Social Flow and the Paradox of Exception Handling in ACM

September 28, 2011
Compliments of Dave Gray’s photostream

There is nothing like an exception to the way things are done to highlight the need to increase knowledge sharing, especially if the exception is one instance of a pattern that results in bad experiences for customers. As Jay Cross recently noted, people learning at work rely on social, or informal learning, around 80% of the time. Interestingly, I noted in a former post, Social Learning and Exception Handling, that John Hagel and John Seeley Brown contend that “as much as two-thirds of headcount time in major enterprise functions like marketing, manufacturing and supply chain management is spent on exception handling.” It is not coincidence that the two numbers are aligned.

Social Learning and Exception Handling, discussed the organizational challenges involved in dealing with exceptions to business process and their relationship to the shared experience of people working together saying,

The most basic point to remember is that exceptions to formal business processes require efforts to design a scalable learning architecture that supports content co-creation needed to adapt to emergent challenges and manage the flow of that adaptation through an enterprise’s ecosystem. Whether judging an adaptation successful requires it to result in new formal learning content, i.e. content co-creation, or a new business process, i.e. organizational innovation, or both, remains an open question.

Informal, social learning is key to exception handling since both make up most of what people do in organizing work in enterprises. We know people face difficulty when drawing from shared experience, especially in distributed teams because fewer points of common reference exist. Leadership and management consultants often contend a common organizational culture pulls teams together, even though distributed teams frequently span national, regional, and global locations. However, the mere challenge of everyone on a team knowing who else is a member can prove daunting as enterprises grow.

One of the promises of social business is the capability to embed social networks into human relationships to organize business enterprise in a way that people can act together without centralized command and control. The discussions linking the capability involved with its organizational implications for group performance are far fewer. Dave Gray’s discussion of pods in The Connected Company is one notable effort in that direction. In my conception of it, the key challenge is one of organizing businesses for social flow.

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Don’t Gamify Wild Bill

April 26, 2011
Courtesy of eschipul photostream on flickr.

There is a lot, actually a whole lot, of buzz over the past year about the gamification of business, specifically marketing, training, customer service. The discussion too often overlooks the simple point that it is the experience with it, the playfulness of it, that makes a game. Not the scoring system, or the rewards, or anything else can make up for a game that participants (customers or employees) don’t experience as play. I’m not saying that incorporating game mechanics into relationships cannot create a motivating dynamic, at least over the short run. It certainly can.

Jesse Schell offered the point earlier this year that a game is a problem solving situation people enter into because they want to. He went on to say that if you can make a task feel like a situation people enter into because they want to then you’ve made it a game. Additionally, in her presentation “We Don’t Need No Stinkin Badges” Jane McGonical observes that gameful experience requires that participants experience the spirit of gaming rather than simply the mechanics, in other words that the rewards of playing a game people want to continue playing are intrinsic rather than extrensic.

The point of this post is to note that gamifying business to engage customers is one thing. Customers can almost always walk away from a commercial relationship if they want to, except perhaps in dealings with health insurance companies and utilities. Gamifying business to motivate employees is entirely another type of design challenge.

Using gamification to elicit patterns of action that enable employees to work together, such as knowledge sharing, easily slips into involuntary play and reinforces the type of competition that currently sustains siloed organizations. I’ll add to this point in a subsequent post on gameful collaboration where I contend gamification in social business aiming to increase collaboration must design for emergence, not just competition and cooperation, as guiding design principles for play. However, for now, let me just flesh out the point about gamifying employee relationships with an example from the construction industry and personal experience.

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