A network mindset - 21st century workplace practice
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Master of Science in Information and Knowledge Strategy
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A Network MindsetPractical Approaches to Everyday
Networked and Collaborative Behaviors
Catherine ShinnersMerced Group
Delivered at Columbia - April 2014
Master of Science in Information and Knowledge Strategy
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A network mindset
• Perspective on identity• Activate, expand one’s identity and contribution to
the organizational network• Social collaboration – working out loud• Apply the right tools for the context (a review of
collaboration tools)
Shutterstock/Milos Dizajn
Master of Science in Information and Knowledge Strategy
Ways we are known inside organizations
People are ‘situated’
•Job title
•Job duties•Assignments•Reporting structure
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Job title ‘grade level’ emphasis Obscured–active role, history, background, range of tacit knowledge, social capital
Corporate Directory•Jane Doe•Program Manager•3rd level down from VP of Supply Chain•Works in Los Angeles
Shutterstock/vajuariel
Emphasis on reporting-based tiesOrganizational identity
Master of Science in Information and Knowledge Strategy
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Professional networked identity
Construct, groom identity
Network connections, awareness,
growth
Mobilize network
Cultivate social,
reputational capital
• Sequential account of assigned roles
• Your story about your roles
• Education• Licensing• Samples of your work
• Role-based recommendations
• Affirmations of your posted content
• Skills endorsements
• Demonstrate quality, robustness of network
• Social-sharing• Comments, likes
• Discussion forums
• Metrics• Affiliations
• Profile views• Prompted affirmations
• Assess connection impact• Aggregated prompts via email
• Search, research• Direct engagement
• Outreach to network• Activate with purpose
• Develop new connections• Re-invigorate
Shutterstock/Milos Dizajn
Master of Science in Information and Knowledge Strategy
New social tools in organizations
Rich profiles•Assigned role – job position•Photo (important in global companies)
•Claimed role - background, credentials•Social role– member of communities, answers questions, reflects and writes (blog), shares quick insights (microblogs) expertise based on experience (tags), exposes work products
•Activities (posts, comments)•Social feedback (comments, likes)
•Personal interests•Links to external assets (LinkedIn profile, Twitter presence, blogs, websites)
•Develop connections to other employees (follow)
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…and yet many people leave their profile on ‘mute’
Master of Science in Information and Knowledge Strategy
Expertise need
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Director of Corporate Social Responsibility
Director of Governmental Affairs
Prepares annual public CSR report
Preparing vice president to accompany governor of state on international trade mission
They both need to know about sustainability, labor and environmental practice in the company supply chain
Master of Science in Information and Knowledge Strategy
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From org chart to network agentManages the company’s supply chain sustainability processes•As she works in a complex, rapidly evolving domain, she updates her profile quarterly, describing the focus of work
• blogs about key business challenges in supply chain sustainability, discusses where best practice and policy is headed with respect to suppliers
• posts information about industry consortiums that she participates in
• shares video recordings and presentation files from industry speaking engagements
• tags her content, skills, expertise• links to her public facing presence – LinkedIn, Twitter
•Her activity stream is rich with commentary and observations about her many trips to Asia-based suppliers (she’s in LA due to the frequency of travel to Asia)•She’s a member of the sustainability and innovation communities of interest/knowledge networks
Meet Jane Doe
Master of Science in Information and Knowledge Strategy
profile
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Form fill exercise
• Connected, dynamic resource• Launch point for knowledge
sharing, networking• Reflects multi-dimensional
facets of roles, projects, experience
• Talent discovery
Master of Science in Information and Knowledge Strategy
Social collaboration–dynamics of ‘working out loud’
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• Robust profiles-greater context• Share updates (microblogs,
comments, social feedback• Subscribe, contribute to, leverage
discussion forums
• Visibility of work expands knowledge base, invites diversity of inputs
• Tacit knowledge more available as an artifact
• Transparently co-create content• Social feedback (comments, likes)• Connect content to work dialogue
tags, streams
• Content change awareness via streams, alerts, filters, tags
• Collective commentary
Bryce Williams, 2010Working Out Loud Dynamics – Catherine Shinners
Merced Group
Master of Science in Information and Knowledge Strategy
Collaborative WOL practice–focus on projects, complex work processes
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Spatial
Temporal
Visual
Relational
Informational
Master of Science in Information and Knowledge Strategy
Collaborative WOL practice–focus on knowledge building
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Spatial
Temporal
Visual
Relational
Informational
Master of Science in Information and Knowledge Strategy
Community of Practice/Knowledge NetworkShared knowledge, best practice, advance domain
knowledge
Community of Practice/Knowledge NetworkShared knowledge, best practice, advance domain
knowledge
Team CollaborationJoint project work
Artifact developmentCombine expertise, skills
Team CollaborationJoint project work
Artifact developmentCombine expertise, skills
Network CollaborationLearnings, engagement within ecosystem
Insight and influence
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Inside organization
Wider world
Nature of ties
Inhabit multiple collaborative contexts
Master of Science in Information and Knowledge Strategy
CATHERINE SHINNERSTHE DYNAMICS OF WORKING OUT LOUD
2014
Catherine Shinners is principal and founder of Merced Group. Her work for clients is at the nexus of organizational change and design, social and digital technology implementations, and individual work practice to help people embrace new skills to support digital and network competenciesSometimes called “Future of Work” practices, they are a set of skills that empower individuals to navigate and thrive in networks, to build capacities for continuous learning, and supports new management practices that foster social and digitally enabled structures such as communities and adaptive teams.
Catherine speaks, blogs and writes about social business and is an adjunct faculty member of Columbia University’s Information and Knowledge Strategy Master’s program. She is also a member of a learning and practitioner network of global professionals, Change Agents Worldwide. She contributed a chapter to Smarter Innovation: Using Interactive Processes to Drive Better Business Results with Change Agent colleagues. (published by the Ark Group in June 2014).
Catherine has held senior director positions in product management, marketing and business development at leading technology companies developing new products and lines of business in the enterprise software market particularly for the financial services and telecommunications industries.
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