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How Mentored Open Online Conversations nurture 21st century skills — All About MOOCs — Medium

How Mentored Open Online Conversations nurture 21st century skills — All About MOOCs — Medium | Leadership and Networks | Scoop.it
I suggested in another post in this collection that MOOCs — Massive Open Online Courses — apply new social technologies to an old way of…
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Fabulous post on how important it is for network leaders to have conversations with others on what they are doing - and how important having a mentor in these settings is.

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Leadership and Networks
What kind of leadership is needed in effective, innovative networks?
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Sourcing New Ideas Through Experimentation: A Starter Kit « Packard Foundation

Sourcing New Ideas Through Experimentation: A Starter Kit « Packard Foundation | Leadership and Networks | Scoop.it
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How leaders from across public services can work together better

How leaders from across public services can work together better | Leadership and Networks | Scoop.it
Expert views on why we need better leaders, the challenges of collaborative working and how to overcome them (What do you think makes a good leader?
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Great Leaders Build A Culture of Courage In A Climate Of Fear

Great Leaders Build A Culture of Courage In A Climate Of Fear | Leadership and Networks | Scoop.it
Fear is a potent human emotion that can sabotage success for even the brightest minds and biggest organisations. It can also undermine an organisations ability to harness the potential of those within it. Learning how to create a ‘culture of courage’ in which employees feel safe to push back, take risks and explore new possibilities is becoming an ever more valuable skill in today’s marketplace

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Hive Chicago Learning Network | Re-imagining learning

Hive Chicago is a network of civic and cultural institutions dedicated to transforming the learning landscape by creating opportunities for youth to explore their interests through connected learning experiences.

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june holley's curator insight, March 20, 2:20 PM

This has a list of characteristics useful for network learning for network leaders.

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The Future of Leadership - Reading

The Future of Leadership - Reading | Leadership and Networks | Scoop.it
Leadership is the technology of human potential. We know that leadership needs new concepts to adapt to a network era. Without the right new leadership concepts, we won’t realise the human potential of the future of work.


Change Agents Worldwide is offering solutions and development opportunities for change leaders looking to make the transition to network era. I am excited to work with an extraordinary team of change agents to bring that about. Leadership can come from any role, so building capabilities matters for all individuals and for all teams.  The opportunities are tailored to people’s personal goals, needs and position in the organisation.


Getting Here


Creating the future of leadership in a network era takes a diverse series of influences. The list below is the set of books, articles and blogs that have most influenced my personal learning. Like all such lists it is partial and personal. There are too many great thinkers and leaders whose work I have not had the time to read or the space to include here. I have included a long list under categories to enable people to dip into sources that they may not have seen before.


If you are looking for some great places to start, here my list:


General Leadership Agenda:



The Leadership Challenge - Kouzes & Posner


On Becoming a Leader - Warren Bennis


Leading Out Loud - Terry Pearce



Leadership Stories



Delivering Happiness - Tony Hsieh


Maverick & The Seven Day Weekend - Ricardo Semler


The Contrarian’s Guide to Leadership - Steven B Sample


Small Giants - Bo Burlingham



The Rationale For Change



Future of Management - Gary Hamel


Moonshots for Management or What Matters Now - Gary Hamel


The Responsive Organization Manifesto


The Manifesto for a New Way of Work - Stowe Boyd *



Adaptive Leadership Techniques:



The Work of Leadership - Ron Heifetz & Donald Laurie


The Practice of Adaptive Leadership - Heifetz, Grashow & Linsky


The Australian Leadership Paradox - Liz Skelton and Geoff Aigner


Solving Tough Problems & Power and Love - Adam Kahane



Discovering Purpose & Authenticity:



Purpose posts from this blog


Purpose - Nikos Mourkogiannis


True North - Bill George



Personal and Organisational Learning:



Seek>Sense>Share - Harold Jarche


Teaching Smart People to Learn - Chris Argyris


The Living Company - Arie De Geus



Working Out Loud:



