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"If knowledge is power, what is connected knowledge?"
"All individuals, communities, systems, and other business assets are massively interconnected in an evolving economic web. . . . We must manage connected assets, not unconnected individuals."
" . . . some basic principles at work in the complex adaptive systems we call our organizations. 'There is a central difference between the old and new economies:
the old industrial economy was driven by economies of scale;
the new information economy is driven by the economics of networks...'"
" . . . how to provide the 'missing links' that change a poor economic network into a better conduit for information, influence, and knowledge."
Improving Individual Effectiveness
" . . . effective general managers spend more than 80% of their time interacting with others. . . . the importance of conversations and relationships in managerial work."
"Project managers with better personal networks were more productive -- they were better able to coordinate tasks and find the knowledge necessary to accomplish the goals of the project."
Improving Team Effectiveness
"Those teams that could easily reach other teams and access the knowledge they needed were more successful than teams with poor network connections. Both [researchers] found that the ability to reach a diverse set of others in the network through very few links was the key to success."
"A sparse radial network in which your direct ties are connected to others that you are not connected to, has been shown . . . to provide many benefits and opportunities."
"Complex tacit knowledge knowledge requires direct interaction and sharing of experiences between two or more individuals. . . . tacit knowledge is shared and learned via trusted social networks."
Improving Information Flow
"Clusters of concentrated connections . . . In such a network it is easy to access those in your cluster but not those in other clusters. This often results in distant clusters not knowing what information and knowledge is available elsewhere in the organization."
"Why not use the power of the network itself to create a solution? Improve the organizational network and then use technology to help people communicate across wide spans of the human network."
"Common wisdom in networks is "the more connections, the better." This is not always true. What is always true is "the better connections, the better." Better connections are those that provide you access to nodes that you currently do not have access to. . . . connected to others who are well connected."
"In human networks, the fewer the steps in the path the quicker the information arrives and the less distorted it is."
Leading Edge Management
"Vancho has summarized these concepts of managing connected organizations using Einstein's famous formula:
E = MC2
- M is the Mastery of each individual (human capital)
- C are the Connections that join the individuals into a community (social capital)
- C is the Communication that flows through those Connections
- E is the resulting Effectiveness of the team or organization
The effectiveness of a team or organization is based on personal know-how (mastery), enhanced by communications(feedback and new knowledge) from both direct and indirect connections (diverse networked resources). . . . connected knowledge is pure energy!"
"How can managers improve the connectivity within their organization? Here are a few places to get started:
- Design computer systems that facilitate conversations and sharing of knowledge -- think communication, not storage/retrieval.
- It is no longer sufficient to just hire the best. You must hire and wire! Start new networks, help employees and teams connect --connect the unconnected!"
"We can adapt the old campaign slogan to reflect a new network economy reality -- "It's the connections, stupid!"
12:47:26 PM Google It! 
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