How work really gets done
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The document discusses the importance of tacit interactions and collaborations in achieving competitive advantage, referencing multiple works and perspectives, including those of Dan Pink and Etienne Wenger. It emphasizes enhancing social networks and noticing patterns in community and teamwork to solve complex problems. The content blends insights from various sources to highlight the evolving nature of work and innovation.
How work really gets done
- 1. How work really gets done by Shawn Callahan
- 2. “ Our YahooGroups site has gone!”
- 3. More jobs require tacit interaction Beardsley, Scott C., Bradford C. Johnson, and James M. Manyika. 2006. Competitive advantage from better interactions. The McKinsey Quarterly (2):53-63.
- 4. Performance is increasingly more unpredictable Beardsley, et. al (2006)
- 5. Abundance Asia Automation Pink, Daniel. 2005. A Whole New Mind . Sydney: Allen & Unwin.
- 6. Thanks to Les Posen for this slide
- 7. “ I haven't got the intellectual capacity or the time or energy to actually manufacture all these pieces of jigsaw, but I know where I can find them. I go and I see amazing science being done, I think, ‘Whoa, can we work together? Because that is one of the pieces of the jigsaw, I can see that it will fit and I can see I can help you with maybe a little bit of yours but you can help me with mine.’” Fiona Wood , Scientist and 2 005 Australian of the Year ABC Talking Heads http://www.abc.net.au/talkingheads/txt/s1711934.htm
- 8. Team Community Network C o l l a b o r a t i o n
- 11. Changing social networks through Open Space
- 12. Awareness of Passion networks before meeting
- 13. Awareness of Passion networks after meeting
- 14. Preparing people to see a social network
- 15. People who help you solve difficult problems by site
- 16. Innovation consistently making small improvements
- 19. > Design > Symphony > Empathy > Play > Story > Meaning > Relationships Pink, Daniel. 2005. A Whole New Mind . Sydney: Allen & Unwin.
- 20. Wenger, Etienne. 2005. Communities of Practice. In Knowledge Management Australia . Sydney.
- 21. I am a …
- 23. Thanks to Bob Sutton for crow picture
Editor's Notes
- #2: In 2001 I worked for IBM in a small research centre called the Cynefin Centre for Organisational Complexity. One of the things we had developed was ways to collect and make sense of the stories people tell in the workplace. At this time IBM Europe was conducting a fairly traditional mission, vision, values exercise and to test our method we collected stories from staff that revealed the values in action. The two values that emerged were: Don’t buck the system, and Be true to your networks As we all know much of our work gets done via our informal networks rather than through formal channels. Even the formal channels are lubricated with social capital. The problem for managers is that these connections are difficult to see and therefore difficult to improve. As work gets more complex and things speed up this move to the informal is getting stronger. The problem for leaders attempting to improve the way works gets done is that these informal channels are largely invisible.