I'm away this week so I'm posting my top articles from August a little early.

What are your highlights / insights / comments or questions on these?:

How to Make Friends, According to Science - don’t dismiss the humble acquaintance (September)
Focused on individual rather than organisational social capital but still relevant as if individuals could think and act more / better on their social ties, then organisations would be in a better state as well.

Are People Analytics the Answer to Your Employee Engagement Woes?  (24 August)
Laurence Lock Lee suggests that HR analytics, focusing on the transactional HR, is morphing into people analytics, purportedly to provide HR with more sophisticated big data insights.
“Regrettably, the analytics is still narrowly focused on individual employee journeys. The narrow focus on the individual will hold HR back from its new mission as facilitator of organizational culture and employee engagement.”

How AI-human superminds will save jobs (24 August)
Thomas Malone reviews the development of AI supported social capital (he just doesn’t call it this!)

Why corporate team-building events can be terrible (23 August)
Not so much about social capital but made me laugh given some of my own experiences!

Why trust isn't free and investing in community matters (21 August)
Rachel Happe suggests “Done well, healthy online communities are everything social media is not. They are emotionally safe spaces that reduce rather than trigger our anxiety, allowing us to explore and discover new things without the pressure of perfection. We also need these spaces in the real world to solve seemingly intractable social issues like anxiety, depression, abuse, and violence."

Extending Peter Drucker's Legacy Through A Powerful Movement Of Human-Centered Management (20 August)
Richard Straub from the Peter Drucker Society asks “Is it possible for a social movement to achieve a different capitalism, with a human face?” Social capitalism perhaps?

How to Think About the World After Capitalism (16 August)
Not really about organisations or social capital but I really like this article which is on similar lines to the one above. And do Umair Haque’s suggestions on humanised societies and social democracy apply to humanised organisations and social collaboration too?

I am not I (13 August)
Esko Kilpi provides some insights behind the importance of social capital: “A key (management) challenge today is to understand that the only way to guarantee agility and resilience is to actively and widely participate in the conversations that matter.”

Humble Leadership (14 August)
Ed and Peter Schein discuss their new book Humble Leadership and the idea of personisation (see slide) which places group dynamics and group relationships over individual transactions.
“What I realised studying organisational cultures is that somehow we’ve evolved a model of organisations in which leaders and subordinates really don’t have to know each other. We have job descriptions and hierarchies. We’ve built a model which creates distance between people in organisations. And downplays groups. We realised that leadership is as much a group thing as the property of an individual. The process of leadership is an interactive one, using knowing who you re dealing within in the group. It’s a broad group process which fits around and most importantly is more appropriate as work organisations do is getting more complex.”
Ed Schein also discusses the value of the term human capital and whether it dehumanises the workforce, and I’d suggest his comments apply even more aptly to the term social capital too:
“The idea of capital is something impersonal. On the there hand there is a positive way of thinking about it that people are something an organisation should invest in. If you personise you are investing in that person. I very much like the idea from social economics that all relationships are an exchange. the more that I am interested in the deeper parts of you and the more I reveal the deeper parts of me, we build capital in the relationship, making it more permanent, more stable."

Interpersonal Relationships in the Digital Workplace / 2 (14August)
Jon’s interview for an article for UNLEASH (see below). “These demands are only going to increase. Put all of this together and we'll soon need to start thinking less about people as knowledge workers, and more about ourselves as relationship workers, where relationships are the core aspect of what we do.”

The Corporate Asset you’ve completely Overlooked — and What to Do about it (13 August)
Includes three concrete ideas for consciously cultivating social capital in the workplace.

Interpersonal Relationships in the Digital Workplace / 1 (10 August)
“As digital platforms and communications technology have rapidly evolved, teams are no longer limited by geography. But that doesn’t mean it’s gotten easier to create and maintain healthy interpersonal relationships at work.” With comments from Jon, including more on West vs East (see below).

Webinar ~ Community: The Structure of Belonging (6 August)
Peter Block discusses the new edition if his book Community: The Structure of Belonging
Community is about “getting connected with people over time, trusting them and being intimate with each other in the sense of what we want to create, together. There’s a place for problem solving after we get connected. We can’t recreate the world unless I realise I’m not alone.”
And belonging: “What’s the promise or commitment you’re willing to make, related to why we’re here, with no expectation of return. It’s put to bed the idea of quid pro quo, of entitlement. Let them rest in peace.

Leadership and People Analytics - How is it different in the East? (2 August)
David Green suggests that in the East ‘the individual is a subset of the system’ requiring ‘group harmony, optimisation of the system and social capital expansion’ whereas the West is ‘a system is a collection of individuals’ requiring ‘individual empowerment and human capital optimisation’. (And Jon suggests that all organisations require both human and social capital, it's simply that the challenges involved in creating these relatively common outcomes differ across the world .) In any case, this means the analytical and leadership responses differ, or have different priorities too.

In Good Company: Organizational Networks (31 July)
Reviewing the opportunities for using social networks and collaborative intensity to support agile business. Featuring Greg Pryor, senior vice president, people and performance evangelist at Workday; and community members Michael Arena, chief talent officer at General Motors; and Chris Ernst from Bill and Melinda Gates Foundation.
“In the age of disruption, social is king. We need a far more sophisticated way we think as organisational architects - we believe that’s social. We optimise human capital, and develop people and experience -what you know. We need to move focus onto social capital - how well positioned you are to leverage what you know. We need a new way of working, a new way of thinking, using networks which form and reform to get work done.”

What have I missed?

Any thoughts of questions?

And please do share whatever you find interesting and relevant during September (and beyond!)