art of war – if you have to engage the enemy in battle – you’ve already lost the war
part 2 with q&a
6 min – creation spaces – crowdsourcing is just a narrow slice of that
problem is that teams don’t scale – once they get to a certain size… creation spaces reaches beyond teams..
ie: world of warcraft is a creation space
12 min – self and group – when develop passion of explorer and imperative for learning… focus on self – but intrinsic sense that won’t learn as fast w/o broader community..
too – the sense of giving away ness.. godin – if it’s your art you’d do anything to give it away..
it’s not – forget the individual. there’s a tension between individual and group
19 min – passion of the true believer – clear view of destination and of every step along the way – very dangerous to learning
passion of explorer – w/in few minutes of talking – share hard problem they are working on – tearing hair out – offers them up as vulnerable – so trust is there. if you’re not willing to share vulnerability – you’re not going to share trust.
if they don’t share vulnerabilities – i’m not going to trust them
4 min – scalable learning model – again talking – learn faster… le fong surveywhat does the individual need to learn faster.
Complexity – Impact on People and Organizations
on success for companies being return on revenue – today 75% losson institutional innovationon need to ask basic question – what are institutions for… scale of efficiency.. the ability/cost to coordinate activity w/in single institution much less than across multiple independent institutions… true for 20th cent.. that rational is diminishing in its impactthe ability to coordinate activity across massive numbers of independent entities is decreasing (?) at a rapid rate
some say we’ll become society of independent contractors.. i’m not of that camp – that we’ll freely associate when needed.. w/o institutions… i believe we will have big institutions to scale learning..the rational of scalable efficiency (predictability, specification, standardization… where is opportunity for learning/improv/tinkering.. not allowed.. not efficient) in opposition to scalable learningtaking scalable learning seriously:1\ work environment redesign… we’ve worked on design thinking/methodology… there’s an opportunity to take that and apply it to ourselves in our work environments…if we took scalable learning as top priority.. how would that shape our work environments… ie: live opps.. has no call centers… 20000 people who work from them from their home – each person a personalized dashboard… system of virtual communities.. discussion forums.. people rewarded for mentoring w/in those communities2\ lot more smart people outside your organization.. so need to connect to them.. learn faster as more and more join in .. different way of thinking about ecosystems.. (most of this is occurring in china and india) ie: leon fung – orchestrate supply networks.. of 15000 business partners… we learn faster as part of this network than we ever could on our own3\ passion – we have to instill passion in every single participant… 11% of workforce is passionated about work they do – not a sign of failure.. because scalability/predictability demands you squash passion
the experience curve is a diminishing returns curve… if we take scalable learning seriously.. we can shift that to an increasing returns curve..
My talk at Global Drucker Forum in Vienna now up on the web – the paradox of being human and the role of technology https://t.co/6Nojw7vxne
Original Tweet: https://twitter.com/jhagel/status/674614617931251712
Day II Plenary 6: Humans First – Technology Second | John Hagel III
part of what being human is….. complexity and paradox
pos attributes: imagination, creativity, trust, ….
we’re also imperfect… make mistakes… as human beings we are capable.. of prolonged tolerance of deep suffering of our fellow human beings… that’s us..
we need to determine which elements of being human we want to strengthen/nurture..
we are in a trajectory of tech that is drawing out the dark side of our humanity…
one impact.. mounting performance pressure… intensifying competition, excelerating rates of change, cascade of extreme events
we tend to magnify our perception of risk… so we shrink our time horizons… ie: we can’t afford to think about future…
then we get to a zero sum view of the world.. if it’s all about today.. a the end of the day.. who’s going to get the resources… and in that kind of world.. trust erodes rapidly.. ie: i can’t afford to trust you… it’s me or you..
very vicious cycle…
how to get to something that brings out best of us.. vs worst of us…
i’ve come to – the power of narrative..
most interchange stories and narratives…
story: self-contained, begin, middle, resolution.. something resolves it .. and is mostly about me.. not about you..
narrative: open-ended, some opportunity out on the horizon.. not achieved, not guaranteed to be achieve… resolution depends on you..
millions have sacrificed lives for the sake of a narrative…
ie: religious – christian; silicon valley – tech to change world; … all depend on you
we have undertapped the opportunity based narrative as a vehicle
10 min – on our idiosyncracies… (apple) think diff ness
head to a virtuous vs vicious cycle..
perpetuate\ing us ness
let’s do this first: free art-ists.
