Elliott's Thoughts » Virtual Leadership

Symbols: The Offline Connection For Online Communities

Elliott — Wed, 14 Apr 2010 16:00:59 +0000

People use symbols to help make mental connections more tangible, and the memories of them more easily accessed and brought into the conscious mind. Durkheim (1965 [1912]: 251 – 52) writes of how members of groups tend to become fixed on totems as tangible representations of groups, keeping the images of the totem in their minds and attaching real sentiments to them, because the social reality of a group (even a dyad) is too complex to be mentally retained in its entirety. When a group is dispersed – or the people involved in a social connection are not in direct contact – totems continue to bring those with whom one is involved to mind and even in a sense to “resemble” the group mentally.

There are literally limitless potential totems – people, things, ideas, images – around which people coalesce, which they similarly see and fix upon, and through which they develop the impressions of one another so entral to social connections. Photographs are one of peoples favorite such symbols, often taken or displayed to specifically to remind people of absent others.

I don’t know if I’ve ever even stepped back and asked myself, “why do I want that photo of me and my groomsman on the wall,” but I would gather that who you have up on your wall… are the people that you don’t see everday. You may not need pictures if people are right here, living next door… If you looked at my wall, at the pictures, most of them would be of people that I am close to, but are not around. For example, I have a great friend nearby named Rick. I don’t have any photos of Rick on the wall. (Bruce)

Symbols lead us, as Suzanne Langer tells us, “to conceive their objects” (1957: 6) – the objects, in this case, being the people with whom we form connections. As photographs generate memories, they bring “the other” back into one’s mind and help the connector sense, visualize, and thus renew the connections.

When I hear salsa music, it reminds me of my aunt. (Rosa)

A way of “enhancing and coordinating group feelings” (Gates 1992: 58)., music helps evoke social connections and communities of the mind particularly well. Disc jockey Paul Cavalconte tapped into this idea as he said during his radio show one morning, “Hearing an old song is like meeting and old friend” (WNEW-AM broadcast, February 6, 1991).

But symbols can, in fact, be virtually anything:

- Being in school reminds me of my mother. (Jose)

- When I see something geen. Like clothes. Because my sister really loves gree Or when it’s hot out because she’s got asthma. (Joanne)

- Whenever I’m trying to solve a problem…my friend comes to the top of my head. She’s the problem lady. (Elise)

- Hearing something about Cuba reminds me of my family. (Rosa)

Symbols constantly touch off mental images and impressions and bring them into the conscious mind, helping us retrieve temporarily dormant memories and connections. Simply put, symbols are the offline connection for online communities.

Questions of the day –

What symbols are you using in your communities?
Are your symbols the same as what your community members consider as symbols for your community?
How many different forms of symbols are you using?

