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	<title>Comments on: How to Network Your Organization</title>
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		<title>By: Greg</title>
		<link>http://www.digitaltonto.com/2013/how-to-network-your-organization/comment-page-1/#comment-18424</link>
		<dc:creator>Greg</dc:creator>
		<pubDate>Thu, 14 Feb 2013 01:38:26 +0000</pubDate>
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		<description><![CDATA[Interesting.  What size are they now?

- Greg]]></description>
		<content:encoded><![CDATA[<p>Interesting.  What size are they now?</p>
<p>- Greg</p>
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		<title>By: Gunther Sonnenfeld</title>
		<link>http://www.digitaltonto.com/2013/how-to-network-your-organization/comment-page-1/#comment-18419</link>
		<dc:creator>Gunther Sonnenfeld</dc:creator>
		<pubDate>Wed, 13 Feb 2013 19:33:47 +0000</pubDate>
		<guid isPermaLink="false">http://www.digitaltonto.com/?p=11912#comment-18419</guid>
		<description><![CDATA[The Dunbar phenomenon is interesting when you think about thresholds in an accelerated network, or an accelerated society of networks. A great example is the creative agency Taxi -- it realized it&#039;s threshold was about 30 people, and then started creating iterations (Taxi 1, Taxi 2. Taxi 3 etc. etc.). A couple of things happened when it did this: 1. The network itself developed emergent practices (to include best practices) almost organically; 2. The work efficiency and quality of the work improved by leaps and bounds. Many have posited that intangibles tied to creativity also improved (freedom to think, modes of expression, etc.).]]></description>
		<content:encoded><![CDATA[<p>The Dunbar phenomenon is interesting when you think about thresholds in an accelerated network, or an accelerated society of networks. A great example is the creative agency Taxi &#8212; it realized it&#8217;s threshold was about 30 people, and then started creating iterations (Taxi 1, Taxi 2. Taxi 3 etc. etc.). A couple of things happened when it did this: 1. The network itself developed emergent practices (to include best practices) almost organically; 2. The work efficiency and quality of the work improved by leaps and bounds. Many have posited that intangibles tied to creativity also improved (freedom to think, modes of expression, etc.).</p>
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		<title>By: Greg</title>
		<link>http://www.digitaltonto.com/2013/how-to-network-your-organization/comment-page-1/#comment-18004</link>
		<dc:creator>Greg</dc:creator>
		<pubDate>Wed, 06 Feb 2013 16:58:38 +0000</pubDate>
		<guid isPermaLink="false">http://www.digitaltonto.com/?p=11912#comment-18004</guid>
		<description><![CDATA[Yes, that&#039;s exactly what companies like Orgnet do, provide network maps for organizations.  Often, they find that quiet people who are overlooked are actually crucial to the enterprise.

One finding that I found interesting (although I don&#039;t believe this came from Orgnet) is that smokers tend to be very influential.  It&#039;s a bit counterintuitive, but makes a lot of sense.  Lots of information gets passed around when they go out to smoke!

- Greg]]></description>
		<content:encoded><![CDATA[<p>Yes, that&#8217;s exactly what companies like Orgnet do, provide network maps for organizations.  Often, they find that quiet people who are overlooked are actually crucial to the enterprise.</p>
<p>One finding that I found interesting (although I don&#8217;t believe this came from Orgnet) is that smokers tend to be very influential.  It&#8217;s a bit counterintuitive, but makes a lot of sense.  Lots of information gets passed around when they go out to smoke!</p>
<p>- Greg</p>
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		<title>By: Richard Rashty (@RichardRashty)</title>
		<link>http://www.digitaltonto.com/2013/how-to-network-your-organization/comment-page-1/#comment-18002</link>
		<dc:creator>Richard Rashty (@RichardRashty)</dc:creator>
		<pubDate>Wed, 06 Feb 2013 16:12:16 +0000</pubDate>
		<guid isPermaLink="false">http://www.digitaltonto.com/?p=11912#comment-18002</guid>
		<description><![CDATA[Good Points.  I feel companies need to have &quot;Relationship Charts&quot; just as much as &quot;Organizational Charts&quot;.  The org chart shows reporting structure, but the real value is in the Relationships which exist throughout the organization.  This is where Social/Digital programs can really help shape and transform the company.  Transcending the command/control industrial complex models, to offer a relationship-driven model.]]></description>
		<content:encoded><![CDATA[<p>Good Points.  I feel companies need to have &#8220;Relationship Charts&#8221; just as much as &#8220;Organizational Charts&#8221;.  The org chart shows reporting structure, but the real value is in the Relationships which exist throughout the organization.  This is where Social/Digital programs can really help shape and transform the company.  Transcending the command/control industrial complex models, to offer a relationship-driven model.</p>
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