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"It is not uncommon to think that knowing is something that goes on in the brain. Yet the evidence that it is really so is not quite clear. Some scientists have expressed doubts. The mind, they have argued, is not a thing to which a place can be allocated. Intellectual life is essentially social and interactive, they say. Life is carried on through communication between people. These researchers claim that interactions are not secondary by-products of thinking. They are the primary sites of that activity."
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People should know what the live, future-creating ideas are and how to take part in the conversation in a value-adding way. This is independent of what people do, or the organizational unit they belong to.
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The management task is to understand (1) what is being discussed, (2) the quality of that conversation, and (3) whether there is movement forward or people are running in circles. Are people stuck?
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"Questions are the basis of all creativity.
Questions are the basis of all connection.
Questions are the basis of all understanding.
The challenge is creating a question-friendly environment.
Although you have little (or no) control over the people in the environment, you do have (some) control over the environment itself."
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Here’s how:
—Think verbs, not nouns.
—Think dialogue, not debate.
—Think searching, not snooping.
—Think curious, not judgmental.
—Think insinuating, not imposing.
—Think harmonizing, not manipulating. -
It’s about the process:
—Thinking
—Challenging
—Encouraging of diverse viewpoints
—Admitting that there are multiple solutions to every problem
"A la Web 2.0 Expo 2009, des conférenciers se sont retrouvés en difficulté parce que le public était plus occupé par Twitter que par ce qui se disait sur scène. Dana Boyd a consacré un long billet a cette affaire permettant de comprendre de l’intérieur ce qui a pu se passer."
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Il y a, pour le public, quatre façons d’utiliser le backchannelling. La première consiste en salutations : le canal est utilisé pour faire connaitre sa présence à l’événement, ou pour saluer une autre personne que l’on a reconnu dans la foule. La seconde consiste à apporter des information sur la conférence : dans quelle salle a lieu telle conférence ? Qui est la personne sui parle ? Ou trouver le programme. La troisième consiste à discuter les contenus apportés par la conférence : liens vers des sites, apports d’informations nouvelles etc. Ce sont des sur-titres apportés a la conférence. La dernière consiste à utiliser le canal pour tout le reste : plaisanteries et messages hors sujet trouvent ici leur place. C’est également à ce niveau que peut se produire tout ce qui apparaitrait déplacé dans l’espace de la conférence.
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Il y a des aspects positifs au backchannelling : il permet de produire ou d’augmenter le sentiment d’être à un événement, et d’y participer. Mais cette participation peut aussi se faire au détriment du travail de pensée qui est pourtant le but de toute conférence.
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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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