Last Build Date: Thu, 20 Oct 2016 14:48:50 +0000
Thu, 20 Oct 2016 14:48:50 +0000Hi Ramkumar, many thanks for dropping by and for the great comments! Greatly appreciated. I really like the way you have describe collaboration with this particular quote: 'A shared understanding with a common goal and a mutual benefit'. Very nice! Thanks for that! No wonder we keep seeing and reading how collaboration fails left and right and still wonder what happened. It's right there, lack of understanding and lack of sharing upon that common goal and mutual benefit. It's what I also have been saying all along about making the transition from that me, me, me mindset when we collaborate, mostly via email, into we, we, we, through the extensive use of these social software tools. It's only then when context would matter the most, but there is a road to travel first, which is what one of achieving that shared understanding, so thanks a bunch for sharing it along and for adding it into this blog entry. Way cool! (image) (image) (image)
Thu, 20 Oct 2016 12:00:48 +0000Collaboration is a kind of shared understanding between two individuals or groups. A shared understanding with a common goal and a mutual benefit. Conversations, in my opinion will definitely light up when these qualities are present. The mention of the word "Context" further added fuel to my interest in going through your content. The success of the Web 2.0's is all about the context that they add to the conversations. It is one of the most important advantage we have in using Web 2.0 technologies. Context, adds the much needed human element into the picture to get things done and how to get things done. Nice article. Best wishes.Cheers, Ramkumar
Thu, 20 Oct 2016 09:15:06 +0000Hi Christian, thanks a lot, once more, for dropping by and for sharing those insights. I don't think we are disagreeing much in terms of where we see organisations moving further along in this so-called Social Business and Digital Transformation journey, but it's the different nuances that I have enjoyed the most. In fact, in my 14 years of blogging, I think this would be pretty much within the Top 3 blog posts I have put together where the conversation has been more interesting and enlightening than the original entry itself, and I thank you for that, Christian! (image) (image) (image) (image) (image) (image) I will be looking forward to reading further along on those thoughts about crews, rules & guidelines, whenever it comes up again. Remember, this is a blog post, so there is no pressure on timelines or feeds or audiences and what not. It's just a conversation and, as such, it comes and goes. I have had numerous occasions where a blog post or two I shared across 5 or 10 years ago has come back with new insights and additional commentary, so, like I said, whenever you feel you would want to keep on adding into the conversation I shall be looking forward to it. Again, thanks ever so much for the wonderful dialogue and if you pick up the subject in your own blog, let me know as I will be very keen on reading further along. This is a topic that fascinates me big time, so quite happy to keep up with the conversation as we may see fit. Have a great one and thanks again for the stupendous conversations. Much much enjoyed altogether! (image) (image) (image)
Thu, 20 Oct 2016 07:24:03 +0000Luis Well, I think we should leave it at that. While I we have similar views on the subject, there are a few points we do not agree. In your last post, I have another view regarding crews and rules vs. guidelines. Still, I learned quite a few things during this conversation, but a reader might get bored to death. I might pick up the subject on my blog one day, but I am not sure about that.
