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"«Comment m’y prendre pour qu’ils s’approprient cette nouvelle notion, ce nouveau geste professionnel, de la manière la plus efficiente possible ?»... questionnement incessant du formateur, de l'intervenant, dans la préparation de sa formation.

Comment fait-on pour apprendre ? Comment intégrer ce "comment apprendre" pour "apprendre à apprendre" ?

Quelques pistes, synthèse de synthèses de réflexions... pour faire suite à un échange récent avec un jeune étudiant en sciences de l'éducation."

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"Le Lean est très actuel, d’où sa popularité. Il incarne des valeurs qu’attendent aujourd’hui nos sociétés : agilité, temps réel, absence de gaspillage (toutes les questions de responsabilité des entreprises, qu'elle soit sociale ou environnementale), en quête aussi d’harmonie tant personnelle que collective.
Pour toutes ces raisons, à la fois positives pour les entreprises et nécessaires pour les individus, le RSE (réseau social d’entreprise) pourrait bien être le « véhicule » du Lean en entreprise. C’est même, selon moi, l’endroit du Lean par excellence…, ce qui explique aussi son succès. Et je vais tenter de vous le démontrer en comparant usine et numérique."

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"It has become accepted wisdom that weak ties — your acquaintances, distant colleagues — can provide more novel information than close ties. But new research by Marshall Van Alstyne, associate professor at Boston University and a visiting professor at MIT, suggests that in some cases strong ties are better."

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"Soyons clair, quand on parle ici d’entreprise 2.0 on parle bien de cette dernière dans ses trois dimensions : interne, externe et présence ce sur les médias sociaux. Voici la synthèse de différentes études qu’a fait Dion Hinchcliffe, du Dachis Group, au dernier Enterprise 2.0 summit qui s’est tenu à Paris en février."

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"Ask executives to identify the talent within their firm and many will focus on the top tiers of management. Often, they will include in this august group the "high potentials" being groomed for leadership roles. Sometimes, they will extend the boundaries to include "creative talent" or "knowledge workers". But then there is the rest of the workforce."

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"So why is collaboration as rare as it is?

The short answer is that collaboration is dangerous. Inherently, collaboration says something is happening outside of one's immediate control. This by itself seems threatening to some, but there are several specific reasons why it appears dangerous:"

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"Ses travaux ont été publiés par le New York Times, le Washington Post, Le Wall Street Journal, The Economist ou dans la Harvard Business Review. Scott est un frondeur solitaire, en quête inlassable de la vérité. Armé d'un esprit tranchant, d'une culture encyclopédique et d'un humour féroce, il pourfend les faux semblants et les jeux de pouvoir ou de représentation dans les organisations et défend les idées, le bon sens et une éthique du travail éminemment Weberienne."

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"Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections)."

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"Watson is designed to augment (improve) our capacity to think through complex problems, ask the right questions, judge possible solutions and make informed confident decisions based on real-world data that exists within our own memory banks and beyond."

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If you judge only by the product outcomes or by Apple's market value, Jobs seems the best decision-maker in the history of consumer products.

But of course, like every other human, his decisions weren't all great.

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Chess Media Group recently released “The State of Enterprise 2.0 Collaboration” report which collected survey responses from 234 executives and decision makers implementing these collaborative solutions in their workplace. The report covers things such as business drivers, ROI, types of tools that are being used, how budgets are being allocated, and how strategies are being developed. The report is completely free to download"

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"As the world turns… social, expect to be surprised by the fruits of serendipity. When large workforces embrace working socially, or as I love to call it – in “socialworking” mode, they discover new ways of solving problems and creating opportunities. Insights are revealed in the fluid web of connections and sharing. We’ve seen a dramatic mood swing toward all things social this year. Even the naysayers have been touting the benefits of working socially recently.

I wanted to take the opportunity to highlight just one example of how working in a truly social organization delivers benefits that could never have been predicted in an executive conference room undergoing the scrutiny of a hard-core ROI analysis."

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"Ask any sales leader how selling has changed in the past decade, and you'll hear a lot of answers but only one recurring theme: It's a lot harder. Yet even in these difficult times, every sales organization has a few stellar performers. Who are these people? How can we bottle their magic?"

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"One of the issues I have with many BI tools is that you have to set up what you are looking for before you start and thus miss the opportunity to find relationships beyond the anticipated. Endeca is tackling this issue in several ways. First, it allows for a greater dialog between business analysts and IT as BI applications are set up so that a more iterative process can occur and unanticipated questions can emerge through this dialog. Second, the actual applications can supply suggestions to the user through unanticipated facets to further explore their topics of interest. I recently spoke with Endeca’s Chief Strategist, Paul Sonderegger, to understand what they are offering and will cover these issues and others in more detail here."

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"n the world of work, we encounter three primary tasks:

First, there are many processes that are, in fact, repeatable in the enterprise. Some examples: how we process orders, how we assemble products, how we deliver products to end customers.
Second, project work where the overall steps are repeatable but the ingredients are not. Examples: product development, managing marketing campaigns, executing a sale and the like.
Then there are those that aren’t exactly predictable: A question a prospect or customer may have before making a purchase decisions, a complex product that has customizable/subjective uses or accessories that work better with certain models. These come in both transactive/process as well as project flavors and almost always show up unannounced. "

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"Un forum autour des RH 2.0 soulevait récemment la question de « pourquoi laisser les employés auto-déclarer leur compétences dans le réseau social de l'entreprise? ». Cette question fait partie des quelques unes au cœur de la démarche d’entreprise 2.0 qui soulèvent de nombreuses interrogations. Elle traduit très concrètement la philosophie même du 2.0 et révèle aussi certaines craintes qui lui sont rattachées"

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"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 « "

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"Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of the evidence that supports it and the further conclusions to which it tends. It also generally requires ability to recognize problems, to find workable means for meeting those problems, to gather and marshal pertinent information, to recognize unstated assumptions and values, to comprehend and use language with accuracy, clarity, and discrimination, to interpret data, to appraise evidence and evaluate arguments, to recognize the existence (or non-existence) of logical relationships between propositions, to draw warranted conclusions and generalizations, to put to test the conclusions and generalizations at which one arrives, to reconstruct one’s patterns of beliefs on the basis of wider experience, and to render accurate judgments about specific things and qualities in everyday life."

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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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"With Enterprise 2.0, we are trying to solve some of the problems of today's business organisations. However, we must not forget that our business environment is rapidly evolving and therefore, we might be solving the problems of the past instead of those of the future."

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