Uncertainty Avoidance to Avoidance Accommodation

Elliott — Sun, 01 Feb 2009 21:03:24 +0000

On of the first frameworks developed for understanding innovation and technology and its relation to the economy has been the linear model of innovation. The model proposes that innovation starts with basic research, then adds applied research and development, ending with production and diffusions:
Basic research  Applied research  Development  Production and Diffusion
The model has been very influential. Academic organizations, economist, expert advisors and policy-makers have justified this model pushing linear innovation techniques to spur innovation in many different settings. However over the recent years a new model has been transcribe challenging the make up of what was previously consider the model to spur innovation. Some have even dubbed that the linear innovation model as dead, “Everyone knows that the linear model of innovation is dead” (Rosenberg, 1994). This new model is known as the cyclic model for innovation including both invention and innovation cycle with input from many sources.
To further understand the need for the innovation model to move from uncertainty avoidance to an uncertainty accommodating model we must look into the three main linear models. The waterfall, funnel and vat models are well defined linear innovation models. The water fall model which is one of the most restrictive in design compared to the other linear models. “The model starts with a well-defined project goal, timeline, and project plan… At the end of each stage, the project moves through a gate, or review process to the next phase (or from a pool of water down a waterfall to the next pool of water)” (Schoen, 2005). While the funnel and vat models are not as strictly defined as the waterfall model they imply a very linear process. “These two models have a linear time component like the waterfall model. As time progresses one singular goal remains in mind and, eventually, possibilities are narrowed to an outcome originally defined at the projects initiation” (Schoen, 2005). These models are great if you know the outcome that you want however this does not truly represent the heart of innovation. Innovation is a cyclical process of constant improvement where the outcome is not defined at the beginning of the processes. In innovation the outcome is constantly redefined as the process continues to further meet the customer’s needs and wants.
The cyclic innovation model takes the predefined outcomes of the funnel, vat and waterfall models and throws them out the window. Since the spiral (cyclic) model depends on an ambiguous outcome requiring constant input from the market to help drive the outcome. “In this project model, trips around an auger-like spiral work to delve progressively deeper into a customer’s (market’s) requirements. Each trip around is similar to a waterfall, in that goals for that spiral have a definition, yet the outcome of the project is not necessarily clear from the beginning” (Schoen, 2005). Each stage is not final and the outcome is feed more input from outside forces of the market leading to a new level of cognitive reasoning.
Using the cyclic model is crucial in innovation development in this day and age. With the advent of the internet consumers have a wealth of information at their hands creating ambiguous requirements and expectations since they are influence by information from all over the globe. The spiral model allows companies to take a loose idea, trend or market segment and drilldown the product or service to constantly meet the changing requirements of the consumers. Organizations cannot predefine the outcome of a project and force sell to consumers anymore since consumers have a plethora of choices by competitors. Utilizing an uncertainty accommodating innovation model allows companies to have a deeper understanding of their target market’s needs and wants while constantly developing a product that can shift with their demands. “More and more, innovation comes, not from the triumph of big science (important as it is in removing physical constraints to innovation), but from the triumph of contrarianism (which leaps over the mental constraints)” (Hamel, 2000). The main importance of the spiral model is furthering the idea that research and review processes does not absolutely lead to innovation.
Luck or what I like to call sometimes divine intervention has a large role in the process. Innovation is not simple and by definition cannot be put into a box since the concept of innovation is breaking preconceived boundaries. Allowing ones mind to accept the unknown is the first step in any project that is set to be innovative. The human race has made dramatic improvements in the world through innovation and now it is time to take a step back and realize that we need to be innovative about how we view innovation.

Kelley, T. (2001). The art of innovation: Lessons in creativity from IDEO, America’s leading design firm. New York: Doubleday.

Rubinstein, M., & Firstenberg, I. (1999). The minding organization: Bring the future to the present and turn creative ideas into business solutions. New York: John Wiley & Sons, Inc.

N. Rosenberg (1994), Exploring the Black Box: Technology, Economics, and History, New York: Cambridge University Press, p. 139.

J. Schoen (2005), The Innovation Cycle: A New Model and Case Study for the Invention to Innovation Process, Engineering Management Journal; Sep2005, Vol 17 Issue 3, p3-10, 8p.

MNC Typologies and Social Computing

Elliott — Sun, 25 Jan 2009 22:20:42 +0000

Multi National Companies (MNC) use a vast array of typologies to distribute their products, services, and ideas throughout the world. There are seven main typologies that MNCs use to conduct business around the world which include ethnocentric, polycentric, geocentric, multidomestic, global, international and transnational. Each typology has unique characteristics that help leverage a company’s business model overseas. What’s even more interesting these typologies can be directly related to strategies that organizations use with social computing.

Through studies the first three typologies (ethnocentric, polycentric & geocentric) are used more as a generic terms to describe MNCs. Ethnocentric organizations manage overseas operations directly primarily to protect the company’s competitiveness in the home market. “Communication and information is top down and all strategic decisions are steered from corporate headquarters. Subsidiaries sell products design and manufactured by parent companies with little or no local control.” (Odell, 2006) Ethnocentrism allows such organizations to streamline manufacturing processes while protecting their intellectual capital. This method is also used with organization sin how they release information throughout social computing platforms. Intellectual capital can constrain organizations ability to reach out and touch people through social computing. In contrast to an ethnocentric company polycentric organizations take more responsibility to adapting designs while customizing products to meet local needs. Unlike the ethnocentric management model a polycentric organization manages their subsidiaries as independent units with minimal influence from headquarters. According to Odell geocentric organizations define global markets and technology is transferred rapidly to sell more or less the same product worldwide maximizing economies of scale both in production and R&D. Organizations that are thriving right now in social media are using this tactic allowing community managers, social marketing strategist and their employees to operate more independently allowing greater transparency and relevancy of information to be transmitted through social channels.