Mon, 17 Oct 2016 14:46:00 +0000Hi Christian, thanks a lot for following up and it certainly looks like we are on that path towards putting together the book with multiple different chapters! Fun stuff! RE: […] I do not fit the mould, I know, but such is life., good on you, Christian! You are probably one of the rare exceptions that has definitely mastered JOMO vs. FOMO (Joy Of Missing Out vs. Fear Of Missing Out). I suspect we may well be in the minority, because I pretty much behave in the same way when I make use of my mobile phone or when using some of these media tools. What I think is rather interesting is that there will be a time where we may not longer be the rare exceptions, but folks who everyone else might aspire to be, because it confirms the ability to switch off when we can and want to, something that’s increasingly becoming more difficult for most people, understandably. I still think though it’s connection, as opposed to content, except that in our case our connection happens in the real world, offline, in the moment, with those around us in the physical world, giving them our full attention as they deserve it, but, still it’s connection, not content. For us, the mobile phone is no longer the intermediary. The physical connections would overrule such intermediary. There will be a day where that would apply to most people as well as they start shaking off FOMO to transition into JOMO. RE: ’On the other hand, every day people all over the world make small advancements. Step by step we build our future ’, And rightly so! That’s what matters the most, that we keep moving further along with those small, but significant advancements. Like I think I have said above already, we are all in this for the long run, not just for one or two decades, which is why 3D is taking so many decades to get it right from one iteration to the next and the next and so on and so forth. Look into email itself, as well, as an example. It was first put together in 1971, that’s over 45 years ago and here we are still having email as the de facto communication and collaboration tool within the workplace despite its many flaws. Then people tell me why it’s taken so long for ESNs to try to eat a chunk of the email kingdom and I keep telling people it takes a while to debunk a technology that’s been with us for nearly 50 years! But change, as you well know, is inevitable. It will happen no matter what. It happens no matter what, actually. Only thing we can do is delay it. And the longer we delay the more pernicious it may well be, as we have seen with the case of email, for instance, specially, in terms of the original theme from this blog post: control. Email is pretty good at helping people control others vs. freeing them or enabling them to become more open, collaborative and trustworthy. And I suspect it’s going to take us a few more years before we are finally rid of it, but, again, I am certain it will happen eventually. Just a matter of time, patience and perseverance. RE: ’Let me explain it, by my favourite subject, aviation, which somehow again fits the bill perfectly. […] the whole story is about the degree of trust and control.’, this is just PERFECT, indeed, Christian, because aviation is, indeed, quite a special industry with a unique setting that, if anything, would confirm we are both on the same boat, after all, and we may just need plenty more of that. What I mean with this is the need for organisations to have crews, like the aviation industry does. The more other industries, organisations and businesses would embrace the idea of organising themselves as crews I can tell you the world would be a much much better place! And not only for the wonderful description you have shared above about how crews really operate, but more because of what crews would entitle altogether.[...]
Mon, 17 Oct 2016 10:25:16 +0000Well, Luis, I think we should write a book. I will now just pick up a few points to comment on, otherwise the rest of this week will be lost. Content or connection? Alas in my case, and I suppose I am a minority here, it does not work like you describe it. I do admit, I do not use my iPhone 4 (yep, that old) to be aware what everybody else is doing. I do not use it to strengthen my connection to my tribe. Actually, you have way more chance to get me on the phone by land line, than by my mobile number. Sorry about that. I constantly forget where I put the darn thing. I do not take it everywhere as by far most of my friends do. I do not have the urge to check my mails or messages every five minutes (and as you might know, I do not check if I am still alive with it). If I am with friends or family or even somebody I do not know, I deliberately leave it at home or in my car, because the person I meet, will have my whole attention. And since I do not require constant entertainment by YouTube, because I use my brain to do that for me, I am pretty happy without it. What do I use it for then? Get messages that have content that helps me to master my current situation. My kids have sent me smilies and stuff when they got their first iPods, but realised pretty fast, that this does annoy me and leave me alone now. No selfies either. I do not fit the mould, I know, but such is life. Regarding Industry 4.0: I do like to admit it, that it is coming. I have no problem with that, I even embrace the change, because I see quite a bit of good in it. My point is a different one, I don't believe in the horrific scenarios that are popping up. We have the same situation every ten years or so. Every time millions of people are soon living under bridges, but a few years later it just did not happen. There a few of our weakest in society, that are left behind, but it is our responsibility as a pretty rich society, to take care of them. Let's look at just one example in manufacturing, that is right now a hype and everybody is dreaming about the possibilities: 3D printing. This started in the 80's of the last century. Thirty years in the doing and it is still considered a pioneering technology. There are several technical reasons for it, but there is one that makes 3D printing a niche technology, that is the small advantage in economics of scale. If you look at conventional casting, things are easy. Once you got a mould, you can cast hundreds of pieces and each one of them is quite a bit cheaper than the last one (it flattens out though). Not so in 3D printing. Every single piece is a prototype. That's why 3D printing used so often in rapid prototyping. Other manufacturing processes that do not require the unique features of 3D printing are just so much cheaper. There are applications where 3D printing has huge advantages over traditional manufacturing, but it is still a lot cheaper to mill a iPhone case than printing it. Sometimes even for a prototype. There are a lot of examples for hyped technologies that do not make it of the ground and were considered "disrupting" (a new word for bullshit bingo) in the press. Another example would be Graphen. Cool stuff, but very, very difficult to produce. We are nowhere towards mass production and its probable existence was published more than 60 years ago. On the other hand, every day people all over the world make small advancements. Step by step we build our future (I am inclined to call them the real quantum leaps, the, as you know, smallest possible step a particle can take). Trust or control? The more and more I think about it (while not watching my iPhone), the more I am convinced, that the question is wrong. I believe it does not work like that in real life. Let me explain it, by my favourite subject, aviation, which somehow again fits the bill perfectly. In this world, we have a whole lot of control, but at the same time [...]