Jon Stepper


Bryce Williams


The 3 Tiny Habits



Network Leadership:



Wirearchy blog - Jon Husband


The Network Navigator


6 Social Media Skills Every Leader Needs - McKinsey


The Power of Pull - Hagel, Seely-Brown & Davidson


Multipliers - Liz Wiseman & Greg McKeown


Leadership that Gets Results - Daniel Goleman



Systems & Design Thinking



Fifth Discipline - Peter Senge


The Opposable Mind & The Design of Business - Roger L Martin


The Laws of Simplicity - John Maeda


Change by Design - Tim Brown



Communication:



The Communication Catalyst - Mickey Connolly & Richard Rianoshek


Fierce Conversations - Susan Scott



Community Building



Cultivating Communities of Practice - Wenger, McDermott & Snyder


Rules for Radicals - Saul Alinski


WISP at Sanofi Pasteur - Celine Schillinger


The First Follower - Derek Sivers




Any list like this is partial. These are the works on leadership that I go back to again and again as inspirations. This list clearly could be far more diverse and far longer. 


Whose leadership inspires you? Who has been left out of this list? What materials should people read or engage with to design the future of leadership in the future of work?  


I look forward to seeing your additional ideas and suggestions in the comments.


Notes


Change Agents Worldwide has a free e-book with essays on steps companies can take to be ready for the future of work.


* In an earlier version of this post Stowe Boyd’s Manisfesto was incorrectly referred to as The Manifesto for the New World of Work. The post has now been amended.

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june holley's curator insight, March 23, 9:22 PM

Great reading list on network leadership - site has links to articles and books

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How Mentored Open Online Conversations nurture 21st century skills — All About MOOCs — Medium

How Mentored Open Online Conversations nurture 21st century skills — All About MOOCs — Medium | Leadership and Networks | Scoop.it
I suggested in another post in this collection that MOOCs — Massive Open Online Courses — apply new social technologies to an old way of…
Leadership Learning Community's insight:

Fabulous post on how important it is for network leaders to have conversations with others on what they are doing - and how important having a mentor in these settings is.

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Leadership skills for the year 2030

Leadership skills for the year 2030 | Leadership and Networks | Scoop.it

Will it be the ability to thrive amid uncertainty? To handpick talented employees in a remote region of China? Or just to stay awake as you visit three continents in three days?


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Kenneth Mikkelsen's curator insight, March 2, 8:55 PM

The book; Leadership 2030: The Six Megatrends You Need to Understand to Lead Your Company into the Future  uncovers six megatrends that will dramatically impact organizations' markets, cultures, systems, and processes. You can read more about the book here


Download the Leadership 2030 whitepaper here

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Cultivating Collective Mindfulness: The Leader’s New Work

Cultivating Collective Mindfulness: The Leader’s New Work | Leadership and Networks | Scoop.it

The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, we collectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?


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Don Cloud's curator insight, February 10, 8:44 PM

True leadership mindfulness ... transitioning from "me" to "we"!

Graeme Reid's curator insight, February 13, 5:23 PM

A great thought-provoking article.  I get the sense that we are beginning to wake up to our realities of diminishing resources, lack of purpose, unhappiness etc - what is needed is a catalyst to speed up the rate of change.

Rim Riahi's curator insight, February 19, 11:00 PM

The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, we collectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?

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8 Ways to Build Trust in the Workplace

8 Ways to Build Trust in the Workplace | Leadership and Networks | Scoop.it

The office is more than a place that employees go to earn a paycheck. Relationships between employees and employers are essential in creating an efficient and successful businesses. For these relationships to flourish and employers to successfully manage employees, there needs to be some degree of trust.


The Jacobs Model , outlined in an infographic, identifies eight drivers of trust that are necessary in the workplace.



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Pam Ross's curator insight, February 5, 8:20 AM

I believe Trust is the foundation of positive workplace culture. 8 components of building trust here. 

june holley's curator insight, March 4, 7:17 AM

Would be interesting to see how these apply to building trust in networks.

