Posts By: Jon

The question of “designing flows” is pertinent today because the reality of living and working in a networked world is catching up with us. This new reality is catching up with us because being connected and increasingly dependent upon flows of useful information is having a rapidly growing (and deepening) impact upon the way(s) we… Read more »

(This essay has benefitted greatly from criticism and input from Thierry de Baillon, CV Harquail, Dominique Turcq, Steve Seager, Johnnie Moore, Kevin Barron, Dave Pollard, John Kellden and various discussions with other thoughtful friends). . ‘Networks make organizational culture and politics explicit’ – Michael Schrage . As our networked world evolves, prescriptive models with comprehensive… Read more »

For many years, Bill Jensen of Simplerwork.com has been studying and advising on how to cut through the built-up clutter and confusion in the workplace in order to get to the simple and effective beliefs and practices that brings peoples’ work lives to life. I first came across his work in 2003 via the book “Work… Read more »

Making Wirearchy operable is hard work. Hierarchy in an organisational context is represented by clear lines and boxes showing who reports to how, with job titles that say clearly what someone is responsible for.  For most people this is much easier to see, decode and understand.  But it doesn’t respond very well to constantly-changing information-saturated… Read more »

Jon Husband is an old friend, clinic and I have been planning to involve him in Socialogy since I started the project, but the timing hadn’t worked out until now. About Jon Jon describes himself in this way: I am a coach, consultant, writer and public speaker regarding the structure and dynamics of organizations and… Read more »

For the past few years there have been increasingly numerous and strident calls for fundamental make-overs of both management and leadership. One of the most recent that has high visibility (Forbes Magazine) is Steve Denning’s «Why Most Of What We Know About Management Is Just Plain, Flat, Dead Wrong“. People everywhere are clicking into the fact… Read more »

Le Web a fait irruption dans la conscience collective dans le milieu des années 1990. Depuis, nous avons tous cliqué et lié nos façons de penser à travers le boom du “dot-com” : ce fut les premiers jours de ce que l’on a appelé le Web 2.0 (des sites Web et des espaces interactifs). Maintenant nous… Read more »

Manual Lima brought to you by the RSA, examining and / or explaining many of the implications of humans living in interconnected networks. This stuff just isn’t going away.    

I am using the term ‘framework’ loosely. I think no one really knows what the massive gradual transition to social computing and collaboration as core work activities means in practical terms for today’s (and tomorrow’s) human resources professionals and the people management processes and practices they design, search implement, decease coach and manage. I say… Read more »

1. Customers, employees and other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has   This fact has large implications for any organization. It means that you can’t hide – anywhere. Michael Schrage of MIT puts it very succinctly: “Networks make organizational culture and politics explicit”… Read more »