Sun, 16 Oct 2016 21:20:41 +0000Hi Joseph, many thanks for dropping by and for the terrific commentary. I have just gone through your blog post on trust and control at schools and I think you pretty much nailed it on the head with this particular quote, which I like quite a bit!: 'If I trust people to act appropriately what can I do with the time I save, to help them succeed'. That quote alone confirms that both the business world and the education system are not much different at the moment, and I suppose that one of the challenges we would have in terms of making that transition happen is eventually that those who put together those tight-in controls may not necessarily much about what to do once they should decide to trust their employees or teachers. Perhaps we should design different types of enablement for either teachers and managers / leaders in order to help them prepare for what happens when they decide to trust their employees. I suspect that a good reason why that tight control is happening in most orgs. and schools is because it's the easy way out, which you pretty much confirmed it with this other brilliant quote: 'In worse case scenarios teaching becomes crowd control trying to keep students quiet and focused on the task in hand'. Bingo! That's what trust entitles in both the workplace and schools. It's about learning to let go, to tell your peers and students it's ok, and even more so, it's encouraged, you all go your own way to get work done more effectively, and if you get stuck how can I help you get unstuck? Alas, such kind of mindset is just not happening, at least, as often as it should, and that's where the problems begin and why we go back to that state of control of both people and the situation. I couldn't have agreed more with you that helping people learn to let go, to trust others to do the right thing needs to start happening at a very early age, i.e. in schools, in most cases because by nature kids already have that ability to trust their peers or to sort out potential mutual issues on their own and it's only when we grow up we seem to have lost that ability to trust others and collaborate more effectively. Instead, we seem to keep thinking control is going to save us. No, it's not. It's just taking us to where we are, i.e. not utilising to the highest potential of every single person in the room. Somehow, it reminds me of this other quote, perhaps far too representative of the current issues in both the workplace and schools: 'If you're the smartest person in the room, you're in the wrong room.' It's rather tough for some people to learn they need to either embrace or leave the room ... Thanks a lot, once again, for the great comments! Greatly appreciated!
Sun, 16 Oct 2016 10:03:32 +0000The conflict between trust and control starts when children are in school. If we are to design more collaborative trust based work we should consider how we are teaching our children to act. Here is a post of mine from on trusta couple of years back http://wp.me/s1gWAk-trust
Fri, 14 Oct 2016 10:50:49 +0000[Continues from the above comment...] RE: ’Nobody will click on the cleaning woman’s post about the flooding in the basement. Just because it is about the people who write. ’, ahhh, but we don’t know that, do we? You seem to have forgotten that we, human beings, are very curious about stuff, specially, about people and I would vouch to state that people may well respond to the cleaning woman. I think we have seen even weirder things happening in places like YouTube with YouTube stars. When designing social initiatives curiosity is an element that needs to be there, because it’s the basic element that helps start up a conversation. What happens is that, in most organisations, we just killed the curiosity, because, with it, people have a tendency to ask questions and we know that in these patriarchal orgs. asking questions, specially, tough, challenging ones is often a no-go. So people stopped being curious. We must bring that back within the firewall. It’s the initial spark of any conversation and without it we are going to struggling when putting together these change initiatives, I tell you. RE: ’In the end it is still the content that counts’, no, never. It never does. Let me share an example across. About our (ab)use of mobile phones. We keep hearing and reading how obsessed we are with those little devices we take *everywhere*, because we are glued to the content and information that we can find in there. Wrong, we are glued to the people who share that content, whether coworkers, family or friends. We want to know about them, about what they do, about what worries them, about how we can help them, not necessarily about the content they create. That’s secondary and, most of the times, redundant. Think about it next time you pick up your mobile phone. Are you using it to grab content or to find out what your peers, family and friends are doing. I suspect the latter, confirming that content is, and has always been, and will be, irrelevant. Connections and relationships is what matter. We are social, tribal beings with a need and urge to always connect and with a strong sense of belonging, not content marketers or content