I love and embrace paradox but this one has me troubled. I need your help in exploring flows, fragility and friction bit.ly/2eUDdl6
If the goal of expanding flows within our society and economy is to accelerate learning rather than to simply expand data flows, we might create a more useful framework for optimizing both flows and friction. What kinds of flows are generative, meaning that they promulgate even more productive flows over time? What kind of friction gives us opportunity for reflection and productive debate so that we can learn faster and come up with even more creative ideas and approaches over time?
Perhaps the old adage that to go fast, you must first go slow, has some merit here. Rather than just focusing on accelerating existing flows, maybe the key is to find ways to nurture the flows that can be most productive in generating even more flows over time.
I’m not sure about all of this, but *getting the balance right between flow and friction will be key to building societies and systems that can accelerate performance improvement without exposing us to excessive fragility that increases the risk of collapse. In other words, it will be key to human progress.
perhaps if we truly want to *get the balance right.. begs we let go.. trust the flows/friction of us..
perhaps our focus on *getting ness.. is what’s getting in the way of the balance we crave..
why not yet.. ness
we can’t make the dance.. we will only really dance.. when we trust it/us..
Andrew James Baker (@andrewbaker007) tweeted at 1:28 PM – 7 Nov 2016 :
@jhagel watched your lecture at @singularityu – have not stoped thinking about it. Recommend all to watch this:https://t.co/cDFGpQsRhg (http://twitter.com/andrewbaker007/status/795724503145971712?s=17)
forms of pressure from dark side of tech: 1\ tech to increase performance pressure – intensifying competition.. 2\ acceleration of pace of change… 3\ tiny event cascades into extreme event – black swan
6 min – one of issues we believe in terms of addressing that dark side.. we are increasingly confronting world shaped by exponential techs.. and continuing to apply linear practices/mindsets/institutions to that exponential world.. we squeeze/work harder and harder but in same ond way
our belief – have to fundamentally challenge our most basic assumptions about how we do business.. we will not survive w/o it..
imagine.. business is one of those assumptions..
9 min – is there an alt rational that will continue to drive the growth of large orgs..
is that what we want..?
notion of scalable learning.. to learn faster.. improve performance more rapidly..
why..? why not deeper..?
what’s the environment we’ve created for scalable efficiency.. to tightly specified for learning.. no space.. ie: have training room for learning.. but then come back into work environment and do your job
13 min – our belief is that learning that happens in training programs.. will become more and more marginal to success.. and that learning in actual job will grow.. implies.. systematically changing our work environment.. not just physical.. but management/reimbursement systems.. how would we change all that.. our belief is it would be a fundamentally diff work environment
doesn’t sound that diff.. if still running on ie: management and pay..
17 min – if really serious about scalable learning.. but only focus inside your walls..
20 min – everything changes..
well – doesn’t sound like.. really. still sounds part\ial
21 min – this is not a rational process. it is a political process 1\id/neutralize the enemies of change..
perhpas this part\ial ness is our biggest enemy of change..
2\ id/strengthen the champions of change 3\ the art of war: if you have to engage enemy in battle.. you have just lost the war
25 min – – alt approach: scaling edges… effort to create new core of business by scaling the edge..
not deep enough.. not change enough
27 min – need an edge that can start relatively moderately.. find an edge that can scale.. avoid cannabilizing the core of the business..
our advice is – starve the edge.. our instinct is .. pour money into that edge.. if do 1\ money is taken from others that won’t be happy and will mobilize to crush effort 2\ creates complacency among participants w/in the edge.. want sense of urgency on the edge.. giving little money as possible.. is really important 3\ focuses from day one on how can we connect w/other co’s to leverage the modest resources
30 min – don’t focus on snapshots of edge.. focus on trajectory.. goal for scaling edges is to improve exponentially.. if not improving exponentially.. what can we do to accelerate that..
