RIP, Networking: Is the One Skill I Owe Most to -- Obsolete?

RIP, Networking: Is the One Skill I Owe Most to -- Obsolete?

In a world where technology is rapidly advancing and the internet has become an integral part of our lives, many people argue that networking, as we know it, is becoming obsolete. However, I strongly believe that networking is not overrated and is here to stay, albeit in a different form.

The traditional way of networking, such as attending conferences and events, is still valuable and effective. But with the global nature and massive scale of the internet, there are now more opportunities than ever to connect with people from every corner of the globe. The key is to leverage the power of the internet and create useful content online.

When you create content, whether it be through blogs, writing, podcasts, or videos, you are sharing your knowledge and ideas with the world. This allows people to access your expertise without taking up your time. In a knowledge-driven economy, your ideas are the most valuable currency. By publishing your ideas, you create your own "Serendipity Vehicle" – a magnet for ideas, people, and opportunities.

The beauty of creating content is that it has the potential to resonate with people across the globe. When your ideas resonate with others, they will discover you and bring you unexpected opportunities. These opportunities can open doors you never knew existed. It is through these connections and collaborations that humans can come together to solve problems that only humans can solve.

While the nature and how of networking are changing, the concept of networking itself is not becoming obsolete. In fact, networking is evolving to adapt to the digital age. The internet provides us with endless possibilities to connect and collaborate, and it is up to us to leverage these opportunities.

One book that explores the concept of knowledge creation in companies is "The Knowledge-Creating Company." The book emphasizes the importance of continuous innovation and knowledge creation in today's uncertain economy. It highlights the need for organizations to tap into the tacit knowledge of their employees and make it available for testing and use by the company as a whole.

The Japanese approach to knowledge creation focuses on personal commitment and a sense of identity with the enterprise and its mission. It recognizes that creating new knowledge is not simply a matter of processing objective information. Instead, it depends on tapping into the subjective insights, intuitions, and hunches of individual employees.

The process of knowledge creation starts with the individual. It begins with an insight that leads to new knowledge. This knowledge can be categorized as either explicit or tacit. Explicit knowledge is formal and systematic, making it easily communicated and shared. Tacit knowledge, on the other hand, is deeply rooted in action and an individual's commitment to a specific context.

The journey from tacit to explicit knowledge involves sharing tacit knowledge directly with others, converting tacit knowledge into explicit knowledge, and internalizing explicit knowledge to broaden one's own tacit knowledge base. This spiral of knowledge creation is fueled by metaphors and analogies that merge different areas of experience and reconcile contradictions.

Redundancy plays a crucial role in the knowledge-creating company. By consciously overlapping company information, business activities, and managerial responsibilities, organizations can spread new explicit knowledge throughout the company. Strategic rotation and free access to company information also contribute to building redundancy.

During times of crisis or breakdown, ambiguity can be a source of alternative meanings and fresh perspectives. Embracing ambiguity and chaos can lead to the birth of new knowledge. Top management can provide a sense of direction by categorizing the company's knowledge base and setting standards for justifying the value of knowledge.

In the knowledge-creating company, teams play a central role in fostering effective reflection and dialogue. Through interaction and collaboration within teams, individuals can continuously learn and develop their knowledge.

In conclusion, networking is not overrated, nor is it becoming obsolete. It is evolving to adapt to the digital age and the global nature of the internet. By leveraging the power of content creation and embracing the concept of knowledge creation within organizations, we can continue to connect and collaborate in new and meaningful ways.

Actionable Advice:

• 1. Embrace the digital age and leverage the power of content creation to share your knowledge and ideas with the world.

• 2. Foster a culture of knowledge creation within your organization by tapping into the tacit knowledge of your employees and making it available for testing and use.

• 3. Embrace ambiguity and chaos as a source of alternative meanings and fresh perspectives, especially during times of crisis or breakdown.

By following these actionable advice, you can harness the power of networking and knowledge creation in the digital age to unlock new opportunities and drive innovation. Networking may be evolving, but it is far from obsolete.