digesters. That’s what marketers have sold us for the last 50 years or so. We need to stop that. Just look into the sheer millions of useless content out there on the Internet. Why should we need more? We don’t. We need to slow down and focus on what we know is going to benefit us all even more so: those personal (business) relationships, what the status quo doesn’t want you to focus on, because that’s when you become incredibly more powerful through mastering the art of conversation. RE: ’Those managers I have seen talking about, don’t seem to have a clue what they are talking about.’, that’s happening for a very good reason, because, to most of them, it’s just another green check on the spreadsheet to talk about it, but never do it, nor understand it, but because no-one is up to the task to challenge in a healthy, constructive manner, the BS they have got with themselves, we just keep tolerating their ignorance on the topic, mostly due to the lack of true hands-on where they themselves can experiment. Peer pressure at those levels is massive, so the last thing they would want to do is appear as silly people who know nothing and struggle with simple technology social tools everyone else masters. It’s hard to be a manager nowadays when you have to pretend to be who you are not in order to keep up with your status, power, influence and financial bonus, for sure. Somewhere along the way, both honesty and authenticity have been left out of the equation resulting in embarrassment after embarrassment, because if they would come forward showing their vulnerabilities to their ow[...]
Fri, 14 Oct 2016 10:49:52 +0000Hi Christian, I agree with you that we may be looking into the very same things in terms of literature on the topic. There isn’t much about it just yet, so we are bound to bump into each other in terms of the stuff we read in the topic. That doesn’t necessarily mean it’s not happening, as far as I can tell. It’s just a matter of scale, and so far that’s what we seem to be missing in terms of how pervasive it can get across different organisations in the millions! RE: ’family companies lead by “Le Patron” are seen as the ideal form of leadership, compared to companies listed at the stock exchange and their short term view.’, Over here in Spain we have got similar organisations and I suppose it’s just too difficult to get rid of the patriarchal organisational structure that’s been with us for the last 3,000 years and counting. But that doesn’t necessarily mean that we shouldn’t try out other things, as you well know. In fact, there is a company over here, which is a family business already into the 16th generation, and they are one of the most successful stories around Social Business and Digital Transformation. Yes, 16 generations later they are doing it and walking the talk! So I keep wondering, if they have done it themselves, why can’t others?!?!?! Well, the patriarchal model of operating, once again, is presumed to have done things much better, but then again it’s a perception, because if you look into the levels of employee disengagement, they have done everything, but being successful with their own employees and for that matter with their customers. I don’t think that those ’patrons’, as you call them, realise that in order to influence the overall experience of the customer you need to start by influencing the overall experience of the employees and if you are pretty bad at it, like you are demonstrating it every day with those massive levels of disengaged employees perhaps you might not be the great leader you think you are. The fact they are not doing much to change the current status quo is an indication of their already rather evident poor leadership skills. RE: ’that is important for a company who wants to use more democracy, it is slow. Very, very slow. And at best you get a pretty good compromise.’, like I think I have said in another comment, change is hard, it’s incredibly slow. In fact, the massive change and transform we both envision is one that neither you, nor me, not even our own kids will be able to see realised in their lifetime. It’s those upcoming generations the ones who will be enjoying the harvest of the seeds we planted back in the day. Those generations are the ones who are going to enjoy this transformation. Not us, we are just preparing the way, I am afraid. That’s why it’s very very important that for a good harvest to come along, we make, today, the necessary investments in terms of effort, energy, good seeds and what not to ensure it succeeds in the near future. If you look into it, we have been having social software tools for over 20 years and we seem to have seen very little progress, but that’s also a matter of perceptions, because if 10 or 15 years ago people would have told you there are some organisations today running on wirearchical principles, vs. the traditional hierarchy you would say people would be crazy, yet, here we are, with a good number of examples we can use and showcase to demonstrate that change can happen. It will take time, I know, and I am fine with that. It’s not for me to enjoy the change I envision, it’s for future generations to enjoy what I am planting today. Take a look into