When people are unenthusiastic about social media and other Web 2.0 stuff it is tempting to be a bit sneery and say they don't "get it". Who can fail to see the benefits of publishing without publishers, and organising without organisations? The tools may take a little getting used to, but surely they are worth trying in pursuit of a better world?
Maybe for you, but not necessarily for them. It could be people do get it and don't like what they see, because your world view isn't theirs.
If they say We can't do that - and they mustn't do it either, it may be a reflection of organisational culture - or something deeper about the way thing work.
I remember a few years back reading an excellent piece by Jack Martin Leith about worldviews, and writing, in the context of participation and e-democracy:
He suggests it is important to understand whether we - and others - are seeing our world (organisation, neighbourhood, group) as a mechanism, a set of changing relationships, a system, or something even more organic and inherently messy. As he shows, that influences the sort of techniques professionals may use when they intervene.
So when knowledge management guru David Gurteen sent out a World 2.0 newsletter the other day I had Jack in mind.
Most of us understand what Web 2.0 is all about as we move from a read-only web to a read-write or participatory web.
And we are starting to come to grips with so called Enterprise 2.0 where the concept and technologies and social tools of Web 2.0 are moving from the open web into organizations.
It is still early days and there are many issues to be grappled with as we try to balance the structure and stability of the old world with the more fluid and complex nature of the new.
But the "2.0 meme" is starting to affect everything. In a talk in Kuala Lumpur I was asked how you implement Enterprise 2.0 and I was talking about some of the barriers when someone spoke up and said "We will never have Enterprise 2.0 until we have Managers 2.0!” In other words it was managers and their out-dated mind sets that was a major barrier to change,
And a few days later while giving another talk at the National Library in Singapore I found us talking about Libraries 2.0 and Learning 2.0. It then hit me that “2.0” thinking was permeating everything. People were also taking about Business 2.0 and Education 2.0.
So what does this mean in its broadest sense? Well, we are no longer consumers: of goods, services or education - we are all prosumers - we all have the opportunity to create and consume. For the first time we are participants in everything and not the “victims”. Fundamentally it is about "freedom".
We are moving from a world where we were told to do things and where things were structured or planned for us to one where we get to decide what works best for us. We are moving from a mono-culture to a highly diverse ecology.
We are moving from a simple world to a rich, complex, diverse one. One where power is less centralized and more distributed. We are moving from a command and control world to a world where people can do as they please within the boundaries of responsibility.
David offers a neat little World 1.0/World 2.0 chart.
And while I'm thinking about this I see that Jack has spotted it as well, and blogged his own piece, paying tribute in the process to David's excellent knowledge cafes and generous knowledge sharing. Very definitely a World 2.0 person.
Perhaps nudged by David's piece Jack has updated his own mid-1990s Worldviews, 1, 2, and 3 article which is now here. As a taster, here's Worldview 2.0:
Worldview 2 is the emerging worldview. In this scheme of things the world is seen as an ecosystem. These are some of the main features of W2:
* Effective when the environment is complex, turbulent, unpredictable
* Organisational life is governed by democracy and self-management
* Adult-adult relationships (interdependence)
* “Create what you want” mindset
* Innovation through creating value for the whole system
* Beyond the metaphor of “the future is a place, change is
The W2 worldview is based largely on complexity science and the various branches of systems theory, including the cybernetics of Gregory Bateson.
This is in contrast to Worldview 1:
Worldview 1, in which the world is seen as a huge machine, has been the dominant worldview for the last 300 years. These are some of the main features of W1:
* Effective when the environment is relatively simple, stable and predictable
* Organisational life is governed by bureaucracy and command-and-control
* Plan then implement
* Parent-child relationships (dependence)
* “Problem solving” mindset
* Innovation through tools and techniques
The W1 worldview is based largely on reductionism (attempting to understand reality by studying its constituent parts), a mechanistic view of the world and a limited, linear model of cause and effect.
Jack is a terrific Open Space expert, committed to helping people come together face-to-face and ...
.... discuss issues of heartfelt concern, share ideas, pool knowledge, reach agreement on the best way forward, and develop plans for collaborative action.
He - and others using similar methods - demonstrate that you don't need Web 2.0 to develop World 2.0 - though it does extend what you can do out of the room, and a bit more. What you do need for World 2.0 is people who are prepared to be open, collaborative - and recognise that life is messy. If you wish to explore:
- Free downloads from Jack Martin Leith
- Free downloads from David Gurteen
- My guides to participation, partnerships and social media and networking
Technorati Tags: worldview