Through many efforts to define types of MNCs four terms have been used across a variety of researchers to better define the typology of MNCs. These include multidomestic, global, international and transnational. Within these four typologies they have been broken into three subsets to weigh the pros and cons of each. These subsets are organizational design, local responsiveness and interdependence.

Organizational design varies from all typologies. According to Harzing a decentralized network was most commonly seen in transnational strategies however the major difference of decentralized and centralized networks only seemed significant between transnational and global companies. Meaning that multidomestic, international and transnational use intersubsidiary organizational designs to pipeline their products or service while Global companies are quite the opposite. However common multidomestic, international and transnational companies set up their subsidiaries transnational organizations are vastly different from the other typologies because they have no specific allegiance to one country.

To further distinguish these typologies local responsiveness is taken under consideration. Looking at all four typologies the major differences where between multidomestic, transnational and global MNCs. “Conforming to our expectations, however, adaptation of marketing was higher for subsidiaries of Transnational and Multidomestic companies than for subsidiaries of Global companies” (Harzing, 2000) This seems to be pretty straight forward since global companies interject their products and ideas with little concern with the local communities. They simply believe in the idea that the consumers will either like the product or not. Even though this might seem like a harsh business practice it allows global companies leverage economies of scale within their operations.

Interdependence is the final subgroup that Harzing uses to differentiate the multiple typologies for MNCs. “Further, as predicted, the level of dependence, that is dependence on headquarters for purchases and sales, is highest for subsidiaries of Global companies and lowest for subsidiaries of Multidomestic companies, while subsidiaries of Transnational companies fall between these two extremes” (Harzing, 2000) Dissecting the interdependence of the subsidiaries with their headquarters give crucial insight to the typologies of MNCs. Understanding the type of relationship that international subsidiaries have with their headquarters allows opens up a MNC to how their operations are really conducted. These typologies and help an organization make conscious decisions on how they interact with people throughout social computing. Social computing has opened up the world for consumers and companies to interact. It is no longer massive conglomerates that can touch the other side of the world. Small, mid to large companies are now playing on a world wide level and assessing your organizational structure and strategy to interact with an eclectic market needs to take place to leverage social computing.

Why Relationships?

Elliott — Sat, 10 Jan 2009 22:03:25 +0000

          The business world has change substantially through the ages. The twenty-first century heralds ever-increasing chaos in world relationships, economies, and geopolitical events. “Some researchers believe the significance of this period in humankind’s history has not been seen since the Industrial Age some 500 years ago” (Daft, R.L.). Today’s modern world of globalization, advancing technologies, outsourcing, shifting economical dominance, economic uncertainty, widespread ethical scandals, wars and terrorism all lead to a period of transformational and fundamental shifts that have and will continue to significantly impact organizations. These shifts will substantailly alter how organizations conduct business and leadership models. Traditional paradigms focusing on stability or the status quo have outlived their usefulness. They are ineffective in meeting the rapid environmental challenges of these chaotic times. To be successful, organizational leaders must develop new approaches to meet challenges of “a world characterized by randomness and uncertainty” (Daft, R.T.). The implementation of social computing may be a catalyst for this change however it is only a small part in the evolution organization behavior.
          With social computing and the paradigm shift in organizational leadership new leadership models must arise. Implementing relational leaders is vital in leveraging social computing and diversity in an organization “Relationships between leaders and follows are seldom built when emotional connections cannot be developed. Power lies in getting close to others and doing what is best for others” (Daft, 2008. p. 260). Since the 1970s, leadership theories have evolved a focus on the interpersonal competencies of leaders. While cognitive abilities such as intelligence, problem analysis, and logic are important skills, these studies suggest effective leadership is augmented by emotional intelligence. Emotional intelligence consists of four components self-awareness, self-management, social awareness and relationship management. These components include several aspect of introspective and people-oriented skills, including “emotional self-awareness and control, morality and integrity, and empathically and service-oriented behaviors” (Daft, R.T.). Leaders who have relationship management competencies demonstrate attributes of compassion, sensitivity, and kindness. They focus on the needs of the followers as well as collaborative networks internally and externally to achieve organizational objectives. Leveraging diversity in an organization a leader must possess these skills. The latter of leadership theories do not address the leader’s ability to meet individual needs while building trust and compassion between the leader and their followers.
           Effective relationship management will results in greater reciprocal benefits in the leader-follower dyad. Servant Leaders understand effective followership is essential to organizational objectives and achievements. Leaders that foster environments that increases follower’s critical independent thinking and rewards active participation in organizational endeavors increase follower’s power as well as overall effectiveness of the organization. A leader must be able to develop their followers in these ways no matter their follower’s race, religion or cultural background. Servant leaders create barrier-less environments where personal growth, learning and self-management leadership, others leading themselves, are present. An important aspect of relational management and effective leadership is to help followers see themselves as important components of organizational strategy. More than individuals who simply follow directives and instruction, effective leadership creates an environment where followers understand the vision and goals and independently align their behaviors to achieve objectives. For this to happen, leaders must be “worthy of trust, envision the future of the organization, inspire other to contribute and be capable and effective in matters that will affect the organization” (Daft, R.T.). A transformational leader must go above and beyond and reach into the depths of their followers and allow them to become a self sustaining force “transformational leaders usher in revolutionary change” (Cox, Jr. T.) A transformational leader leveraging diversity must not only lead their followers but teach them how to lead themselves. Self organization and self leading teams have been neglected from prior leadership practices. Most of all to leverage social computing these leadership practices must be in place.
           The complexity of today’s business environment has outgrown traditional leadership paradigms of the past. Nowadays, more and more leadership theories are focusing on the important component of the leader-follower dyad in assessing the requirements of effective leadership. Research indicates relational leadership theories, including emotional intelligence and interpersonal relations between leaders and followers, are foundational to success. As seen in the leadership initiatives seen in today’s business environment require a mixing of leadership forms depending on the organizational objectives and the needs of the followers. Leadership is the ability to influence others to align their behaviors with a shared vision. Studies suggest the situational and relational models of leadership are more successful in meeting follower’s needs and increasing effective followership to accomplish organizational objectives. Moreover studies in relational leadership are unearthing findings that to develop and lead effective followers a leader must serve first. These findings in leadership theory should not only be applied to face-to-face interaction they need to applied to online and especially social computing relationships.

