The Next Next Common Sense
hierarchy. Internal expertise directories at companies like Deloitte create visibility for specialized knowledge that transcends reporting structures. And peer recognition systems at organizations like Southwest Airlines enable appreciation to flow multidirectionally rather than exclusively from management. These collaborative approaches fundamentally transform territorial dynamics by creating what sociologist Carol Heimer calls “surplus ac- knowledgment”—recognition practices that generate more acknowledg- ment than would be available through competitive frameworks. When people trust that their contributions will receive appropriate acknowl- edgment without requiring territorial defense, collaboration naturally increases. This doesn’t mean eliminating all competitive elements from recogni- tion systems. Healthy competition can motivate performance and create productive tension when properly balanced with collaborative recogni- tion. The key lies in designing systems where competition occurs within frameworks of mutual respect and shared purpose rather than undermin- ing collective achievement. The most effective organizations create recognition ecosystems that include both competitive and collaborative elements appropriately bal- anced for different contexts. Sales teams might maintain healthy competi- tion around individual targets while simultaneously receiving recognition for collaborative customer success. Research scientists might compete for publication priority while being acknowledged for knowledge sharing that advances the field. And leadership teams might maintain competitive advancement paths while receiving recognition for developing organiza- tional capability beyond their immediate domains. Ethical Dimensions of Digital Recognition As recognition systems become increasingly digital, algorithmic, and pervasive, their ethical dimensions demand explicit attention. These sys- tems don’t merely reflect existing value judgments—they actively shape
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