I recently conducted a two-part interview with Juliette Powell (author of 33 Million People in the Room) at the OD Network Conference in Seattle, just after she delivered the final keynote speech, titled “The Technology of Relationships: Social Networking and the Future of Human Communities.” This first interview gives you a behind-the-scenes look into Juliette’s take on the field of OD after delivering the keynote and meeting with OD practitioners for several days. You’ll especially want to watch if you were at the keynote or you plan to watch it on YouTube when it gets posted by the OD Network. I highly recommend you watch that keynote address when posted; her points are crucial for OD practitioners to remain relevant in the shifting organizational and media landscape.

You won’t want to miss our upcoming blog post featuring the second interview. There she clears up the misconception from the keynote address around her provocative comment regarding the demise of traditional conferences. She also further elaborates on her upcoming Leadership Engine project – an exciting new development for OD.

Here is a quick glimpse of that comment regarding the future of conferences during the keynote address

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For those interested in the future of organizations with respect to the social-technological systems that enable people to be effective in the organization, and for those interested in the future of how conferences may be organized, be sure to visit this blog for our second interview with Juliette.

I was fortunate enough to spend some time with Juliette during the conference. She is a fascinating individual who is passionate about her work and is clearly making a significant contribution to the world. Our private discussions about our own personal transparency on the web may ironically become increasingly public, in that we may continue these discussions on various social networks and in public online spaces, as they may be of interest to others (she has already challenged me to change my personal Twitter handle from @rhetor to my full name). Perhaps it is not ironic after all, but rather a small example of the greater discussion around authenticity and community that Juliette challenges us to wrestle with as we strive to be effective and happy in our organizational and personal lives. I see the lines blurring between those we used to call “public figures” and “everyone else,” and maybe that can produce extraordinary results. If you have a strong opinion on this please be sure to comment on this post. Can it be taken too far? For an extreme example of such behavior, see We Live In Public.

During her keynote Juliette tells us that those companies who are at the center of their industries are ones that gather the most information, hence achieve the best results. One of the keys to arriving at the center of one’s industry is having the most connected employees, both online and offline. I would tell those companies who currently block social networking sites at their offices to promptly purchase Juliette’s book and reconsider their policies!

This week at the OD Network Conference, organization development consultants – -seasoned and newly inspired – gathered to hear one of our favorite thought leaders, Peter Block. Block spoke of the “collective possibility” to “create a future distinct from the past.” This conference, like so many others, lives off of this premise – that people come together to share experience, debate new ideas, learn from each other in order to move their cause, profession or passions forward.

Individuals gathered in “community” can be a powerful force to bring about change at the macro level. And, at the micro level, it simply rejuvenates the individual to be with those who share their interests. Conferences mimic real-life in this way, offering a myriad of concurrent sessions on different topics. When the doors close, the community filling the chairs reflects those who chose to put their time and energy into this particular collective conversation. For the next 90 minutes, the exchange will feed their need to learn, contribute, and form new opinion.

The need to connect with others in community is part of our DNA. In historical times, tribes and clans held us together. Other examples of our need to “belong” to a community include our choice of religion, our expression of our cultural heritage, our loyalty to our company, and more benign examples: college fraternities, rock band groupies, football fans, and those who won’t miss an episode of Heroes! Not only do we get new ideas, we also find information, support and a sense of identity within these groups. But community is not just about what we receive, it’s also about the fulfillment of giving. Consider those in public office or those who organize the local food drive. And each of us gives in small and fleeting community moments as well. Think of how you felt when you helped lift a suitcase into the overhead, or gave directions to a “stranger” on the street.

We see how the power of community plays out in organizations of all kinds. In our book, Social Media At Work, we share how social media tools such as wikis, blogs, and social networking sites accelerate the formation of community and improve performance. These tools enable people who would have never known of each other to connect, communicate and collaborate on difficult problems or new innovations. They facilitate learning and provide new ways for us to engage with each other, to receive and to give our ideas, our opinions and our insights. (Although we haven’t met, you’re reading this now!) This kind or community within organizations – large, small, public, corporate, social – will certainly super charge our ability to effectively “create a future distinct from the past.”

