It can be difficult to see oneself as a node in multiple networks, as opposed to a more conventional position within an organizational hierarchy.
We have become used to titles, job descriptions, and other institutional trappings. But network thinking can fundamentally change our view of hierarchical relationships.
For example, I once ...helped a steering group see their community of practice in a new light. For the first time, they saw it mapped as a network. They immediately realized that they were pushing solutions instead of listening to their community. As a result, they decided to change their Charter and develop more network-centric practices. Thinking in terms of networks can enable us see with new eyes.
...As we learn in digital networks, stock (content) loses significance, while flow (conversation) becomes more important – the challenge becomes how to continuously weave the many bits of information and knowledge that pass by us each day.
Conversations help us make sense. But we need diversity in our conversations or we become insular. We cannot predict what will emerge from continuous learning, co-creating & sharing at the individual, organizational and market level, but we do know it will make for more resilient organizations.