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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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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. An important element is the flow of information within the model; ensuring that there are no barriers to making effective choices.

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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. Similarly social would play a much more central role, arguably our first recourse.

Change 173
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Starting from scratch

Clark Quinn

I decided to take this on, thinking about an org that was already in operation, with it’s goals, processes, and practices, and what I might do if I were to come in and get it going (with the support of the executive team to do what I thought was right). Thus, any created job aids would be appropriately located.

Cognitive 180
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Using SharePoint

Tony Karrer

The reality is that what we did on the Work Literacy course or what I did for my Collaborative Learning Course could easily be supported by the various types of web parts within SharePoint. They focus more on information push and it's less intended to have user-contributed content.

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The Coherent Organization

Jay Cross

The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. The three of us believe that learning is work and work is learning.

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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