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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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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. 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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Symbiosis

Clark Quinn

Working backwards [], we should decide what portion should be handled by the computer, and what by the person (or team), and then design the resources and then training the humans to use the resources in context to achieve the goals. Just like a tire, interaction requires friction.

Cognitive 100
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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 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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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).

Cognitive 180