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Scooped by Deb Nystrom, REVELN
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Beyond the Hierarchy: Networked Professional Development

Beyond the Hierarchy:  Networked Professional Development | Agile Learning | Scoop.it

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.


As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

       

Related tools & posts by Deb:

               

        

     

  

       

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  

  

Deb Nystrom, REVELN's insight:

Harold Jarche's recommendations for organizations moving to more networked and creative work may make for less fragile, more adaptive organizations as well.  ~  D


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Scooped by Deb Nystrom, REVELN
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Talent is irrelevant and so 1971... What makes for a talented group and innovative result?

Talent is irrelevant and so 1971...  What makes for a talented group and innovative result? | Agile Learning | Scoop.it

At least, the author admits, talent is less relevant TODAY in this blog post:


  • Less work is being done by individuals and more work is being done by groups
   
  • Nobel prizes are increasingly awarded to multiple individuals, research papers increasingly cite numerous individuals
   
  • Inside our organizations more projects and objectives are anchored to groups of people. 
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   ...our three most wasted assets inside the organization are knowledge, perspectives and heuristics…inside a persons brain, the mash-up of their identity and experience.
    
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Excerpts:
    

Individual ability / competence / talent are one variable among many in the equation. Putting a group of talented individuals at a table together does not make a talented group.

   

Relational skills, communication skills, empathy, flexibility…all of these are part of the equation as well.  And so is diversity.

   

Very likely our three most wasted assets inside the organization are knowledge, perspectives and heuristics…the stuff inside a persons brain, the mash-up of their identity and experience.

   

When you bring a group together to do serious work, the bigger your aggregate collection of knowledge, perspectives and heuristics is, the more likely you are to have access to the tools necessary to generate an optimal result and the less likely you are to be limited and compromised by shared blind spots.

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