lean agile scotland 2013

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What is the Value of

Social Capital?

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Joshua (Jabe) Bloom

&CTO:

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#lascot13

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To envision the the types technology that teams may

reasonably be expected produce in 5-10 years and to prepare

those teams to envision, create, produce, and support that

technology.

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Write Down:

What Properties Does Your Ideal Software Architecture Have?

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Practice

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Model Interaction

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Your Value Stream is a Linear View of your Social Network

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Swarms

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By making embodied experience, skills & knowledge

(both tacit and explicit) available on demand; structures capable

of dynamic teaming gain significantly higher resiliency

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Pareto Team Stability

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Emergent Slack

Be Seen Reading at Work

Resilience with Benefits

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What is Social Capital?

Short Answer: An organizations ability to distribute and

leverage TRUST

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Evolution of Capital

Capital1700 1850 1950 2000

Human Capital

Intellectual Capital

Social Capital

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The human capital explanation of the

inequality... people who do better are more able

individuals;

Social capital explains how people do better because they are somehow better

connected...

-Ronald S. Burt

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Social capital can be measured by the amount of trust and “reciprocity” in a

community or between individuals

-Robert Putnam

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Social Capital is the stock of active connection among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative

action possible-Don Cohen, Laurence Prusak

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Nature of Knowledge Work

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WorkingPinCar

ArtifactsCode

HammeringCarryingThinkingCreating

Work

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Humansare Rational

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It has been said that man is a rational

animal. All my life I have been searching for evidence which could support this.

-Russell

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Work != Working != Worker

PinCar

ArtifactsCode

HammeringCarryingThinkingCreating

HUMANSBounded:

PerceptionUnderstanding

Rationality

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Knowledge can only be volunteered it cannot be conscripted.

We only know what we know when we need to know it.

Everything is fragmented

The way we know things is not the way we report we know things.

We always know more than we can say, and we will always say more than we

can write down.

-Snowden

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The act of creating value via information has a temporal nature. The optimal Methods, Tools and Individuals to create value change as information moves

from local to distributed

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The Problem ofExpertise

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Impact of Knowledge Transfer

Constrains on Human Systems

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Information, skill and knowledge are embedded in networks and relationships.

Individuals, instead of “owning” information, attract, translate

and know how to and where to access to the information that

emerges in the networks around them.

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unstable externalities

continuous disequilibrium

coevolution

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authority

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authority

REPUTATION

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assignment

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assignment

OPPORTUNITY

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The advantage created by a person’s location in a structure of relationships is known as social

capital.

...The advantage is visible when certain people, or certain groups of people, do better than equally

able peers.

-Ronald S. Burt

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n(n-1)/2n = number of people

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Structural Hole

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The Performance of OVERLY connected organizations falls

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Punctuated Equilibrium

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Broker

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Three benefits of bridging structural holes can be expected: Access to alternative opinion and

practice, early access to new opinion and practice, and an ability to move ideas between

groups where there is advantage in doing so.

-Ronald Burt

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Closure

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The value of a relationship is not defined inside the relationship; it is defined

by the social context around the relationship.

-Ronald Burt

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People strongly connected are likely to provide redundant

information.

-Ronald S. Burt

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Instead of seeing people as

the source of information, clusters are the source and people are ports of access to the information that circulates around them.

-Ronald S. Burt

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CONWAY’S LAW

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Change the patterns of participation, and you change the

organization. At the core of the 21st century company is the question of

participation. At the heart of participation is the mind and spirit

of the knowledge worker...

-John Seely Brown

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Conway’s Law

organizations which design systems... are constrained to produce designs

which are copies of the communication structures of these

organizations

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Because the design that occurs first is almost never the best possible, the prevailing system concept may need to change. Therefore, flexibility of organization is important to effective design.

-Fred Brooks

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Dynamic Teams

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Teaming is a verb. It is a dynamic activity, not a bounded, static

entity. It is largely determined by the mindset and practices of

teamwork, not by the design and structures of effective teams.

Teaming is teamwork on the fly.-Amy C. Edmondson

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It is hardly possible to overrate the value … of placing human beings in contact

with persons dissimilar to themselves, and with modes of thought and action unlike

those with which they are familiar. … Such communication has always been,

and is peculiarly in the present age, one of the primary sources of progress.

-John Stuart Mill

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Fast-moving work environments need people who know how to team, people who have the skills and the flexibility

to act in moments of potential collaboration when and where they

appear. They must have the ability to move on, ready for the next such

moments. Teaming still relies on old-fashioned teamwork skills such as

recognizing and clarifying interdependence, establishing trust, and

figuring out how to coordinate.

-Amy C. Edmondson

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David Anderson

Jim Benson

Donald Reinertsen

David Snowden

Staff of TLCRonald BurtAdam Yuret

Chris Matts

Amy C. Edmondson

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If you want truly to understand something

try to change it

-Kurt Lewin

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blog http://jabe.co

Send Anonymous Feedbackhttp://sayat.me/jabebloom

Joshua (Jabe) Bloom