The other night we were honored to be invited to a mixer hosted by Plus Delta Consulting. There we met new friends and found old friends from the previous year’s conference. This new community exchanged ideas, shared wisdom from our experience, and sparked possibilities for new collaborations. Yes, like many others we met at the conference, we will keep in touch via the Internet. We will tweet and blog and join the online social network, and this will keep our community energized. But, we all know that there’s nothing like a good old-fashioned handshake. For that reason, we look forward to seeing everyone again next year to revel in the collective possibility and to continue shaping a future distinct from our past.

Are Web 2.0 and social networking technologies the next “great app” in the field of OD to enable self-organizing systems and to build better working relationships in the organization?

If I were a betting man, I would bet that half of the attendees at this year’s OD Network conference would click “Delete” on their email application if this showed up in their mailbox. The other half (or less?) would be intrigued and hit the “scroll down” button to read more. Are we at the “cutting edge” of OD by talking about the role of Web 2.0 technologies instead of talking about “authenticity”, “power and affiliation needs”, or “process facilitation”? Or are we so far off base in introducing this vernacular into the lexicon of OD professionals that we will see it fall off the radar screen of OD and into the abyss of other “flash in the pan” concepts?

Many OD professionals can’t tell you the difference between a “blog” and a “blob”. Or a “Tweet” from a “Twit”. But by now, it’s safe to say that most OD folks know “Google” and “Yahoo”. So what about these social networking apps like Facebook, MySpace, LinkedIn, Twitter, and others? Surely, most OD professionals have at least begun to recognize the value of having a presence on LinkedIn, as it is the leading professional networking application out there. It’s a great way to reconnect with colleagues, former college classmates, etc., and find out what everyone’s been up to, right?

And most folks who have been on Facebook or MySpace will tell you that these can afford great opportunities to keep in touch with family and friends, to reconnect for high school reunions, or to share family photo albums of last summer’s vacation. And most folks will have had the opportunity to use one of the many “instant messaging” applications for real-time communication with co-workers and friends.

But do these tools, and the use of these tools, need a close look in terms of the power they wield in aiding self-organizing systems? Some would say you should pick up the phone and talk to your co-worker, rather than “IM” them, but what if your co-worker is across the world, working on a software design problem, and happens to notice that you’re online and can probably answer a quick question? (Saves the embarrassment of waking your colleague up at midnight over what might seem like a trivial question). Are there “rules” or “best practices” that need to be developed for using Web 2.0 apps effectively? What about the questions of leadership, authenticity, power, authority, transparency, feedback, and trust while using Web 2.0? How DOES emotionally laden content get conveyed and filtered in a blog about healthcare reform, politics, or downsizing the company?

Click below to add your comments. We recognize that many of you may be reading this while at the OD Network Conference; now is the time for this conversation. See Michael Liskin’s post on the potential for this conference to become a tipping point for the introduction of web 2.0 into our field.

A current Yahoo news story reports:

“A new survey developed by Robert Half Technology suggests people who like to use social-networking Web sites while they’re at work could be violating company policy. Fifty-four percent of the companies surveyed said they prohibit the use of social-networking sites, like Twitter and Facebook.”

“There are some places that allow social-networking, but not many. About 20-percent allow employees to use social networking sites for work purposes only. Only 16-percent allow personal use.”

I attended a conference on Talent Management about a year ago, and a panel discussion debated whether or not such social networking sites like Facebook, MySpace, Twitter, LinkedIn, and Second Life should be allowed in the workplace. The consensus?

There is none.

The fascinating thing is this whole generational difference issue. I mean, “old school” folks who are Baby Boomers and getting ready to retire, say, “No way! Facebook, Twitter, and all that stuff is a waste of time in a business setting!”.

Ask a Gen “X” or Gen “Y” employee, and they will tell you a different story. It’s the way they keep in touch with their peers in a virtual world. They will tell you it enhances their productivity because they can instantaneously access a peer across the world to get an answer to a quick, but business critical, question.

Ask anyone who has worked on global projects can attest, being able to interact virtually is mission-critical to getting work done.

But how does this play out against the question of “work-life balance”? Hey, as I write this blog, I’m watching a baseball game on TV at home (hope the Dodgers win), planning my calendar for tomorrow, and trying to carry on a conversation with my wife and college-age son.

Are there limits to social networking? When is it appropriate and when is it “too much”? Should social networking sites be allowed, or even encouraged, in the workplace? What are your company policies? Does your company’s IT security policy block access to these sites? Is it a terminable offense?

Or does your company condone, or even encourage social networking? How do you use these tools at work?