Jody Hoffer Gittell on Relational Coordination (1 August)
Jon’s review of Jody Hoffer Gittell’s book, Transforming Relationships for High Performance: the Power of Relational Coordination.  Includes the good point that “human capital is only half the story - it is through social capital that human capital is combined and leveraged for maximum impact.”

Workplace technology is as addictive as a casino’s slot machine — and makes us less productive (30 July)
Also, a good reminder of the power and potential disruption of workplace social technologies. The article skips over what can be the very important benefits of these systems, but in any case relate more closely to team based chat apps than to community systems like Telligent - which is one reason Jon chose that system to host this community.

The Value of Humility in Leadership (18 July)
“Humble leadership doesn’t get much press in an era where many of us are mesmerized by celebrity status and big egos, remarks Lock. “Humble leaders are those who have an accurate perception of their strengths and their weaknesses and know their need of others.” and “It shows up in the quality of relationships that leaders form with their peers and people that report into them. It signals that they appreciate the contribution of others.”
However “Ironically, it’s hard to list humble leaders due to the fact that anyone calling themselves a humble leader is unlikely to push themselves forward and promote their leadership capability.”

Develop Your Workforce’s Political Skill to Help Them Thrive (17 July)
Great article from John Boudreau looking at the role of political skill and social perceptiveness at the centre of networks. The article also notes that social networks are increasingly vital to HR, organization design and change.

Why Women Volunteer for Tasks That Don’t Lead to Promotions (16 July)

This HBR article has some interesting perspectives on gender diversity and inclusion, but perhaps also on how we need to review performance and assess readiness for promotion based upon support for broader organisational performance, and not just how visible an individual is, or how directly measurable their work is (some of this work just needs to be done in a better way- automated, outsourced etc, but some is important work impacting ‘social performance’ eg committee work, like being on the faculty senate.) We need to get better at recognising the value of this.

Your Organization Is a Network of Conversations (10 July)

This MIT article doesn’t mention social capital, but seems to me to be pretty much focused on one of its core features - networks and conversations, or networks of conversations.  These need to be recognised, managed and led, as they are now the primary principles for organisation management.

Anthropology might hold some answers to the most difficult workplace challenges (10 July)

This article looks at the role of open plan offices in promoting collaboration and tries to illustrate its impact by using ideas from anthropology. I think many of these ideas, plus those from social psychology and sociology can be used to understand the range of tools and approaches tied to social capital.

Career advice for millennials (and really, anyone) from Margaret Heffernan (3July)

An interview on Margaret Heffernan’s TED talk: “Social capital is a form of mutual reliance, dependency and trust. It hugely changes what people can do. This is more true now than ever. It’s impossible in modern organizations to know everything that you need to know. What you need are lots of people who know lots of different things. Collectively you’re smarter.”

Brian Solis on Culture 2.0 (2 July)

Culture is closely connected to social capital. And when Brian Solis introduced his new ideas around culture 2.0 and culture design at Digital Workplace Experience in Chicago, he emphasised the social nature of culture.

Why your Business needs Social Capital (July)

This short article reviews some key benefits of social capital and includes a good definition: “The ‘social’ in social capital means no single person owns these resource – they exist in the collective and are amplified by it. In a nutshell, we’re better together. The ‘capital’ means that it’s productive – it gets things done and creates outputs.”

Data Driven HR (June)

There’s also David Green’s issue 3 of data driven HR looking back at June, and reviewing the use of organisational network analysis. As David suggests, this is one of the hottest areas of people analytics and HR, as well as being a key enabler for creating social capital.

What have I missed?

Any thoughts of questions?

And please do share anything you find interesting and relevant during August (and beyond!)