Wanda McKenzie's curator insight, June 18, 12:46 PM

great infographic

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The New Science of Leadership: An Interview with Margaret Wheatley

The New Science of Leadership: An Interview with Margaret Wheatley | Leadership and Networks | Scoop.it
The website of journalist Scott London

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Leadership Learning Community's insight:

Always important insights from Meg Wheatley.

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Ivon Prefontaine's curator insight, February 20, 1:22 PM

I enjoy reading Meg Wheatley's work. It challenges me to think about the way many organizations are run. I don't think much has changed in education since she wrote the original book about new science of leadership and organization.

Howard Silverman's comment, February 24, 7:45 AM
Thx for the link. I wrote about the interview here: http://www.solvingforpattern.org/2014/02/24/design-for-organizational-learning-us-military/
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The Maker Movement and the Rebirth of Constructionism - Hybrid Pedagogy

The Maker Movement and the Rebirth of Constructionism - Hybrid Pedagogy | Leadership and Networks | Scoop.it
The culmination of my quest for more powerful learning grounded in theory and research came when recently I conducted an experiment in pushing constructionism into the digital age.

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Leadership Learning Community's insight:

It is essential that network leadership development learn from constructionism and the maker movement about "tinkering, exploring building, inventing" as they weave networks and help people self-organize.

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june holley's curator insight, February 22, 7:11 PM

It is essential that network leadership development learn from constructionism and the maker movement about "tinkering, exploring building, inventing" as they weave networks and help people self-organize.

Peg Gillard's curator insight, February 22, 8:11 PM

More of this in education might begin a long overdue transformation. 

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Emerging Concepts and Forms of Integral Leadership: Embodying a Radically New Development Paradigm | Integral Leadership Review

Emerging Concepts and Forms of Integral Leadership: Embodying a Radically New Development Paradigm | Integral Leadership Review | Leadership and Networks | Scoop.it

A must read on leadership!


Via june holley, Claire Reinelt
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june holley's curator insight, February 21, 9:38 AM

A must read on leadership. Lots in here.


 Recent leadership literature reflects this emergence by pointing to new leadership concepts and forms:

  • Shared/distributed/rotating/collective leadership – which acknowledges lateral or peer influence and engages in consultation and coordinated action.
  • Leadership as a relational process rather than a position – emphasizing interpersonal influence, dialogue and mutuality.
  • Complexity leadership – including quantum entanglement, “chaordic” principles, as well as simultaneous top-down, bottom-up, diagonal, and circular change processes.
  • Partnering across organizational and/or sectoral boundaries – such as in open innovation and balanced cross-sector alliances for sustainable development.
Ivon Prefontaine's curator insight, February 21, 1:36 PM

There are interesting and wide-ranging references i.e. Ron Heifetz and Joseph Campbell. That makes this intriguing.

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What Really Matters for Resilience - a Mercy Corps Research Report

What Really Matters for Resilience  - a Mercy Corps Research Report | Leadership and Networks | Scoop.it
When a combination of crises struck Somalia in 2010/11, famine left millions in need of emergency assistance. Drought, political instability, conflict, and food price spikes all contributed to the worst crisis the region had seen in 60 years, and more than a quarter-million people died.

However, the costs of the crisis were not equally borne: Despite the absence of humanitarian assistance in certain regions, some families adapted or quickly recovered. In short, they were more resilient. We wanted to know why.

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Leadership isn't an individual act; it's an ensemble performance

Leadership isn't an individual act; it's an ensemble performance | Leadership and Networks | Scoop.it
Leaders can only lead in participation with others being led, so why do most business schools cling to notions of individualism?

Via june holley, Leadership Learning Community, Yanes Setyoningtyas
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BUILDING NETWORKS FOR CHANGE

BUILDING NETWORKS FOR CHANGE | Leadership and Networks | Scoop.it
It takes a campaign to change a policy.  It takes a network to change a system.  --June Holley There is a not-so-quiet revolution taking place in the way we work. We can see it everywhere in nature...

