Collaboration can be difficult because it is centric to people sharing knowledge about something or someone. The sharing of knowledge can sometimes create conflicts when some people sharing think they know it all.
Ever witnessed someone sharing something grounded in knowledge only to be confronted by someone who thinks they know more? It happens all the time and especially in the ecosystem of business.
The ecosystem of a business is built around the hierarchy of power by influence, not by knowledge. Just because someone carries the title of CEO or King doesn’t mean they know it all it just means they have more influence, power.
The hierarchical model of “power” emerged from organization of military resources aimed at fighting and winning a war. The use of formalized ranks in a hierarchical structure came into widespread use with the Roman Army. The same mindset carried over during the industrial revolution as business grew and adopted the “command and control” mentality of the military. This same hierarchical model is evident today by organizations large and small.
A hierarchy is an arrangement of items (objects, people, values, categories, etc.), in which the items are represented as being “above,” “below,” or “at the same level as” one another. A hierarchy can link entities either directly or indirectly, and either vertically or horizontally. The only direct links in a hierarchy, insofar as they are hierarchical, are to one’s immediate superior or to one of one’s subordinates.
The emerging dynamics of all things social present evidence of a new hierarchy. Initially we are witnessing the hierarchy of popularity, the famous, the most followers, readers and influential. While this hierarchy does represent the power of influence it doesn’t equate to the typical organizational hierarchy of “power, control and money”. So one might ask what does it equate to? The answer, knowledge.
People naturally seek knowledge to learn about something or someone which adds value to their individual or organizational intent. Intentions represent multivariate purposes. Whether solving problems, looking for product or people references each intention represent the pursuit of knowledge for the sake of using knowledge for different purposes. The value traded is a currency wrapped around four distinctive capital assets being share. These capital assets are threaded in the knowledge inventory of the “crowd” which can be categories into four knowledge assets: 1) intellectual 2) social 3) creative and 4) spiritual.
The perplexing dynamics are foreign to business mind sets whose idea of creating capital is the hierarchical model of “power” rather than knowledge. The confusion comes from thinking that “money” is the only currency of capital. Individuals and organizations have grown up in thought paradigms which revolve around winning the war on results, money.
What history has not emphasized is the currency of “money” is largely an output of intellectual, creative, social and spiritual capital applied to the creation of commerce. The inputs of any system determines the quality and quantity of outputs. Evidence abounds but the evidence is not put into context of knowledge rather the evidence filters through old hierarchies of “power and control”. The problem rest with those thinking they have the power and control over knowledge. They don’t, the people do and the power and control has shifted “freely”.
Knowledge assets represent relationships. Relationships are enhanced by conversations that add value to one or many intents. These relationships can be formalized mathematically and subsequently a knowledge inventory is building and it represents capital which will transform itself into currency that surpasses the value of the dollar. Ask those that claim to know it all if they know that.