Thursday, November 6, 2014

Week's Learning #3: Hyperlinks, Serendipity, Learning

I have been collating interesting tweets and bits of learning from my Twitter feed. I aim to be more regular but somehow the postings have been erratic thus far. Here are some snippets I found especially interesting this week. 

From Hopscotch by Richard Martin:

The hyperlink. It is the bridge that builds connections. The symbol of choice and decision making. The glue that binds networks of information. The hyperlink represents a path that connects a breadcrumb trail of clues. It invites investigation and detection. As with Dr Who or Bill and Ted, the hyperlink enables us to travel through space and time. Or, like Sherlock Holmes, to skip and jump through the mind palace of accumulated memories and knowledge.
He goes on to write about the subversive and fluid nature of hyperlinks comparing it to a metaphoric game of hopscotch. This aptly describes the disruptive and non-linear nature of hyperlinks. And this is how the web works. 

From Knowledge, Trust, Credibility and a Focus on Results by @jonhusband

Basically, in an interconnected and hyperlinked world (henceforth the new conditions in which we live in much, but not all, of the world) the incessant flows of information increasingly define key aspects of what we do and how we live.  These flows of information are occurring in a public space, and are beginning to be a key ingredient of communal, societal (and perhaps global) opinion and cultures.  
From  Serendipity, discretionary energy, and the Harlem Renaissance
These days, we’re bombarded with stories about purpose, intent, planning, and goal-setting. The economy is or isn’t going according to plan, the military is developing a new strategy, the new CEO will head in a different direction to revive a struggling company. And yet, no matter how much plans and strategies accomplish—and it’s a ton—they cannot command individuals to commit their discretionary energy to a project, and they can’t produce serendipity at a moment’s notice.
Most organizations fail to tap into the discretionary energy of their employees. "The discretionary energy and enthusiasms of your workforce can lead to serendipitous breakthroughs, thus producing the resilience and adaptability that organizations most need today."

From @gapingvoid 

The problem is purely philosophical. Social is part technology but it is what social unlocks and also empowers that is truly transformative. It’s a great equalizer. Social flattens markets and connects people to other people. As we become more connected we become more informed. With information comes power and empowerment. And with empowerment, consumers become more demanding.

Serendipity and Learning are two of my favourite words. I am a firm believer in serendipity. 

No comments:

Post a Comment

Thank you for visiting my blog and for taking the time to post your thoughts.

Organizations as Communities — Part 2

Yesterday, in a Twitter conversation with Rachel Happe regarding the need for organizations to function as communities, I wrote the follow...