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The Network Navigator

The Network Navigator | Leadership and Networks | Scoop.it
The power of a networked world is shifting the emphasis of work from expertise to navigation. Are you ready to move from expert to network navigator?


From Expert to Navigator - a financial services example


Research into perceptions of an advice relationships in financial services consistently often comes up with a common theme. Usually, the financial services organisation is keen to build a trusted relationship with the client as an advisor and to demonstrate its depth of expertise in the advice process. 


However, these goals are rarely what the client is looking to achieve. The client is often more interested in building a relationship with someone who is responsive to their needs and who can to help them navigate the complexity to find their own answers. The complexity the client needs to navigate is not just the financial decisions; it includes the organisations own advice and service processes. In times of complexity, uncertainty & change, clients are reluctant to be dependant on someone else’s expertise. They want control. They want to be guided across the map of choices and find an easier way through the process.


The Network Navigator


Networks and the increasing pace of change that they bring about are having a similar disruption for the traditional model of expertise-based advice.


Relying on a proprietary stock of knowledge is no longer enough to justify an advice proposition. Knowledge is increasingly a flow. Stocks of knowledge are out of date too quickly as the network learns more faster by sharing.  If clients want access to stocks of knowledge, they can find the information themselves (& access a greater diversity of insight and experience) if they are prepared to put in the time and effort.  Doing that work for them on an outsourcing basis is a low value task.


The challenge of a networked era is no longer gathering a stock of knowledge. The challenge is leverage rapid flights of knowledge and guiding others through networked knowledge creation. The skills that rise to the fore are no those of hoarding a stock of knowledge. The skills are those of being able to connect people, share capability and create new knowledge together.


The 8 Skills of a Network Navigator


A network navigator does not need to know the answer. They do not even need to know the whole way to the solution. They need to be able to lead others, to leverage the knowledge of the network and to find a way forward in collaboration to create new value: 



Setting a course: In a complex world often the purposes, goals and questions are as unclear as the answers. Helping people clarify their objectives and questions before and during their engagement with the network is a critical role that the network navigator can play.


Seeing the big picture map: Navigators are people who can hold the network system in view and manage the micro detail to guide people forward.  A navigator creates new value with an understanding the broader map and new & better paths that others may not have considered.


Make new connections: Increasing the density of networks can be critical to creating new knowledge and value from network interactions.  Bridging weakly connected groups is another role that navigators can play to realise new insights and value.


Recruiting a crew and local pilots:  Building community matters in new network ways of working.  Community takes connection to a deeper and more trusted level and begins to accelerate learning and change.  Network navigators know how to recruit crew to their travelling community and add local pilots as they need to learn faster in new parts of the network.


Translating strange cultures: Connecting diverse groups often means that there are differences of context, language and culture to be bridged before conversations can create new knowledge. Network navigators have the skills to understand and share diverse inputs.


Logging the journey: A network navigator works out loud to record their journey and let others contribute and benefit from the record.  A network navigator nows there are many others seeking the same answers or looking for better paths forward and makes that possible by sharing their work and inviting others to contribute.


Weathering storms & avoid shoals: Journeys through networks are not linear and often unpredictable.  The navigator has the experience and the confidence to see others through the storms and to sustain others in their journeys. Most importantly, when the storm is darkest, they have the passion to keep pushing and keep experimenting.


Navigating where there is no map: Network navigators need to be able to embrace uncertainty and ambiguity.  They need to be able to lead others forward to learning even if it is dark and there be monsters.




Acknowledgements:  This post is in large part inspired by conversations with a wide range of participants that occurred during John Hagel’s recent visit to Melbourne for the Doing Something Good dinner and Centre for the Edge workshops that I attended.  It is also informed by ongoing conversations about new networked ways of working among all members of Change Agents Worldwide.  

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Leadership isn't an individual act; it's an ensemble performance

Leadership isn't an individual act; it's an ensemble performance | Leadership and Networks | Scoop.it
Leaders can only lead in participation with others being led, so why do most business schools cling to notions of individualism?

