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Social Media And Management
"In order to determine whether management should understand and use social media one must consider the role of management."
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In his book Out Of The Crisis (1986) W. Edwards Deming said “We are living in prison, under the tyranny of the prevailing style of interaction between people, between teams, between divisions.” We must replace the idea that we need competition between people with cooperation. Present practices squeeze intrinsic motivation, self esteem and dignity out of people over their life time. The forces of destruction such as forced distribution of grades, merit systems, competition between people and groups, incentive pay, numerical goals, explanation of variances, and treating every group as a profit center. People are born with such as intrinsic motivation, self esteem, dignity, cooperation, and joy in learning.”
How do you create a culture that is not afraid to fail (or be more receptive to social media?)
So, we came up with this topic: "Creating a Culture that is not Afraid to Fail." I thought this would be a great opportunity to reflect on some of my recent blog posts on this topic as well as gain new insights from others who work on social media in a corporate (and nonprofit) setting as well as my network.
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Must come from the top: reward learning
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Unpack the fear of failure through internal discussions
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ignorer le 2.0, c’est comme ignorer l’iceberg sous la pointe… de votre entreprise | Analystik - blog
Rappelons que les données structurées ne représentent que 4 % du SAVOIR de l’entreprise et sont le fait des activités de l’entreprise elle-même. Ainsi, le SAVOIR en entreprise est difficilement localisable et identifiable sinon que dans la tête des gens et il ne se trouve surtout pas dans les entrepôts de données.
SAVOIR
4% données structurées
20% données non structurées
74% non documentées (contenues dans la « tête » des gens)
Toyota’s Secret: The A3 Report
While much has been written about Toyota Motor Corp.’s production system, little has captured the way the company manages people to achieve operational learning. At Toyota, there exists a way to solve problems that generates knowledge and helps people doing the work learn how to learn. Company managers use a tool called the A3 (named after the international paper size on which it fits) as a key tactic in sharing a deeper method of thinking that lies at the heart of Toyota’s sustained success.
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A3 management is a system based on building structured opportunities for people to learn in the manner that comes most naturally to them: through experience, by learning from mistakes and through plan-based trial and error.
Serious Games : Le Loyalist College constate 30% d'amélioration avec Second Life
Linden Labs, l'éditeur de Second Life, vient de publier une étude de cas sur le Loyalist College, une université canadienne, qui, entre autre, forme des douaniers. Selon l'Université, l'utilisation de Second Life comme outil de simulation et de formation, aurait permis d'augmenter les succès aux examens de 30%.
The Importance of Cultivating Interdisciplinary Relationships
The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.
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Expanding your definition of who you count as a colleague is not just a petty semantics game. It will help shape the way you interact with people, and could lead to more meaningful relationships where none would otherwise exist
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But by sticking to familiar ground you’re only doing yourself a disservice in the end.
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Integrating Learning and Work
Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.
Where’s the money?
Now, I believe that learning is more than skilling up to some minimal baseline. I believe it encompasses the information access to support performance, mentoring from the top end of novice through practitioner, and communication and collaboration that supports problem-solving and innovation. And the associated skills. Not only do novel inquiries and problems get dealt with, but new products, services, customer experiences, and more are the outcome of the full performance ecosystem.
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where would an organization get 20-25% performance improvement? Not just from training, I’ll wager. You need to create a more coherent learnscape, where people are continually moving to the center of their communities of practice, where more people are effective learners, self-learners, and together-learners, where the cultural values and learning skills are as explicit as the organizational goals and individual roles
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where’s the money? I want to suggest that when it gets into problem-solving, innovation, etc, it goes beyond a training budget to operations and R&D. R&D will undoubtedly have some infrastructure costs, but I’ll suggest that the innovation and problem-solving skills that are supported across the organization will have a substantial impact on R&D outcomes as well as more operational metrics.
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The New Organization Model: Learning at Scale - The Big Shift - HarvardBusiness.org
In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?
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From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
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talent will pull institutions into the 21st century.
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When Will We Ever Learn?
There are many, many instances of financial incentives driving behavior that then causes organizations major problems. This fact raises the question of why no one ever seems to learn anything—which explains why the current situation with home mortgages looks remarkably like the case of making bad loans to countries that couldn’t repay them about 25 years ago and a little like the savings and loan mess of the late 1980s.
I can point to three key reasons why collectively we seem to learn nothing from past mistakes:
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Lack of focus on understanding failure.
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Over-reliance on compensation as a management tool.
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Harold Jarche » Accountability
If an organisation is only focused on outcome-based accountability can it thrive in more active or random environments? It seems that most markets and socio-economic structures are becoming more chaotic - just try to predict the price of gas for next month. Re-framing the concept of accountability is an important conversation to start with HR professionals and executives.
The Double Meaning of "Feedback"
"Feedback" is one of those loaded, double-meaning words in today's workplace - words that connote very different things to members of different generations.
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If you're a Boomer, consider what you expect to happen when you have a "feedback session" with your boss. In all likelihood, the purpose of this exchange would be to assess your performance, to render a judgment. Because Boomers love to win, your hopes may be high for a prize - but still it's not exactly the sort of thing one wants to go through on a daily, weekly, or even monthly basis - once or twice a year is plenty, thank you very much.
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If you're a member of Generation X, the meaning of "feedback" is similar - it relates to an assessment or judgment. But the hoped-for outcomes may be a bit different. More money is great, but so is a longer leash -- more freedom to operate in your own preferred way.
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Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem — HBS Working Knowledge
Team familiarity helps team members successfully locate knowledge within a group, share the knowledge they possess, and respond to the knowledge of others. While team familiarity may help all teams to better coordinate their actions, it may play a particularly important role for teams with individuals looking to apply knowledge from their varied experience. This possibility leads to the question that provides the foundation for this paper: Does team familiarity moderate the relationship between variation in experience and performance?
Favoriser l'apprentissage
Devenir une entreprise apprenante a fait le succès de Toyota et du courant Lean. Le Lean Software Development reprend le principe et place au coeur de cette stratégie deux outils incontournables: Itération (Tool 3) et Feedback (Tool 4). Sur ces deux outils vont alors s'appuyer d'autres préconisations comme la synchronisation, les alternatives de conception, la communication sur les contraintes et l'émergence de la solution.
En somme : on apprend par la pratique (et donc) on apprend aussi de ses erreurs... Au fond, c'est tellement vrai !
Management in the Knowledge Economy
A very useful chart shows that in the “execution as efficiency” model leaders provide the answers and employees follow directions. New work processes are developed infrequently and implementing change is a huge undertaking. Problem solving is rarely required and judgement is not expected.
In the “execution as learning” model leaders set direction and articulate the mission and employees discover answers. Work processes keep developing and small changes, experiments and improvements, are a way of life. Problem solving is constantly needed, so valuable information is provided to guide employees’ judgement.
Changing Knowledge Worker Attitudes | Work Literacy
In a knowledge economy, knowledge and information is power. The more you know, the more you can do with it, the more marketable you are. You can’t AFFORD to let an organization tell you what you should be learning–too many organizations, businesses and nonprofits alike, are so busy struggling for survival that they aren’t even sure what needs to be learned anyway.
Connecter, échanger et contribuer... et si c'était ça «apprendre»!
«Apprendre est une activité individuelle qui souvent se réalise et qui est appuyée par d’autres. On peut apprendre seul, mais pas par soi-même. À moins de vivre sur une île déserte, nous apprenons socialement.»
Building Social Media Relationships
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Connect with people through common interests
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Get to “know” the people I interact with because they share information
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