Tag Archives: social capital

Innovation as knowing, experience and action?

These are some very rough initial thoughts that I hope to develop over a couple of posts.

Building on an earlier post on learning, creativity & innovation summarising

that (a) innovation occurs through learning and (b) learning is a social/ collaborative process (and so innovation is also a collaborative process)

it is clear that innovation is about people involved in interactions with an emphasis on action. It is only through doing things together that tacit knowledge can be exchanged. This is not about converting tacit knowledge into explicit knowledge which is probably a bit a of a myth. Rather this is about social interaction for co-creation of knowledge by doing together – so we can’t just be talking about imitation. So innovation is about novelty, co-creating new knowledge within existing interactions or through new and novel connections. As Ekvall noted, there is value in openess, trust, playfulness and humour in work. So the highly intangible assets of an organisation such as its culture are critical here, pointing to how innovation links HR practices and knowledge management. So innovation practices are intensely practical and organisation specific and wide – innovation cannot be concentrated in the R&D unit, new product development functions or a skunkworks

HR as sociability

Interesting post here from Jon Ingham on the CIPD conference in terms of a key value-adding activity of HR is in developing social capital – people interacting, talking, collaborating.

learning environments and networks

A great post from Stephen Downes here on personal learning environments [PLEs] and reflecting on the experience of running the connectivism course. I was taken with the argument that the value PLEs is greatly enhanced by extending social networks – a similar argument to the one made here by Malinka Ivanova.

The paper reminded me of a quote – can’t remember who made it or when [which is a bit useless I know] – along the lines of: “we learn but I just get to know things”.

Learning Circuits – big question

Interesting Big Question! on getting help/ answers on-line. The question builds on the Work Literacy course – web 2.0 for learning – where I’ve been lurking rather than participating. I feel a little guilty about it as I’ve got more out of it than I’ve put in (obviously). My main excuse for not participating has been finding the time to make a valuable input. However, as a result of the course I’ve decided (a) I need to allocate more time to (net)working on-line and to schedule time for it and (b) reduce the number of feeds I subscribe to. Maybe the two are related?

I’m afraid my preferences in asking for help, advice etc. is still off-line but I know the on-line world provides a lot of value – potentially… what impressed me about the web 2.0 for learning course was seeing a community in action and the potential of participating in that community for learning and development.

its a wiggly world!

A good post here on the “messy and chaotic” actual world of real organisational life. The emphasis on personal networks that work across and between the formal organisation structures – people both subvert the formal organisation while simultaneously ensuring that the organisation functions (or achieves a lot more than just functioning). The emphasis on management as trying to control this is historically correct and has generated a lot of benefits in the past. But … we’re increasingly seeing, in companies like Google and Gore that real and massive value is generated in this chaos (may be through the social capital o organisational learning). As is expressed elsewhere in his blog, the long reach for managerial control destroys the potential of this chaos (and this is also well expressed by Gary Hamel)