better connectivity within organisations
From an interesting paper entitled “Managing the connected organisation” on http://www.orgnet.com/MCO.html
How can managers improve the connectivity within their organization? Here are a few places to get started:
• Look beyond the individual -- uncover their interconnections and multiple group memberships.
• Know the difference between tacit and explicit knowledge and how it is shared and transferred.
• Reward people for directly sharing their know-how, for including others in their knowledge-sharing networks.
• Design computer systems that facilitate conversations and sharing of knowledge -- think communication, not storage/retrieval.
• Help women and people of color connect to key knowledge flows and communities in the organization. This may help eliminate the glass ceiling.
• Recruit new hires through the networks of current employees -- they will be happier, adjust quicker, and stay longer.
• When transferring employees keep in mind their connections. Exchanging employees with a diverse network of ties can create shortcuts between departments or teams and greatly improve the overall information flow.
• Ensure better coordination of behavior between departments or projects by adding crosscuts to minimize the path length of their information exchange networks. To reduce delays you want some redundancy in the paths -- if one is blocked then alternative communication paths are available.
• For the HR department it is no longer sufficient to just 'hire the best'. You must hire and wire! Start new networks, help employees and teams connect --connect the unconnected!
What is connected knowledge? A competitive advantage! Your competition may duplicate the nodes in your organization, but not the pattern of connections that have emerged through sense-making, feedback and learning within your business network. And if you get Vancho's take on Einstein's formula correct, then connected knowledge is pure energy!
How can managers improve the connectivity within their organization? Here are a few places to get started:
• Look beyond the individual -- uncover their interconnections and multiple group memberships.
• Know the difference between tacit and explicit knowledge and how it is shared and transferred.
• Reward people for directly sharing their know-how, for including others in their knowledge-sharing networks.
• Design computer systems that facilitate conversations and sharing of knowledge -- think communication, not storage/retrieval.
• Help women and people of color connect to key knowledge flows and communities in the organization. This may help eliminate the glass ceiling.
• Recruit new hires through the networks of current employees -- they will be happier, adjust quicker, and stay longer.
• When transferring employees keep in mind their connections. Exchanging employees with a diverse network of ties can create shortcuts between departments or teams and greatly improve the overall information flow.
• Ensure better coordination of behavior between departments or projects by adding crosscuts to minimize the path length of their information exchange networks. To reduce delays you want some redundancy in the paths -- if one is blocked then alternative communication paths are available.
• For the HR department it is no longer sufficient to just 'hire the best'. You must hire and wire! Start new networks, help employees and teams connect --connect the unconnected!
What is connected knowledge? A competitive advantage! Your competition may duplicate the nodes in your organization, but not the pattern of connections that have emerged through sense-making, feedback and learning within your business network. And if you get Vancho's take on Einstein's formula correct, then connected knowledge is pure energy!
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