This link has been bookmarked by 23 people . It was first bookmarked on 05 Dec 2007, by Scott Vine.
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08 Jul 09
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23 Mar 09
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22 Mar 09
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Reducing additional work
Collaboration and knowledge sharing take time. The technical process takes time, but more significantly, wording your thoughts takes time.
Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way). In practice this means single sign on, one-click editing and instant gratification on saving. Hurdles like slow technology, login screens, workflow approvals or training kill collaboration before you even start.
The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”. Publishing information early and often (rather than infrequently and completely) moves authorship away from essays and succinct conclusions towards sharing of insights and decisions. The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).
Policy opportunities exist to move (but not reduce) the work of sharing knowledge. For example, information is shared verbally on the condition that the recipient will publish it for wider consumption. He who asks, documents. A solution like this rewards the giver with time, builds knowledge on-demand and provides learning reinforcement for the recipient.
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- The system always contains the latest information, building trust and adoption.
- The process is easy to enforce and success is readily measured (by monitoring email announcements, the only alternative).
- Work and risk is minimised for contributors.
- Through search, archived flows become a rich and readily available stock.
A focus on capturing the flow has many advantages:
Over time, the flow of decisions and insights washes over the organisation, helping each person refine their mental map and build a personal body of knowledge. When new items fit their mental model, they can be increasingly confident and aligned in decision making. When news doesn't fit their mental model, they can seek clarity or raise an area of concern.
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- Individuals and interactions over processes and tools.
- Ease of use over comprehensive training.
- Flexible tools over completeness.
- Responding to needs over creating demand.
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(That is, while there is value in the items on the right, we value the items on the left more.)
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18 Mar 09
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Some information should be open, but isn’t. Some information needs to be closed and controlled. Some ideas should be discussed in the open, while other ideas need to be carefully communicated.
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Success is defined by what we do, not what we have the opportunity to do. Implementing a Wiki isn’t success, building an organisation that will take collective ownership and collaboratively edit content is.
- 25 more annotations...
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- Make contributions in an open space that are not policy or announcements.
- Edit work or information that is owned collectively.
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Successful Enterprise 2.0 style collaboration requires both technical and cultural maturity. While technology opens immediate potential, organisations must grow towards new patterns of usage and collaboration.
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- Sharing knowledge adds more work (“I don’t have time to share”); and
- Sharing knowledge increases personal risk (“I don’t want to share”).
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more significantly, wording your thoughts takes time.
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Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way).
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The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”.
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Publishing information early and often (rather than infrequently and completely) moves authorship away from essays and succinct conclusions towards sharing of insights and decisions. The ultimate method for
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sharing without increasing work is to move the work in progress into an open environment (share everything by default).
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Collaboration and knowledge sharing increase personal risk by creating a published, traceable flow of inputs (My mistakes are permanently recorded!) and making past information less valuable than new ideas (What if they don’t need me anymore?).
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In fact, most people are comfortable with publishing or sharing "finished product".
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Unfortunately, most knowledge work is a constant work in progress without a clear end-point and thus never reaches the point of being shared.
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The solution is to encourage content contributions that are finished enough to be low-risk publishable, but are not so big as to never reach completion.
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flow of information
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is far less risky than publishing final knowledge (I own the final decision)
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- The system always contains the latest information, building trust and adoption.
- The process is easy to enforce and success is readily measured (by monitoring email announcements, the only alternative).
- Work and risk is minimised for contributors.
- Through search, archived flows become a rich and readily available stock.
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following values for building Enterprise 2.0 collaboration systems:
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- Individuals and interactions over processes and tools.
- Ease of use over comprehensive training.
- Flexible tools over completeness.
- Responding to needs over creating demand.
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Always sacrifice features and power for ease of use
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In reality, people like to push and abuse tools that are comfortable, flexible and part of their every day work (e.g. email, Excel). Wiki's, blogs and search are great examples of simple tools that can be used for a myriad of purposes without needing a million customisations or extensions.
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meet an existing need. If you build it, they won't come. But, you can build it around where they already are.
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Overall, the aim is to build on the strengths of JCintra by adding ideas and project milestones to the flow of information that washes past people on the Intranet home page. With time this will build a powerful stock but, most importantly, it immediately provides ideas and stimulation to drive interactions between individuals.
