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Detailing the Coherent Organization

Clark Quinn

I had, as Harold’s original model provided the basis for, separate groups for Work Teams, Communities of Practice, and Social Networks. As a start, I wanted to go back and look at these elements and see if I could be more systematic about it. Within each were separate elements.

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Coherent Implications

Clark Quinn

There are three layers: work teams composed of members from different communities of practice, that are connected outward to broader social networks. At the work team level, you want people to be able to communicate with one another effectively, and collaborate to find answers.

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Aligning coherency

Clark Quinn

For one, those work teams can be at any level. There will be work teams at the level that the work gets done, but there’ll also be work teams at the management and even executive levels. Similarly, there are communities of practice at all these levels as well.

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What does change(d) look like?

Clark Quinn

Employees would be tightly coupled to their work teams, and more loosely coupled to their communities of practice. Teams would be diverse and flexible, and group work would be the norm. Resources would be sometimes created, sometimes crowd-sourced within (or without) the organization, and sometimes curated.

Change 173
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Starting a revolution?

Clark Quinn

In thinking a bit about the Future of Work, one of the issues is where to start. If we take the implications of the Coherent Organization to heart, we realize that the components include the work teams, the communities of practice (increasingly I think of it as a community of improvement ), and the broader network.

Community 100
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Symbiosis

Clark Quinn

What that means is that we have to be providing tools for people to communicate, collaborate, create representations, access and analyze data, and more. We need to support ways for people to draw upon and contribute to their communities of practice from their work teams.

Cognitive 100
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Role of L&D in the 21C Workplace

ID Reflections

The impact of technology, globalization, ubiquitous connectivity, remote work and distributed work teams, and economy of individuals to name a few drivers have changed the face of workplace learning and performance dramatically. Refer to Ross Dawson’s The Future of Work for a detailed overview.

Roles 167