Cox Jr., T. (2001). Creating the multicultural organization. San Francisco: Jossey-Bass.
Daft, R.L (2008). The leadership experience. 4th Ed. Mason, OH: Southwestern

Relationship vs. Task Oriented Leadership

Elliott — Sat, 10 Jan 2009 03:43:16 +0000

After reviewing the article Six Personality Traits of a Leader by Ram Charan I found that the article reflected a task-oriented leadership action. “A task-oriented leader is primarily motivated by task accomplishment” (Daft, R.L.), while “A relationship-oriented leader is concerned with people” (Daft, R.L.). The article covered some great trairs that leaders should focus on however many of the traits listed where task dependent. Ram Charan describes on of the most important traits of a leader is “A desire to achieve something visible and noteworthy propels individual leaders and their companies” (Charan, R.). This characteristic that Charan points out is based on a task-oriented leadership style. Even though it is important for leaders to be ambitious and achieve great feats, completing the task isn’t always the pinnacle attribute of leadership. In many cases the process of completing a task is more important than finishing it.

Not addressing the relationships that are needed to make a leader a “leader” is the main flaw in Charan’s article. No one man or woman can claim that their leadership is singly owed to themselves. “Leadership involves creating change, not maintaining the status quo. In addition, the changes sought are not dictated by leaders, but reflect purposes that leaders and followers share” (Daft, R. T.). A leader has to have followers and others taking action. Neglecting the relationships that are needed for a leader to implement his talents is nothing without people willing to follow. Understanding that there are task to be completed is vital for leaders. However, if a leader does not spend the time creating relationships and bonds between his or her followers their will be no one to help complete the task. If a leader cannot guide the people around him then there is little if any hope to complete tasks.

Daft, R. L. (2008). The Leadership Experience (4^th ed.). Cincinnati, OH: South-Western. ISB

13: 9780324539684

Charam, R. (2007) Six Personality Traits of a Leader; Who Perform from Those Who Don’t. Retrieved from http://career-advice.monster.com/leadership-skills/management/Six-Personality-Traits-of-a-Leader/home.aspx (July 13, 2008).