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How 21st Century Thinking Is Just Different

How 21st Century Thinking Is Just Different | Leadership and Networks | Scoop.it
How 21st Century Thinking Is Just Different by Terry Heick This content is proudly sponsored by The Institute for the Habits of Mind, promoting the…

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june holley's curator insight, February 25, 10:03 AM

Lots of information about the different kinds of thinking and action needed in the 21st century.

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Reflecting on the State of Enterprise 2.0 as an Organizational Culture Change Agent

Reflecting on the State of Enterprise 2.0 as an Organizational Culture Change Agent | Leadership and Networks | Scoop.it

Dan Pontefract's latest blog post about the state of Enterprise 2.0 - and the need for behavioural change in our organizations in the way we lead, learn and collaborate.


If we are to talk about the next generation of the enterprise — Enterprise 2.0 — then we must also discuss behaviour, culture, learning or leadership in concert with the premise of collaborative-based technologies.



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Efficienarta's curator insight, February 19, 3:19 AM

The Chris Heuer quote in this blog particular resonated with me 

 

“connect with each other and figure out how to re-imagine our broken corporations and set about trying to fix them.”


In my experience this necessitates involving the people much more in the development and application of strategy and processes as well as the technology.

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Good Leaders Never Stop Learning

Good Leaders Never Stop Learning | Leadership and Networks | Scoop.it

Based on the book, Good Leaders Learn, Ivey Professor Gerard Seijts divulges key leadership lessons from some of today's most notable managers.



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Efficienarta's curator insight, February 14, 5:09 AM

I do further and suggest that good leaders have teachable points of view and the first of these is that teaching and learning are core values of successful enterprises.

Rim Riahi's curator insight, February 19, 11:07 PM

Have managers lost the ability to listen? Professor Jim Heskett reviews recent research that suggests we don't even listen to ourselves anymore. What do YOU think?

Jerry Busone's curator insight, February 24, 10:38 AM

Love the 10 clear pathways to leading...

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Learning and Emergent Leadership at Google | Harold Jarche

Learning and Emergent Leadership at Google | Harold Jarche | Leadership and Networks | Scoop.it

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june holley's curator insight, March 19, 11:00 PM

..you have to be willing to relinquish power."

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Collaborative Resilience: Moving Through Crisis to Opportunity: Bruce Evan Goldstein: 9780262516457: Amazon.com: Books

Collaborative Resilience: Moving Through Crisis to Opportunity

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Collaborative Resilience: Moving Through Crisis to Opportunity [Bruce Evan Goldstein] on Amazon.com. *FREE* shipping on qualifying offers. Crisis--whether natural disaster, technological failure, economic collapse, or shocking acts of violence--can offer opportunities for collaboration

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Leadership Learning Community's insight:

Excellent information about network leadership and collaboration. 

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june holley's curator insight, February 21, 8:53 AM

Lots of excellent material in here. Esp in intro and conclusion

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Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community

Understanding the Future of Work: 8 Traits of Collaborative Leadership ... - Business 2 Community | Leadership and Networks | Scoop.it

With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?

 


Via jean lievens, Kevin Jones, june holley, Liz Rykert
Leadership Learning Community's insight:

Nice chart!

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Rikke Bräuner's curator insight, December 6, 2013 5:31 AM

Easy to illustrate, more difficult to live. Start with yourself and support diverse team members in collaborating, sharing info, believing in own ideas and come forward with them, participate and feel responsible in brainstorming and taking on team responsibility and be willing to change how they work. Discuss with your teams how they individually can come forward in these areas in their own individual way.

Monica Ambrosini's curator insight, December 6, 2013 1:13 PM

Despite a bit too simple it's a concise and effective snapshot..

Ivon Prefontaine's curator insight, February 19, 1:14 PM

Effective collaboration is about handling the tension that emerges from integrating personal and collective. It is about positive uses of power and its flow through the collective and each person.