Bertrand Duperrin's Library tagged behaviors →  View Popular, Search in Google

"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

organization employees leadership onboarding culture behaviors learning operations engagement audience transformation change competencies

"Here's a very serious question: Are the tools your company's employees use to do their job more or less motivating to that end than the apps, games, and social services they use to do something other than their job? Put another way, does the software your people use for play improve the quality of their work, more than the software they use for work?"

salesforce motivation rypple humanresources reward merit behaviors competencies skills gamification

"I actually believe there are qualities or behaviors that are distinctly different from business-as-usual and that can help businesses extract value from social media behaviors and technology. To me, they are what define a social business (and, yes, I do mean a business aligned with social media-based behaviors not necessarily a more socially responsible company. This latter definition is important just not my particular focus for now.)

We are a social business. That means we practice what we preach to our clients. There are 5 key behaviors of a social business that we focus on. I would love to hear what others think: "

socialbusiness values collaboration innovation casestudies ogilvy behaviors agility adaptiveness customerrelationship bigdata informationoverload analytics

"“Social is hard!” is something I hear repeatedly by most of my clients and those I talk to. It is one of the issues I continually run across in my work with organizations trying to better understand social software and collaboration tools for their organization as well as helping vendors better understand their gaps and how to close them as social scales.

I have my “40 Plus Social Lenses” that I use to set foundations and understandings to better see issues, gaps, and understand the potential ways forward. Everything requires testing and rarely does the good solution work everywhere as there are no best practices, because what we are working with is humans and how they are social. Humans and how we interact is not simple, we are not simple social creatures."

social socialsoftware enterprisesocialsoftware people adoption behaviors culture organization

" Effective organizational collaboration comes about when workers regularly narrate their work within a structure that encourages transparency and shares power & decision-making. I have also learned that changing work routines can be a messy process that requires significant time, much of it dedicated to modelling behaviours. "

behaviors collaboration sharing personalknowledgemanagement

"Shifts in global, societal, technological, economic, and socio-political trends will shape the future of work. The culmination of these distinct trends across multiple facets of societal and technological advancement will lead to an increased use of game mechanics in the workplace of the future. Over the last several years, several Microsoft teams have deployed “productivity games” to improve software engineering processes through the application of game mechanics. Augmenting a business process with game mechanics has led to significant productivity improvements. These lessons support the notion that games can – and will – be an important component of the workplace of the future."

work gamification productivity skills behaviors

"I was mulling over this when I was invited by Hindustan Times to speak at Dialogues on the topic: ‘Are employees invisible to the HR? Rethinking tomorrow’s organization!’

I could not disagree more, I thought. I strongly believe that employees can never be invisible to human resource professionals. They are, in fact, the very raison de être of HR.
But I also could not help thinking: Perhaps it is time for HR to become invisible."

humanresources generationy behaviors culture management linemanagers middlemanagement

"Une récente étude publiée par Gist a permis de souligner l’évolution des styles de travail, de par l’impact des nouvelles technologies dans notre quotidien.

Sur cette infographie, sont présentées les différentes caractéristiques des styles de travail d’hier et d’aujourd’hui."

management hr workmodels behaviors infographics

"One of the questions that comes up all-too-frequently when discussing social collaboration in the enterprise these days is the (still) infamous ROI question. Sometimes this is because the various manifestations of Enterprise 2.0 and social intranets haven't gone past the "we'd better start adopting or we'll be in the stone ages" stage that e-mail or traditional intranets themselves reached well over a decade ago."

socialbusiness ROI enterprise2.0 collaboration functions roles workplace socialworkspace culture behaviors work intelligence socialbusinessintelligence

"One of the most difficult challenges companies face today is how to be more flexible and adaptive in a dynamic, volatile business environment. How do you build a company that can identify and capitalize on opportunities, navigate around risks and other challenges, and respond quickly to changes in the environment? How do you embed that kind of agility into the DNA of your company?

