Lessons from RTVC: Realtime Virtual Collaboration Workshop

I just realized that I never posted a summary and the lessons learned from the Realtime Virtual Collaboration Workshop I helped organize.

Here is the main summary in form of a presentation we prepared.

Important to note that the organizing group is continuing to work together and will soon give birth to a new enterprise called Radical Inclusion. Radical Inclusion focuses on inter- and intraorganizational collaboration as well as online conference and seminar services to bridge online and offline conversations to create value for organizations and communities.

Read more about Radical Inclusion at http://radical-inclusion.com and follow us on twitter.

Leading and being lead

Holger posted a summary of a presentation on Unfolding Individual & Collective Potential in Corporations by Jascha Rohr (@jaschrohr) at the Berlin Hub: We are in the middle of a process of accelerating change that will redefine much of our lives and Jascha’s presentation looked at the implications of this change for organizations. The new type of organization he sees emerging is one in which, “everybody can and will lead and everybody can and will follow in different phases.

In a post reviewing a new book called Herd, Sean Howard asks why we focus on the so-called influencers or celebrities as role models and leaders instead of realizing that “the reality is we follow the majority and we follow our friends.”  Holger cites an article on Swarm Theory to show that there may be no leaders, but each bee simply copies the behavior of the neighbor. And as Sean writes: “[F]rom this simple copying emerge complex systems or ecologies of behavior.”

Along the same logic, Lewis Wolpert, Emeritus Professor in Cell and Developmental Biology at UCL, insists in the BBC’s The Forum,  that cells do just fine without a command structure, suggesting this seemingly chaotic principle of organizing does not just apply to bee or ant colonies, or human herds, but that it is the fundamental principle of building any complex system, including human beings.

Does this mean that anyone can be the leader at different times, or that there are simply no leaders?

On creating value

There were a lot of people who were completely complicit in this grand rip-off of the financial system, because they were thinking about capturing value for themselves, they weren’t thinking about creating value.  —Tim O’Reilly in his Keynote at ETech 2009.

The principle he advocates here is Create more value than you capture. Why? because if everyone only thinks about their own return independently of the overall impact, we get system breakdown, as in the financial system, climate system, food system, … Instead we can choose to create community and lasting value!