31 min – this is not an option.. it’s an imperative.. you will be marginalized the longer you wait.. if you don’t move quickly to adopt the tech..
32 min – have to rethink org at a fundamental level..
34 min – if we move to scalable learning model.. i think we have opp for the first time in business to move to increasing returns curve.. where more who participate.. faster/more we’ll all learn.. more rapidly performance/value will improve in market places..
dec 2016 – united we stand
I love paradox and today we’re living through one of the biggest paradoxes of all: at a time when we seem more divided than ever, we’re actually more united than ever.
we’re all united by deeply held fear and, if we take the time to really understand the source of the fears on both sides, we’ll discover that we can become even more united around an opportunity that can take to us to levels of achievement that we never imagined possible.
Anger is often fear in disguise.
can we shift from fear to hope?
Humans operate from two basic emotions – fear and hope.
Perhaps our biggest challenge will be to resist the temptation to dismiss the other side. I…….We will only be able to make progress if we hear and respect the fears that appear to be dividing us and realize that in fact they could bring us together.
This aggregation of small, local action groups is a powerful form of organization that I’ve called creation spaces.
So, if we’re serious about institutional transformation, let’s come together in small action groups in our local communities
oy .. adding my comments on science page.. dang John.. we have to go deeper
A much-needed reminder of what science is supposed to be: truth-seeking, anti-authoritarian, and limitlessly free https://t.co/PbxHhiZJlX
Original Tweet: https://twitter.com/jhagel/status/857943571885772800
Zen Yinger (@ZenYinger) tweeted at 8:04 AM – 9 Oct 2017 :
Brilliant post by John Hagel. “Measuring Your Real Net Worth” (the power of “pull”) @jhagel
https://t.co/0VlxyodGVu #H2H #Relationships https://t.co/TIXIzF77el (http://twitter.com/ZenYinger/status/917390382509510656?s=17)
Having said that, I would welcome advice and insight on how introverts (and others) can be more intentional about cultivating the kinds of personal networks that I’ve described above. It’s an area that I’m still exploring.
Reverse mentoring. @jseelybrown and I wrote about this years ago but it now seems to be catching on https://t.co/saTw7oRFBa
Original Tweet: https://twitter.com/jhagel/status/920273994909040641
imagine we go deeper.. and learn from infants/children.. whose sensors have not yet been scrambled..
John Hagel (@jhagel) tweeted at 5:19 AM – 21 Feb 2018 :
In my latest blog post, I explore the paradoxical power of narratives that can help us to belong while at the same time standing out and not just being part of the crowd https://t.co/VyABOAsy7H (http://twitter.com/jhagel/status/966286195339747330?s=17)
We all want to belong, but we all want to be different..t
What’s an opportunity based narrative that can invite active participation from more and more people around the world? I don’t have an answer – yet – and I would welcome help in thinking about what such a narrative might look like. My instinct is that it has something to do with fostering communities (both physical and virtual) that will help all of us to cultivate our unique individuality and bring us together in ways that will make it possible for us to achieve more and more of our unique potential.
john seely brown (@jseelybrown) tweeted at 10:11 AM – 30 Mar 2018 :
Please read and contribute or point to possible cases… jsb https://t.co/Hx3Qhcua0c (http://twitter.com/jseelybrown/status/979753015753060358?s=17)
Continuing to focus primarily on doing things faster and cheaper not only leads to diminishing returns but also squanders the opportunity to redeploy human capabilities—the workforce—to focus on activities that will create new value. .t
perhaps continuing to focus on returns and activities that create value ..squanders the opportunity to redeploy human capabilities..
finding ways to create new value is an imperative.
i’d rather see free people.. let’s let that be our value..
