SUBTITLE: Your series is TOO LONG, I DID NOT READ It!
This post is #2 in an collaborative eight part series by Brad Szollose and I about how culture shapes technology.
Your attention is valuable to us! In this section, you will find the contents of this entire blog series distilled down into a flow chart and one-page table. Our plan is to release one post each Wednesday at 1 pm ET.
Graphical table of contents
The following flow chart is provided for readers who are looking to maximize the efficiency of their reading experience.
If you are unfamiliar with flow charts, simply enter at the top left oval. Diamonds are questions for you to choose between answers on the departing arrows. The curved bottom boxes are posts in the series.
Here’s the complete list: 1: Intro > 2: ToC > 3: Video Reality > 4: Authority > 5: On The Game Training > 6: Win by Failing > 7: Go Digital Native > 8: Three Takeaways
Culture conflict table (the Red versus Blue game map)
Our fundamental challenge is that the cultures of Digital Immigrants and Natives are diametrically opposed. The Culture Conflict Table, below, maps out the key concepts that we explore in depth during this blog series.
| Digital Immigrants (N00Bs) | Digital Natives (L33Ts) | |||
| Foundation: Each culture has different expectations in partners | ||||
| Obey RulesThey want us to prove we are worthy to achieve “trusted advisor” status.
They are seeking partners who fit within their existing business practices. |
Test BoundariesThey want us to prove that we are innovative and flexible.
They are seeking partners who bring new ideas that improve their business. |
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| Permission DrivenOrganizational Hierarchy is efficient
Feel important talking high in the org Higher ranks can make commitments Bosses make decisions (slowly) |
Peer-to-Peer DrivenOrganizational Hierarchy is limiting
Feel productive talking lower in the org Lower ranks are more collaborative Teams make decisions (quickly) |
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| Formalized & StructuredWaits for Permission
Bounded & Linear Requirements Focused Questions are interruptions |
Casual & InterruptingDoes NOT KNOW they need permission
Open Ended Discovered & Listening Questions show engagement |
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| Obeys RulesAvoid Risk—mistakes get you fired!
Wait and see Fear of “looking foolish” |
Breaks RulesEmbrace Risk—mistakes speed learning
Iterate to succeed Risks get you “in the game” |
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| Knowledge is Concentrated Expertise is hard to get (Diploma)
Keeps secrets (keys to success) Quantitate—you can measure it |
Knowledge is Distributed and SharedExpertise is easy to get (Google)
Likes sharing to earn respect Qualitative—trusts intuition |
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Hopefully, this condensed version got you thinking. In the next post, we start to break this information down.
Keep Reading! Next post is Video Reality
Rob Hirschfeld 
Love it! Juxtaposition amplifies the message.
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One of the things I’ve been thinking about for a few years (with different terminology) is that Digital Natives have a fault tolerate network that enables them to perform better. They use multi-path routing to get around bad nodes in their personal and corporate network (hierarchy). If someone in the organization blocks them or blocks the team from performing, they will route around that person, generally ignoring hierarchy. Dead nodes quickly lose their value in the organization.
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love it! speaks to today’s post about the culture of doing.
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