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28 Sep 11
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14 Jun 09
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13 Jun 09
Arne van ElkWeergave van de presentatie van Lee Bryant (Headshift) op de IP-lezing 2009 in het Hilton in Amsterdam. Compleet met de uitgeschreven (praktisch volledige) tekst!
Bryant, hield een, hoewel erg optimistisch, overtuigend verhaal over de informatiewaarde van online sociale netwerken: "Social networks as information filters". Via blogs, twitter, Facebook, Hyves en/of Linkedin komt er een constante stroom van gefilterde informatie op je af. Deze stroom zorgt voor wat Bryant noemt een 'ambient awareness', een soort allesomvattende kennis van wat er om je heen gebeurt. Veel van de kennis die je uit deze netwerken haalt lijkt misschien niet belangrijk, maar alles bijelkaar kan de kennis wel degelijk bepalend zijn voor te nemen besluiten. In Bryant's visie is information overload eigenlijk 'filter failure'. Het is belangrijk om je netwerk relevant en vertrouwd te houden, en daarnaast open te staan voor nieuwe invloeden.information filters informatiegedrag social media sociale netwerken information overload kennismanagement km ambient awareness intranet tags tagging filtering filters information management
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To cope with these problems, we need better filters and better radars. Your 'filters' are your network including Twitter, Delicious, Digg, Stumblupon, etc, signaling links or sites you should read because people you trust think they are important. But using your network as filters, in isolation, can lead to group think as you tend to be attracted to people with similar interests, views or roles. In built bias is not a bad thing as long as you have other mechanisms for finding new information. This is where your 'radar' comes in. It comprises alerts, searches and smart feeds, which are always on the look out for new stuff. The combination of the two things is needed to capitalise on ambient awareness.
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In fact, one of main purposes of knowledge management is to help people find good information on which to make better decisions. This is far more involved than people processing email, memos and other document-centric communications. People are incredibly adept at receiving and processing ambient information. In the office we overhear other people's conversations, we see what people are working on, we receive snippets of news from our feeds or the paper, and so on. This information is constantly feeding our consciousness. And the human brain has evolved process these huge volumes of fragmented ambiguous information. But if people constantly have their noses in their inbox, or they are forced into document-centric models of information sharing, they are cut off from valuable information sources and flows.
Online social networking acts as an excellent operational information filter. We are used to connecting with people and exchanging information in spaces, and this behaviour is reflected online in social and business networking sites like Facebook and LinkedIn. Instead of going to Google to search for the best restaurants in NYC, people now go to their network and get better more relevant results.
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Likewise, the process of social tagging is fascinating, especially its effect on interactions and understanding. As we label our information, we find people that share our perceptions or interests, or we even add new meaning through the label itself. This is the power of folksonomies over taxonomies which for decades have made information impossible to find for most people. Instead of trying to structure everything and remove all ambiguity, we should use a top-down categorisation system for things that are broadly correct (e.g. regions, products, practice areas) and below that allow human-generated emergent metadata like labels to act as a more effective social way of navigating through information. Allowing the structure of the language to come from people in the field.
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For information professionals, this means moving from tending boxes and labels to becoming information networkers. It means being guides rather than gate keepers. Information professionals need to share 21st century competencies with people, helping them to use their networks as filters and establish their radars giving greater control to the individual. All of this points to a much more interesting future role for information professionals.
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