And workers–with their potential for curiosity, creativity, imagination, empathy, and resourcefulness–are uniquely capable of continuously developing new ways to create new value.
and people–with their potential for curiosity, creativity, imagination, empathy, and resourcefulness–are uniquely capable of continuously developing new ways to be
To be clear, though, we’re not talking about narrowly “re-skilling” workers so they can do remaining routine tasks efficiently and reliably.
actually.. i think you are.. if you are seeking: value in the marketplace and for the worker
work ness.. is messing with us.. driven by market ness
We’re talking about stepping back at a fundamental level to redefine work so that it shifts workers away from routine tasks to focus their time and effort on sustained creative problem-solving and opportunity identification in ways that deliver more and more value to their stakeholders (whether they’re customers, suppliers or internal “clients” served by support functions like IT or Human Resources).
that’s not a fundamental level.. if focus is stakeholders..
Unleashing this human potential to create value is going to require redefining the work that humans are doing.
Specifically, we’re interested in cases where the routine, structured work of a group was deliberately reconsidered and transformed into work that taps into the creativity, curiosity, imagination and empathy of the workforce to create new value for internal or external customers.
am guessing you’re not interested in human energy.. just for the sake of aliveness.. but if you were.. we experimented with it (tapping into curiosity.. imagination.. et al).. just not as a workforce.. and not for customers..
Again, we aren’t particularly concerned with whether this transformation was precipitated by new technology or not.
yes.. by tech.. as it could be.. (but it’s not yet.. hence.. you probably aren’t hearing any of this)
We’re also particularly looking for examples within large, traditional companies rather than start-ups or technology unicorns.
Just to make it even more challenging, we’d especially like to find examples where this redefinition of work has led to tangible performance improvement in terms of value generated or impact achieved (not just doing something faster or cheaper).
like freeing people.. waking them up.. detoxing them..?
we’re anxious to start doing some deep dives to explore this emerging edge and we need your help. There’s a big opportunity out there and we want to inspire more executives to pursue it.
more executives to pursue it..? then sorry.. not deep enough diving..
go deeper.. let’s not wait..
John Hagel (@jhagel) tweeted at 6:50 AM – 25 Jun 2018 :
I’ve always said that, rather than talking about 7 billion mouths to feed, we should focus on having 7 billion brains to unleash – imagine the possibilities https://t.co/iwMnj6JYe5 (http://twitter.com/jhagel/status/1011230057367400448?s=17)
Tim Berners-Lee is launching a potentially disruptive new venture that could fundamentally alter the direction of the Internet – from my perspective, his World Wide Web was an unfortunate detour, focusing us on content, rather than each other https://t.co/lJ6qZrlNzr
Original Tweet: https://twitter.com/jhagel/status/1046411371468865536
the ai humanity needs..
we have seen advances in every aspect of our lives except our humanity – Luma Mufleh
Peter Vander Auwera (@petervan) tweeted at 4:09 AM – 18 Jan 2019 :
How do we build new systems to create the future we want and change the systems that are taking us… by @jhagel https://t.co/7NFTtMn0fs > must read (http://twitter.com/petervan/status/1086218923547205632?s=17)
We’ve just recently completed a two-year effort leading a Global Future Council on Platforms and Systems for the World Economic Forum focused on the need for new forms of systems leadership and platforms to help drive global change. This post seeks to briefly summarize the findings of a much longer white paper published at the end of this effort.
Among the common features of these approaches are:
Crafting and communicating a powerful shared vision of the future and framing powerful questions that focus participants on engaging with and building these new approaches..t
Encouraging the formation of local groups of 5–15 people who develop deep trust-based relationships with each other as they seek to achieve impact through local initiatives — we describe this as a “cellular structure”..t
In deploying these kinds of platforms, systems leaders focus on enhancing the following design elements:
Providing shared virtual workspaces that help the small groups of participants (“cells”) to collaborate in developing the materials they will need to coordinate and further their initiatives..t
Building trust among participants — mechanisms like reputation systems enhance visibility..t
Providing environments where participants can *easily share their experiences in terms of approaches tried, impact achieved, and lessons learned. Platforms can be particularly effective in **archiving and indexing this information so that it can be easily accessible to other participants..t
*self-talk as data
resist the temptation to over-design these platforms before deploying them. Experience suggests that the most successful platforms are those that begin with very limited functionality and then evolve over time ..t