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both technical and cultural maturity
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Janssen-Cilag has adopted an open Wiki with the potential for collective ownership, but usage remains dominated by individual contributions to a shared space
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To encourage an organisational shift along the enterprise collaboration maturity model, Enterprise 2.0 leaders should focus on capturing the flow of information. Over time, the flow builds not only a stock of searchable knowledge but also a reputation as the source of fresh ideas and trusted up-to-date content.
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echnology piece is about 5 to 10 percent of the effort, changing the way work is done is the 90 to 95 percent of the effort
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09 Nov 08
L@jost EU projectThe two cultural barriers to collaboration
There are dozens of reasons and millions of excuses as to why people won't share knowledge; but they all fall within two areas:
1. Sharing knowledge adds more work (“I don’t have time to share”); and
2. S -
03 Oct 08
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28 Sep 08
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Technology creates opportunity for changes of behaviour and helps shift the conversation away from excuses (it’s too hard) to reasons (it’s too risky).
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Reducing additional work
- 5 more annotations...
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single sign on, one-click editing and instant gratification on saving
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The time taken to correctly phrase thoughts and distil ideas is unavoidable, but can be minimised by changing our expectation of shared content away from “finished product” towards “work in progress”.
-
The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).
-
- Individuals and interactions over processes and tools.
- Ease of use over comprehensive training.
- Flexible tools over completeness.
- Responding to needs over creating demand.
-
Training in systems is important, but only after we've done everything possible to design for zero training.
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10 Mar 08
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13 Feb 08
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06 Feb 08
Martin LindnerJCintra continues to function as an incredibly easy to use Intranet, rather than as a genuine Wiki. In fact, 85% of our 3000 pages only have one contributing author.
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09 Jan 08
Joe BAn article about etreprise 2.0 in practice
** .article [EN] enterprise2.0 collaboration wiki web2.0 management for:hannes
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26 Dec 07
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11 Dec 07
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10 Dec 07
Dan KeldsenNice post on embedding Enterprise 2.0, primarily wikis, into a 1.0 culture. Making the "wiki whackiness invisible" seems to be key.
enterprise2.0 wiki collaboration socialsoftware jcintra e-gineer culture1.0 intranet e2casestudy
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07 Dec 07
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06 Dec 07
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- Make contributions in an open space that are not policy or announcements.
- Edit work or information that is owned collectively.
- Sharing knowledge adds more work (“I don’t have time to share”); and
- Sharing knowledge increases personal risk (“I don’t want to share”).
All knowledge work is either individual or group based, and it is always performed in an individual, shared or open environment.
The Enterprise Collaboration Maturity Model depicts these work models, and incorporates the cultural journey that enterprises take to reach each stage. Currently, Janssen-Cilag provides an open Wiki (high capability maturity) but primarily uses it as Groupware (medium usage maturity).
To continue our journey, Janssen-Cilag needs to become comfortable with the idea that published content is not finalised. Specifically, we need users to:
These negatives cannot be eradicated, but they can be minimised.
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Tools for collaboration must do everything possible to reduce the friction of contributing. It needs to be so easy to use, that you can literally laugh at anyone who tells you it is too hard (in a nice, let me show you, kind of way). In practice this means single sign on, one-click editing and instant gratification on saving. Hurdles like slow technology, login screens, workflow approvals or training kill collaboration before you even start.
- 8 more annotations...
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changing our expectation of shared content away from “finished product” towards “work in progress”
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The ultimate method for sharing without increasing work is to move the work in progress into an open environment (share everything by default).
-
He who asks, documents.
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The solution is to encourage content contributions that are finished enough to be low-risk publishable, but are not so big as to never reach completion.
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- Individuals and interactions over processes and tools.
- Ease of use over comprehensive training.
- Flexible tools over completeness.
- Responding to needs over creating demand.
-
First we will make internal blogging available to all employees.
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To encourage an organisational shift along the enterprise collaboration maturity model, Enterprise 2.0 leaders should focus on capturing the flow of information. Over time, the flow builds not only a stock of searchable knowledge but also a reputation as the source of fresh ideas and trusted up-to-date content.
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05 Dec 07
Frank HammTechnology creates opportunity for changes of behaviour and helps shift the conversation away from excuses (it’s too hard) to reasons (it’s too risky).
wiki case-study enterprise2.0 intranet corporate-culture collaboration serena
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