lean agile scotland 2013
DESCRIPTION
What is the value of Social Capital? Social Capital is an organization's ability to exceed the performance of it's competitors by creating, distributing and leveraging TRUST. This talk explores the intangible nature of knowledge work, the problems of expertise and the special importance of social capital for enabling effective knowledge work systems.TRANSCRIPT
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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