Networks, Complexity, and Relatedness
Inquiry and learning into social networks, organizational network analysis, and the relationships among people and systems in complex organizations and networks.

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Saturday, July 26, 2003

Tipping

Tipping, in the New York Times, bemoans the overuse of the term "tipping point," Valdis Krebs alerts SOCNET, with a question, "can betweenness be next?". Note I did blog this use of Tipping Point in conjunction with the war in April.
I think that "weak ties" will hit the top of the charts before "betweeness" does.

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Theodore Zeldin at the Tate

Saturday morning's email brought two links to Theodore Zeldin. One, a quote sent around by one of our local knowledge cafe founders:

Conversation is a meeting of minds with different memories and habits. When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought. Conversation doesn't just reshuffle the cards: it creates new cards. That's the part that interests me. That's where I find the excitement. It's like a spark that two minds create. And what I really care about is what new conversational banquets one can create from those sparks.


Second, a link to a talk that Zeldin gave at the Tate Modern in London. This one, from David Gurteen, whose knowledge cafe in London was the model on which the local Boston cafe was founded. (David posted a note on my Ryze page pointing me to the artifacts from his recent knowledge management conference.)

Theodore Zeldin's talk was a response to a photography exhibit at the Tate Modern. The first 20 minutes of this talk are all about relatedness and the future of work:

...relationships are the main activity of business and work
...Life is a search for other people... the world is about trying to find out who other people are.
...it is through interactions with other people that one learns what it is possible to be

My blog, and its title, derive from a number of sources, two of which are fundamental assertions that resonated strongly with me when I first heard them, over 10 years ago:
Work is conversation.
Speaking and listening are the only tools you have.

Timing is everything.

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Monday, July 21, 2003



People/Process/Product

Seven Survival Tips for Knowledge Managers is a good list of tips for thinking about knowledge management. (Thanks to Denham Grey, once again for a good link from CPsquare.) The gist is that it is not possible to "bottle and transfer" knowledge from one person to another: the world is just too complex, people move around too much, and most of what we know is based on the learnings we acquire from all the places we've moved around to.

What companies can do, then, is to hire specific expertise, and within the company, focus on the levers of


  • Tools and technologies
  • Methodologies and processes
  • Culture change programs

I always like seeing the old friends people, process, product morphed into a new form. This isomorphic principle is really at the heart of all models. Always look.

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connected selves

Danah Boyd has taken on (publically, in SOCNET) the task of collecting information about digital social networks (Friendster and its ilk), in connected selves. Therein many great links and tidbits about how people use these internet-assisted linkages.

Now, I'm starting on the path of thinking about the differences between transactional networks and learning networks. It may have been a conversation with Bill Snyder (researcher into social networks and social capital and really generous thinker) that I had last week, or maybe some other recent connection who used the distinction...

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Wednesday, July 16, 2003



Collabor-action

Instant messaging with a CPsquare buddy, Noel Dickover (President of Communibuild Technologies, Inc.), we reviewed his recent posting to the CPsquare community about our decision to use Webcrossing for discussions in the coordinator's practice group in CPsquare (temporarily abandoning Simplify). It's worth it, I wanted to say, to get people "into action" in the community but there was more of a sense to it, of collaboration, I thought, so I wrote "collabor-action."

Now, there's insight and at least enough thoughts for a whole article. Collaboration makes different kinds of action possible, and meaningful, and collabor-action (collaboraction?) brings to mind a structure of arms linked, moving ahead.

(Naturally, we Googled the term. Found lots of creative, artsy stuff and photos of a party in Chicago, but nothing related to communities of practice and working in networks.)

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Tuesday, July 08, 2003



The Agile Tribe

One of my first sponsors for social network analysis work, Geoff Lloyd, who is still at Nortel in the UK, introduced me yesterday to Jason Macleod, whose web site, The Agile Tribe is a shockwave treat of bouncing network nodes. The demo shows how a person builds an individual knowledge profile, and from there the various types of networks that can be drawn. The application is designed to support organizational performance. Each person creates their own ego network, including qualitative comments about the effectiveness of the individual relationships. It's definitely worth a visit.

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Sunday, July 06, 2003



Networking Services

Only two connections made through LinkedIn (that I know of). Meanwhile, others have mentioned similar sites. I put a note in my job jar to come up with a list of sites, and voila, Cynthia Typaldos blogged it yesterday! All presumably are trying to figure out how to monetize the service of connecting people in some way, but I think that there value lies currently in trying to find ways to get maps of one's network. At least Ryze these days tells you how you are linked to a person, and through whom.

Now I'll modify the job jar to make sense of the differences among these.

My question about networks is continually enlarging. "Why do people seek and join networks, what do they want from them, what types of network are emerging to meet these needs, and what are the conditions of success?" Rob Laubacher, who has joined my small band, provides experience and research into the technology side. I have to ask not only "how does technology enable these networks?" but "how is technology creating the pull to create even more networks?

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Wednesday, July 02, 2003



Google Toolbar 2.0 BETA Features

Just read about the new Google toolbar in Newsweek, so tried it out: Google Toolbar 2.0 BETA Features includes a "blog this" button! I clicked the button, and it did exactly what I needed it to do. Brought up the blogger interface, knew my blog! knew who I was! How did it do that?

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Tuesday, July 01, 2003



The Gennova Network

Gennova colleague Jan Twombly just wrote a piece about the Gennova constitution for the Rhythm of Business newsletter.

Jan and her RoB business partner Jeff Shuman are all about helping companies understand how to manage relationships to create value. The constitutional process for Gennova inspired me to create a value network about the formation of emergent networks that individuals -- outside of large companies -- join for learning as well as to develop their personal business networks. I'm leaning more toward networks whose primary mode is face-to-face, but that struggle with the maintenance of contact via technology between meetings.

The question that starts the process (what Hubert St. Onge calls "productive inquiry") is: why do people join these networks?

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