Comments on: Business meets connectivism http://ken-carroll.com/2008/12/27/business-meets-connectivism/ networks, languages, and learning 2.0 Thu, 11 Mar 2010 11:50:28 +0000 http://wordpress.org/?v=2.3.1 By: Ken Carroll http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-12036 Ken Carroll Mon, 29 Dec 2008 09:24:18 +0000 http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-12036 TVan, I agree that these individual traits are nit new, but it wasn't possible to collaborate on a global scale before the tools emerged. standuke, To my mind, technology is just the plumbing - and now we have a whole new plumbing system. But it still takes leadership and vision to motivate and get people to collaborate, and execute day after day. The tech itself facilitates but it doesn't motivate. Ken TVan,
I agree that these individual traits are nit new, but it wasn’t possible to collaborate on a global scale before the tools emerged.

standuke,
To my mind, technology is just the plumbing - and now we have a whole new plumbing system. But it still takes leadership and vision to motivate and get people to collaborate, and execute day after day. The tech itself facilitates but it doesn’t motivate.

Ken

]]> By: standuke http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-11981 standuke Mon, 29 Dec 2008 04:51:23 +0000 http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-11981 From where I sit (admittedly in academia) we've got an amazing network of electronic journals, databases and professional meetings/associations. But these resources don't begin to facilitate the kind of linkage between vision and action that you allude to. The network can catalyze the formation of synergistic relationships, but I'd still wager that the 'rate-limiting-step' will remain the creation of effective incentives linking the vision and the product. Until you can properly incentivize the 'perspiration' side of the equation, all you've got is the 'inspiration'--regardless how much data you have and how well connected you are. From where I sit (admittedly in academia) we’ve got an amazing network of electronic journals, databases and professional meetings/associations. But these resources don’t begin to facilitate the kind of linkage between vision and action that you allude to. The network can catalyze the formation of synergistic relationships, but I’d still wager that the ‘rate-limiting-step’ will remain the creation of effective incentives linking the vision and the product. Until you can properly incentivize the ‘perspiration’ side of the equation, all you’ve got is the ‘inspiration’–regardless how much data you have and how well connected you are.

]]> By: TVan http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-11626 TVan Sun, 28 Dec 2008 00:38:36 +0000 http://ken-carroll.com/2008/12/27/business-meets-connectivism/#comment-11626 I believe that Western management has always challenged Taylor's organizational model; however, no matter what the metaphor (mechanistic seems to be the most popular one applied to Taylor), be it organic or otherwise, Taylor's philosophy always seems to underpin most organizations. That said, I had problems with the idea of "cloudworker" on several levels. First, I think the organization man died during the 1980's, at least in the U.S. Leveraged buyouts and mass layoffs killed him. Almost all of my working life (29 years and counting), the emphasis has always been on learning skills on the present job that prepare you for the inevitable next one. In that sense, most of the traits identified by Rao are, I think, ones that have been around for many years. I believe that Western management has always challenged Taylor’s organizational model; however, no matter what the metaphor (mechanistic seems to be the most popular one applied to Taylor), be it organic or otherwise, Taylor’s philosophy always seems to underpin most organizations.

That said, I had problems with the idea of “cloudworker” on several levels. First, I think the organization man died during the 1980’s, at least in the U.S. Leveraged buyouts and mass layoffs killed him. Almost all of my working life (29 years and counting), the emphasis has always been on learning skills on the present job that prepare you for the inevitable next one. In that sense, most of the traits identified by Rao are, I think, ones that have been around for many years.

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