As we head into our third week of our Exploring PLNs online seminar, we continue to define and redefine PLNs for ourselves–and for our mothers, CEOs, principals, or another significant person who might be interested in understanding what they are. Within our Google+ Community, our Twitter Chats, and participant blogs, we’ve debated whether and how to put boundaries around the concept of PLNs. This discussion will continue into the next week when we layer on this consideration: What would it look like for an organization to somehow “adopt” PLNs (or some aspect of them) as part of its innovation, learning or knowledge sharing strategy? Would this be a good idea, or a bad idea? Would it even be possible given the barriers that we likely would encounter?
To facilitate a debate about these questions, we believe it will be helpful for us to first think about how an organizational “implementation of PLNs” (not something we’ve yet seen or heard of happening) might be similar to other types of learning and development initiatives that have been used by organizations. For example, one can imagine such an intervention being similar to implementing an Enterprise 2.0/social technology platform within an organization, or an organizational redesign to facilitate sharing across networks, or introducing communities of practice, or rolling out formal mentoring or an individual development planning process. There may be others that come to your mind, so feel free to share them. What do we know about these types of organizational interventions that might shed some light onto our questions about PLNs? There also are likely to be unique challenges that organizations would face in trying to “leverage” PLNs, so much so that we may decide that it would be a really bad idea to even consider it! This will be the topic of conversation this week. Are you up for it?
- Video broadcast/virtual classroom session at 8 pm Central Time (Chicago) on Tuesday, Oct. 22. Note that we will continue to use an Adobe Connect meeting room (rather than a Google Hangout on Air) for this session. See the Event notification in the Google+ Community for the link and instructions.
- #xplrpln Twitter Chats at 8 pm Central Time (Chicago) on Wednesday, Oct. 23 and 1 pm Central Time (Chicago) on Thursday.
This week we have a few items that we ask everyone to read as well as other optional items that you may wish to explore depending on your work context. Our initial readings focus on learning from the organizational change lessons of “Enterprise 2.0” and implementing social collaboration software in enterprises with the goal of inspiring beneficial sharing and networking.
As we noted, however, you can look at how an organizational “implementation of PLNs” might be similar to many other types of learning and development initiatives that have been used by organizations. So look for more optional readings to be shared during the week in our Google+ Community – both from us and from you. Wrapping our brains around the change challenges here is a big task; the more resources we can share from experienced/expert points-of-view, the better.
Readings for the week:
The first two readings come from thought leaders who are immersed in the implementation and use of social, collaboration technology within organizations. These posts share insights into the dark side of social networks and sharing within organizations – power, politics, culture and old routines do not magically disappear in the face of some apparently beneficial innovation. In both of these readings, remember that the authors are in fact evangelists for sharing and social collaboration.
The Wall Street Journal article highlights the typical challenges and guidance commonly provided to organizations thinking about using social collaboration technology within their enterprises.
- There can be no resilience without transformation – Luis Suarez.
- Intranet strategy: Understanding the impacts of networks, power and politics – Gordon Ross. [Note: A good option is to watch the first 10:30 of the embedded video. This sets the context and the challenge Ross is addressing in a very clear fashion.]
An April 24, 2011 Wall Street Journal article, Tapping Into Social Media Smarts
The following readings provide additional depth on social networks and information sharing in organizational settings.
- Uzzi, Brian and Shannon Dunlap. “How To Build a Better Network,” Harvard Business Review, December 2005, Vol. 83 Issue 12, p53-60. For link to article see Brian Uzzi’s research page (You will need to scroll down to find the reference to this article – but there are several other papers/articles that may be of interest).
- Hatala, J.-P., & George Lutta, J. (2009). Managing information sharing within an organizational setting: A social network perspective. [.pdf downboad] Performance Improvement Quarterly, 21(4), 5–33. doi:10.1002/piq.20036
- [Note: This article may not be available openly to all] Creating Employee Networks That Deliver Open Innovation. MIT Sloan Management Review. Retrieved October 18, 2013, from http://sloanreview.mit.edu/article/creating-employee-networks-that-deliver-open-innovation/
- Complete the readings from Suarez, Ross and the Wall Street Journal.
- Share other PLN readings or resources you discover by posting them in the “PLN Resources” category of our Google+ Community.
- Attend the live virtual session on Tuesday at 8 pm Central Time (U.S.) and the Twitter chats on Wednesday at 8 pm Central Time (U.S.) or Thursday at 1 pm Central Time (U.S.)
- Write a blog post on your own blog, and/or post your reflections on this week’s topic in the “Barriers to PLNs in Orgs” category of our Google+ Community.
- Comment on someone else’s blog post or Google+ Community posting.
By definition, PLNs are personal. As we think about potential practical issues for organizations, let us not forget that an individual’s work to define, create, and maintain a PLN also is similar to an individual’s investment in developing knowledge, skills and abilities. While employers may wish for their employees to openly document and share all they know for the benefit of the organization, including who their key connections are, a PLN is something of value that employees may want to think twice about relinquishing to employers. Consider this example described in a blog post by Prof. Terri Griffith [see Work as a Service–Is there a People Cloud?]. As organizations attempt to create new, nimble ways to structure work and “knowledge workers” adapt to these and other shifts in the global marketplace, can PLNs become a way for employees to maintain their value and secure working conditions that are consistent with their contributions to their organizations?
Our plan is to dedicate Week 4 to reflecting on what we have learned and applying those ideas to the problem scenario we’re using to facilitate our learning. Next week we will discuss tools we can use to create an “artifact” for sharing our understanding of PLNs. We also will encourage participants to form groups to work together on creating this artifact, allowing for more connecting and sharing if that is your goal.