Social Computing & Emotional Intelligence

Elliott — Thu, 08 Jan 2009 02:49:13 +0000

Within social computing and the internet in general intelligence is highly regarded but little research has been done investigating the value of emotional intelligence (EI). Reviewing contemporary leadership theories emotional intelligence is breaking new ground on how self cognition plays into leading others. This new wave of thought is highly applicable to the evolving social computing industry.

Emotional intelligence is redirecting the preconceived conceptions of leadership theory. “Emotional intelligence refers to a person’s ability to perceive, identify, understand, and successfully manage emotions in self and others” (Daft, R.L.). With the new found attentiveness of emotional intelligence leadership theory is reverting to a micro view. In this micro view of leadership theory scholars and leaders themselves are realizing the importance of self-awareness. “Self-awareness might be considered the basis of all the other competencies. It includes the ability to recognize and understand your own emotions and how they affect your life and work” (Daft, R.L.). These studies are showing that people that have a high level of self-awareness are more inclined to guide their own lives and the others around them.

With the up rise of social computing technologies relational models are being put to the test since the definitive line of professional and personal life within are being blurred. Companies, power users, and upcoming leaders are realizing that a more personal route must be taken to influence their followers. Leveraging emotional intelligence to lead has developed a new relational model contradicting traditional leadership models.

But do we dare talk about personal touch? Caring for people? Or even love? Daft has the best description of what love can be referred to in a professional atmosphere “Love in the workplace means genuinely caring for others and sharing one’s knowledge, understanding, and compassion to enable others to grow and succeed” (Daft, R.L.). In fusing this kind of leadership model in the work place breaking the traditional mold. Previously it was taboo to talk about “love” in the workplace. However leaders that are using love to lead are finding that they have an incredible amount of influence. “When leaders address these subtle emotional needs directly, people typically respond by loving their work and becoming emotionally engaged in solving problems and serving customers” (Daft, R.L.). As social computing evolves it will be very interesting how leadership theory grows. This will be a personal pursuit to follow, document and measure if emotional intelligence and utilizing “love” to lead grow in importance with the increasing saturation of social computing within the workplace.

Daft, R. L. (2008). The Leadership Experience (4^th ed.). Cincinnati, OH: South-Western. ISB

13: 9780324539684

Virtual Servant Leadership

Elliott — Wed, 07 Jan 2009 04:47:24 +0000

Servant-Leadership in virtual teams can be tough since little to no face-to-face interaction occurs. However in leading virtual teams an immense amount of trust must be created between the team members and the leader. “Virtual team leaders have to trust people to do their jobs without constant supervision, and they learn to focus more on the results than on the process of accomplishing them” (Daft, R.L.). This is where servant leadership is a critical part of leading online teams.

With little face-to-face interaction leaders need to build personal connections with their followers. “No matter how effective team members are as individuals, unless they can come together as a team, virtual teams will fail” (Daft, R.L.). One way to build this connection is through servant leadership. One of the tools that servant leaders can use to build trust with virtual teams is thought leadership. “Thought leadership centers on earning trust and credibility. Thought leaders get noticed by offering something different – information, insights and ideas, for instance. Thought leadership positions oneself as a team authority and resource and trusted advisor by establishing your reputation as a generous contributor to your team” (Heuvel, D.V.).Thought leadership combined with humility is virtual servant leadership. Putting out your ideas, contributing constantly, providing innovative outlets, and building trust through the collaboration of ideas is quintessential in building trust in virtual teams. Leveraging virtual servant leadership needs to be demonstrated through multiple communication avenues to gain optimum productivity and follower buy-in.

Virtual servant leaders need to leverage multiple communication avenues to maximize their influence on their team. Social media is offering new ways for servant leaders to interact with their teams. Video, pictures, audio, and two way conversations are giving servant leaders new ways to virtual interact with their teams. Leveraging these avenues with proper communication styles to meet the needs of the individual members of their team will create optimum productivity and follower buy-in.

This will be an continuing quest to research and pull leadership theories from a variety of different sources that can be applied to build a case for virtual servant leadership. My goal is to create an archive of different tools and theories that leaders can use to help them implement leadership tactics within social computing.

References

Daft, R. L. (2008). The Leadership Experience (4th ed.). Cincinnati, OH: South-Western. ISB 13: 9780324539684
Heuvel, D. V. (2008) Thought Leadership Marketing Retrieved from http://www.slideshare.net/vandda/thought-leadership-marketing, August 16, 2008