Many of the conversations i have in organisations are around engagement, around innovation, around culture. The focus is generally how we generate momentum, generate change. It’s easy to focus on the symptoms, without diagnosing the issue: technology may bring us together, but it does not make a coherent community. Strong leadership may give direction, but it doesn’t necessarily earn trust. Underneath everything is a dynamic of ownership and power: who controls whom? Less about how engagement is desired: more about how it is earned.
With the widespread experimentation in socially collaborative modes of working, where we engage community to help us succeed, we will increasingly have to consider the question of ‘who owns the conversation’.
Time and conversations are different things: my time you can buy in hours, but conversations flow. As we move outside the formal, we cannot assume that models of ownership…
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