The old adages: "It's not what you know Trevon Wesco Jersey , but who you know" and "High Tech, High Touch" could be the mottos of knowledge workers in the 21st Century.


Never before in the history of the world has both networking and interpersonal communication been potentially easier, broader, more wide-spread and paradoxically Chuma Edoga Jersey , more difficult.


The access to people and information in the information age is without parallel in history. The same technology which has enabled this to happen, has also reduced the time between communications from weeks to seconds.


There is simply no officially available time within which to conduct the communications on which networking and interpersonal contacts depend. The time that people used to spend thinking and crafting their communications and interacting is now at a premium. While the volume of communications has expanded exponentially so too has, what I can only refer to as 'noise'. Noise, being communications whose content is usually less than useful and in many nstances banal and not useful at all.


Most of what appears in the journals Jachai Polite Jersey , in public forums and in discussions describes new forms of work place organisation that assume solid support from the institution in which they form.


Coherent groups which used to be called "self interest" groups and are now re-badged and called "communities of interest" or "expert groups" or 'learning communities" or 'quality circles" or "virtual teams" or "communities of practice".


Groups which do receive official encouragement and institutional support are usually not only unsuccessful, but in many instances, actively resented by the participants who are often "selected" by their senior management colleagues to attend.


The resentment appears to be based on the fact that the individual has not self selected the people with whom heshe would like to communicate, this choice is made for himher by management. Generally there is:




no assessment about whether the person is the 'right person' for the discussion andor topic under discussion;


no attempt to undertake any ice breaker exercises when the groups first meet to try and ensure that there is a sufficient and necessary breakdown of the interpersonal barriers to communication; and


no attempt to realise or rationalise the differing political agendas that each individual has been sent to present to the meeting by hisher administrative supervisor.




The means by which these groups are set up and managed Quinnen Williams Jersey , presents a barrier to its success. This is generally not acknowledged by the management that keeps on setting up these groups, usually because they have read a little in the literature and skimmed the information, found a good idea and then without in depth knowledge about what they are doing, launched their next management 'fad'.


It is interesting to observe Jamal Adams Jersey , by way of contrast, that those groups that self create and self moderate and do NOT include the management layer at all within their constructs, seem to do very well and achieve a lot. There is however a downside which is a period during which the original purpose of the gathering has been achieved and the group struggles to find a new 'raison d''tre' to continue because they value the interactions, the mutual upports and the 'tick tacking' discussions which add value to each person's understanding by leveraging the understanding andor perceptions of the others in the group.


Most often than not Sam Darnold Jersey , this fails and the group engages in a process that is like 'swirling'. It disbands, members keep their contacts alive and when a new reason for meeting emerges then some of the original group reforms involving others in the group as their interests andor expertise comes to bear.


The work which actually takes place behind the scenes to maintain contact and to keep supporting each other is intensive, hidden and generally not reported in any way within existing reporting structures or performance reporting tools. It can take up at least 13 of a working day. How it is factored into information lodged within tool suites that attempt to record work to funded projects is one of the most well kept secrets used by most staff.


The reports that these groups make to management, with their usually innovative and practical suggestions are probably the best form of intelligence the organisation could harvest. There is unfortunately serious resistance from the senior management layer to receiving and considering the information Le'Veon Bell Jersey , because it is perceived as having come from what are described as 'feral' groups within the organisation.


Cynics in the work place usually ascribe this reaction to senior managers being miffed that they cannot claim kudos from the work because they did not even know it was e are companies around the world who reward and indeed fund 'feral' behaviour. One company for example has created the 'thief of the year' award. It is given the person who can find something in the public domain which heshe then leverages to substantially improve the corporate bottom line.


The same company also funds its staff to go off line and develop a productive idea at full pay for a period of six months. If they succeed then they are rewarded and the company gets the benefit of their work. If they fail then they are sacked or at minimum placed into work situations where their independence is considerably constrained for an extended period. This usually puts the intrapreneur on his her mettle and forces a risk management approach to the innovation cycle before choosing to try out that idea and increases the pressure to succeed once the choice has been made.


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