Bridges To Knowledge: A Blog by Barry Camson

The Polysemous Organization

The organization or political jurisdiction of the Newtonian age and the following Industrial Age was one in which all could be reduced to a singularity.

The Newtonian world-view held that it is possible to arrive at a perfect, objective representation of the world outside us which in turn allows us to accurately predict all phenomena. In this mechanistic paradigm, one could attain simplicity, coherence and completeness. The Newtonian approach had a great influence on the scientific and organizational world for most of the next three hundred years. In this world, one finds predominant the idea of one meaning, one fixed structure of governance, one defined process and one person doing the governing.

It is shocking then to realize that Shakespeare who was writing a century before Newton does not at all subscribe to this singular view of reality. In creating a world where multiple, potential meanings abound, Shakespeare provides a guiding path to our own future.

Building A Networked Shared Society

Being in a network opens up the possibility of living with a number of different perspectives, world views, mental models - essentially a number of differing realities. At the same time, being in a network also carries with it the possibility of creating shared space among these many differing realities. The issue in a network is determining what exactly is shared and how much is shared.

Managing The Polarities Of Contact In A Network

Longer-term sustainability in a network is supported by managing the polarities of contact in the network. Specifically, I am focusing on the polarities of contracting and expansion. Each represents a different focus that needs to coexist in a larger network for that network to be ultimately effective and sustainable. I view these as akin to breathing which requires both a contracting and expansion phase.

Value Propositions In Networks

We are learning that networks as a means of conducting business or creating social change cannot be treated like our traditional "bricks and mortar" organizations. This is true for both networks made up of individuals and those composed of member organizations. It is important to understand how networks differ from traditional organizations. This, in turn, leads us to changing the way we respond to networks in our efforts to help develop and improve them. Thinking of networks in terms of their value propositions can be very helpful in working effectively with networks.

Emergence and Serendipity in Networks

What is the role of emergence and serendipity in networks? More significantly, what is the role of both of these with regard to innovation in networks?

I define serendipity as those synchronous moments when different trend lines converge in an unexpected manner that lead to innovation. My view may not conform to the official definition of serendipity which is "an aptitude for making desirable discoveries by accident." An example might be the discovery of penicillin. I am more inclined toward the idea that we put in place conditions that lead to the emergence of innovations which we can then call serendipity.

Whither The Value Chain - Does It Have A Role In Our Future?

Over the last two decades we have seen a growing sophistication in discussing and using the concept of a value chain. In my own experience, this has consisted of the use of more well-developed approaches for understanding and redesigning linear processes especially the use of socio-tehcnical systems design (STS). We practitioners then experimented with non-linear design recognizing the increasing role of knowledge work. Others worked to perfect the value chain concept talking about what to do with the white spaces in between steps and extending the value chain on a global basis. Throughout all of this, the underlying assumption was that of the almost inviolate value chain even as we saw it as being less and less linear.

The challenge I believe we are facing now is what role does the value chain have in a network of providers. Can you have a value proposition without having a value chain? If so, then how is value produced? How do you account for the transformation of goods and services from raw materials to finished output? Does a value chain provide more room for maneuver than a supply chain?

"What's In A Name?" W. Shakespeare

For the last year, I have been endeavoring to identify the elements of a network, specifically an inter-organizational network. These are the components that networks often have that when pursued lead to important information about a network.

Leadership And Behavior In An Inter-Organizational Network

I have been thinking about leadership in an inter-organizational network. Specifically, I have been thinking about the valued role a leader can play in fostering engagement and in maintaining the boundaries in which engagement can occur. I like to call this "holding the container." Related to this is the role that the member of a network can play both in their role as a potential distributed leader as well as a person who collaborates with others.

Is This A Network?

"Is this a network?" is a question that I find myself continually asking as I encounter each unique grouping of organizations that are linked together in different ways. Naturally, what one concludes in answer to this question depends on what one's definition of a network is. I have reviewed the literature and reflected on my own experience and here is how I would define an inter-organizational network.

Network Governance Is A Fascinating Thing

Governance of an inter-organizational network is a fascinating thing. Effective governance quickly brings one in touch with an inherent tension. Networks in order to reach the full potential of the network form as opposed to more traditional forms need to be open to emergence. Emergence is an entire subject in itself, but for me it means that the various elements of the network are able to configure themselves to address the challenges faced by the network - internally and externally. Such an emergent enterprise depends on a congruent set of norms and practices of collaboration and of distributed leadership.

At the same time, my research into networks has identified the valuable role played by central leadership and facilitation. In effect, central leadership and facilitation help to create and hold the container where emergence can play out.