The answer is to distribute control in such a way that decisions can be made as quickly and as close to customers as possible. There is no way for people to respond and adapt quickly if they have to get permission before they can do anything."

adaptability control podularity pod empowerment value processes values rules behaviors scalability costs

Il convient de relever les nouveaux défis de la complexité de cette entreprise nouvelle et d'assembler les premières pierres de l'édifice qui reste à ériger. Celui du modèle de création de valeur et du fonctionnement de l'entreprise nouvelle dans un monde ou l'énergie et la matière, les ressources et les ingrédients de base de l'ère industrielle que nous laissons peu à peu derrière nous, laissent place à l'information - la nouvelle énergie - et à la matière grise que chacun active.

organization management enterprise2.0 socialbusiness transformation change behaviors trust knowledgeeconomy ROI humancapital innovation service serviceinnovation value valuecreation

"Cette enquête menée auprès de conducteurs de bus montre que ceux qui se contraignent à être aimables voient leur humeur peu à peu se détériorer en même temps qu'ils tendent à se désinvestir de leur tâche. Elle confirme les conclusions d'études précédemment menées sur le sujet. «Les employés qui expriment leurs vrais sentiments jouissent d'une meilleure santé, ont un sentiment de réalisation personnelle plus fort et sont plus attachés à leur travail», "

humanresources smile behaviors attitude role openspace emotions

"Je ne vais essayer de faire qu’une seule chose dans ce texte, commenter et expliciter la phrase suivante :

» les technologies relationnelles produisent des relations grammatisées « "

relationship grammatisation behaviors problemsolving machines artificialintelligence creation normation

behaviors change changemanagement management

"# Education is not going to help. The world is full of well educated tyrants.
# Holding up the examples of new businesses like Zappos does not work. There is nothing in the way a Zappos operates to which an existing businesses can relate. By all means explain the differences but leave it at that. Let management work through this for themselves. It might make a model for the future.
# Tools are not going to help. No amount of layering social tools will encourage staff who are stuck unless they see those tools as a way of relieving stress that is not tied to concerns about management.
# Talking about cultural change will not work. This is not about culture, it is about behavior. The two are related but different.
# A continuing emphasis on top line performance wont work. Selling more by simply layering social elements does not work for the reasons outlined and a lot more besides."

social engagement eduction management tools behaviors leadership adoption enterprise2.0 socialbusiness culture

"People who are engaged in profit-orientated businesses are, for the most part, employed to perform specific types of tasks. Whether the task is on a production line or producing invoices, people develop a set of skills and sell those skills to an employer. So it should come as no surprise to anyone that the employees of a company are focused on what they are compensated to produce."

pay reward compensation creativity innovation evaluation KPI behaviors alignment strategy sense

"I am not sure whether you may have noticed the slight difference, perhaps, with other training strategies on social computing adoption available out there, but Intel’s puts the money right where it should well be: not on the social tools themselves, but on changing and adapting people’s behaviours. On provoking a social change both inside and outside of the corporate firewall and using the social tools as what they have been all along: just enablers!"

socialmedia adoption training change behaviors productivity

"In the recent Gartner Social Software Hype Cycle, analyst Anthony Bradley introduced a new category, Activity-Specific Social Applications:

“As social software implementations mature, application patterns are evolving, and the software industry is responding with activity-centric social application offerings rather than with generic social software capability suites. Delivering a targeted social solution with a general purpose social tool (such as wikis and blogs) can involve significant development, configuration, and templating effort.”"

crm socialcrm enterprise2.0 behaviors socialcomputing businessactivities gartner socialmediahype

"As my the timing to display my slide have messed up during my presentation at Ignite Paris 2009, let me put it there so you can see how World of Warcraft could be used in Enterprise 2.0 to help detect and train the leaders of tomorrow"

enterprise2.0 MMORPG Worldofwarcraft leadership behaviors games training

Social IT leadership is leadership that is exercised through the organization’s internal social media (Enterprise 2.0) and used to spread visions, provide feedback, develop and communicate organizational culture, and motivate knowledge workers for knowledge sharing and to work together across organizational structures. The leadership has a social and relational character, and use social mechanisms to help in the execution.

IT socialleadership leadership socialsoftware behaviors