This link has been bookmarked by 5 people . It was first bookmarked on 17 Jun 2009, by Bertrand Duperrin.
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17 Jun 09
Gerald BrozekFür die, die ihre Position aus Horten und strategischem Verteilen von Informationen rechtfertigen, sind Social-Web Tools der Tod.
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But it also presents a threat to those managers (and information-hoarding “experts”) who have build their positions on the exclusive right to distribute information up- and downwards in a hierarchic organization.
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By the smart use of social software, a business can create a digital work environment where managers (and others) can inform themselves and learn from the activities and decisions made by people instead of just relying on transactional data and the information they get from their subordinates or managers.
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It is likely that managers, typically in middle management, who have built their own position on the exclusive right to distribute information up- and downwards in a hierarchic organization feel utterly threatened by the introduction of social software.
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Harold JarcheSocial software also presents a great possibility for managers to listen to and learn about how their business is performing by giving them access to more accurate, complete and timely information. But it also presents a threat to those managers (and info
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Bertrand DuperrinResistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.
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On each level in an organizational hierarchy, information is aggregated from subordinates, filtered and twisted by the managers so they can convey a version of the truth that aligns with their own agendas.
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But, relying too much on traditional BI can also be deceiving. The diagrams and figures on their BI dashboards do not tell them what people are doing, what problems they are dealing with, which decisions are being made, and so on.
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By the smart use of social software, a business can create a digital work environment where managers (and others) can inform themselves and learn from the activities and decisions made by people instead of just relying on transactional data and the information they get from their subordinates or managers.
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But it also presents a threat to those managers (and information-hoarding “experts”) who have build their positions on the exclusive right to distribute information up- and downwards in a hierarchic organization.
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