Interactive competence and flash communities
All of us have at some point in our lives experienced performance appraisals where we as individuals were evaluated. This approach to judgment was the same in school and at work: individuals separated from other individuals.
As a result of recent developments in psychology and sociology, we are now leaving behind the preoccupation with the autonomous individual and beginning to appreciate the importance of relational processes and interdependence. The way we perceive organizations is changing accordingly. Rather than an organization being though of as an imposed structure of separate, autonomous functions, today’s organization arises from the interactions of individuals who need to come together. An organization is a continuous process of organizing.
This shift in the way we see organizations changes the way we perceive competitive advantages. The new competitive edge comes from openness and interactive capacity: the ability to participate and connect, as and when needed.
Similarly produced products with the same product features are used by different customers in different ways. Just because a product is a commodity doesn’t mean that customers can’t be diverse in their needs and the way they use the product.
Companies used to have no mechanisms for connecting with the end users in order to understand and influence this. Social media and mobile technologies are now changing this.
Organizations are creative, responsive processes of communication. All creative, responsive processes have the capacity to constantly self-organize and re-organize. Change is not a problem or anomaly. Solutions are always temporary and contextual.
In this view, it is information that is the energy of organizing. Or, as Gregory Bateson wrote, “information is a difference, which makes a difference”. When we see information as a power plant that has the ability to organize and change the organization, we realize the power of openness. When information is transparent to everybody, people can organize effectively around changes and differences, around customers, products and new technologies.
When information is transparent, different people see different things and new interdependencies are created, thus changing the organization. The easier the access that people have to one another and to (different) information is, the more possibilities there are. What we have still not understood is that people need to have access to information streams that no one could predict they would want to know about. Even they themselves did not know they needed it – before they needed it. Thus information architectures can never be fully planned in advance.
No one person or function can meet today’s challenges alone. We need a community of people who willingly participate and provide their insights to address increasingly interdependent issues. Collaboration is necessary because one person no longer has the answer. Answers reside in the interaction, between all of us.
Therefore the challenges of today are engagement and reducing the transaction costs of participation. Widening the circle of involvement means expanding who gets to participate, comment and contribute. It is about inviting and including relevant, new and different voices.
The unfortunate misunderstanding is that engaging people requires managers to let go. As managers contemplate widening the circle of involvement they sometimes believe that it means to have less ability to provide input based on their knowledge and experience. Paradoxically, engaging more people requires more from managers than the current management paradigm.
Instead of being responsible for identifying both the problem and the solution, they are now responsible for identifying the problem and identifying the other people whose voices need to be heard. Who else needs to be here? How do I invite people who do not report to me? How do I invite customers and other people from outside our organization?
Success today is increasingly the result of skilful management of participation: who is included and who is not. Who is needlessly excluded from the information streams and the subsequent interaction?
A common misunderstanding is that productivity will suffer if larger numbers of people are involved. The new social platforms and interaction technologies have dramatically reduced the cost of communication and participation. Temporary, flash communities can be formed to solve a problem or to tackle an opportunity more easily, more cheaply and faster than ever before – if there is openness and people are invited and if people want to engage. It is about distributing the intellectual tasks at hand and integrating the contributions of many resulting in creative learning.
Creative learning is the new productivity. In creative, interactive work, productivity cannot be measured in quantitative terms or as a difference between input and output, but as the speed and quality of learning.
The management task is not to understand people better, but to understand better what happens, and can happen between people. Our world is co-created in relations.