Networking Reconsidered

John Seely Brown and John Hagel III

John Hagel III and John Seely Brown have written an article for the Harvard Business blog. To read the complete article, check out articles and resources, and sign up for a free subscription to Harvard Business Daily Alerts, please visit dailyalert@email.harvardbusiness.org.

Networking Reconsidered
John Hagel III and John Seely Brown

Our focus on social networks has a very different emphasis. In fact we would argue that classical networking approaches tend to undermine rather than support the value of social networks. In this world, it is not who you know, but what you learn from, and with, who you know. Contacts are of very limited value in this changing world — the name of the game is how to participate in knowledge flows.

In a rapidly changing world, the knowledge that matters the most is tacit knowledge — the knowledge that we have all accumulated from our experiences that we have a hard time expressing to ourselves, much less to each other…Accessing tacit knowledge requires a learning disposition and an ability to attract, rather than simply reaching out. Let’s contrast the classical networking approach with a learning disposition.

In the classical networking approach, the game is about presenting yourself in the most favorable light possible while flattering the other person into giving you their contact information…This approach quickly degenerates into a manipulative exchange where the real identities of both parties rapidly recede into the background, replaced by carefully staged presentations of an artificial self. These staged interactions rarely build trust. In fact, they usually have the opposite effect, putting both parties on guard and reinforcing wariness and very selective disclosure.

A learning disposition leads to a very different approach. Now the effort focuses on understanding the needs of the others, with a particular focus on understanding the biggest issues others they are wrestling with. This requires intense curiosity, deep listening, and empathy that seeks to understand the context that other person is operating in. It also requires willingness to disclose vulnerabilities, since it is often hard to get the other person to share their most challenging issues without a sense that you are willing to do the same.

* * *

John Hagel III and John Seely Brown are co-chairmen of the Deloitte LLP Center for the Edge, and have written several books focused on technology and innovation.

* * *

To read the complete article, check out other articles and resources, and sign up for a free subscription to Harvard Business Daily Alerts, please visit dailyalert@email.harvardbusiness.org.

About these ads