Personally I think hierarchy exists. And I think the notion that, somehow, hierarchy in this collaboration – to me that’s part of the miss, of collaboration, that within the collaboration the world, at some point, even if it shifts, there’ll be a dominant partner. And actually the dominant partner should be the clients. The dominant partner should be the customer, and it’s what does it take to deliver to the customer. Now, if that means that there is somebody in the middle holding the ring and saying, in the complexity of the products, that we are developing, we have no time, you know for the sort of autonomous deliberation. It’s autonomy, which call it Morten Hansen, who wrote the book about collaboration, but he’s talking about collaboration within a company. He talks about “disciplined collaboration” in the notion that you can have an autonomous subsystem, which functions autonomously – it’s a non-sense! Because it’s knowing the part that has to be delivered, but in collaboration with everyone else and he calls it discipline and collaboration. Now for myself, he haven’t looked back through, say, the technical systems movement, and there’s all sort of views about why that didn’t succeed. One of the things that social technical systems organizations were criticized for is that, this strong focus on autonomy and then what you had with these silos that developed. So personally, I think that hierarchy and networks co-exist.
Anne Marie McEwan – I think that hierarchy and networks co-exist
Again I have a big a question mark over the collaboration with customers and I personally am waiting to see examples of that… Facebook. You know, Facebook! Do you think that Facebook is being designed with us in mind? Absolutely not! Facebook is designed with the end-client in mind which is marketers, selling our data. It’s frequently said that we are not Facebook’s clients or customer, we are the product. So, I have a great senses in about many things,[...]
So, it's about mutual gain, but it's about my sharing with people and collaborating with people, and who've got something that I don't have, and I've got something that they don't have. And so between us, we are much stronger than when we’re on our own. So sharing risks, sharing opportunities, sharing expertise, those are the three big ones for me as to why I collaborate. And in fact, I think it was about 2009, again, I did a literature[...]
We become a collect of resource for those persons, and then we encourage them, you know, outside of the company, so “watch, watch who else is doing it. Yeah watch how other businesses are changing. What's the rationale for it, what's the reason for it? What are the case studies? Listen, listen to conversations”. And then once they've done that, to say, right, pilot. Take a little project, the thing that you need to do, and actually if you’re worried[...]
The viable systems model is one of these very models and, I’ve always thought it has huge value. Now, a model does not describe reality. What it does do is give people a way to think, a way to think and consider and have dialogue, the way you are doing, and the viable systems model says that a system is viable when it can withstand shocks from its external environment. Now, a viable system can be, we as individuals. It[...]