![]() Several years ago, Swinburne University of Technology’s Professor Dean Lusher, head of the Social Network Research Lab and program leader within the Social Innovation Research Institute, did some work with Australian Football League (AFL) teams. How does a business know whether the right people are having the right conversations? How does it identify the real influencers and the most powerful channels for information sharing? If culture turns bad, as it can in particular departments or business units, how has that negativity arrived and spread? At least, that’s what it is supposed to do. This is why organisations put great effort into establishing a collaborative culture, because it boosts levels of performance. The results for those in the latter scenario would, of course, be far higher as a group than those in the traditional situation. ![]() In another version, the teenagers are welcome to communicate with their classmates, are encouraged to walk around and compare notes, and those who excel in the topic are placed among weaker groups and rewarded for sharing their knowledge. The students must sit in silence, must not communicate with anybody and cannot even glance sideways. In one version, the rules are as we expect them to be. Consider two variations of a situation with which we are all familiar – the high school exam.
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