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

Nov

2011

A new social contract for creative work

"I’ve been saying for a while that simple and merely complicated work will continue to get automated and outsourced (read this post if you don’t believe it or look at this example of legal work getting automated). To keep a job in the creative economy (with core skills of Initiative, Creativity & Passion) one must become an indispensable linchpin in the organization."

www.jarche.com/...ial-contract-for-creative-work

- Preview

work job learningorganisation automation economy ROWE organizationchart networkdiagram humanresources socialcontract creativity creativework

“First we automated menial jobs, now we’re automating middle-class jobs. Unfortunately, we still demand that people have a job soon after becoming adults. This trend is going to be a big problem…”
I think more opportunities are being created than destroyed, but our institutions and our cultural mindset still are not ready for this change.
2 more annotation(s)...
- The indicators that the underlying nature of work and wealth generation have changed are everywhere.
- Abolish the organization chart and replace it with a network diagram (some new tech companies have done this).
  Move away from counting hours, to a results only work environment (with distributed work, this is becoming more common).
  Encourage outside work that doesn’t directly interfere with paid work, as it will strengthen the network (such as Google’s 20% time for engineers).
  Provide options for workers to come and go and give them ways to stay connected when they’re not employed (like Ericsson’s Stay Connected Facebook group). Build an ecosystem, not a monolith.

Aug

2011

The Social Contract in a Social Business | A Smarter Planet Blog

"Now businesses and organizations are seeking to adapt to the Social Web and incorporate this big switch in human behavior and cultural habits into their operations and strategies. At IBM — and consultancies such as Dachis and Altimeter — this new stratagem is often referred to as “social business.” It entails more than just business use of social software and networks for external purposes such as marketing. In the fuller view, social business is about re-shaping organizations to become more collaborative, communal and capable in fostering human relationships. Not surprisingly, such a new frontier is right in the wheelhouse of the strategy & transformation consulting services offered by Global Business Services (GBS), the part of IBM I work in."

asmarterplanet.com/...ract-in-a-social-business.html

- Preview

socialbusiness informationsharing socialcontract relationship culture management casestudies IBM trust

our relationships (with colleagues and customers) are forged on trust, a shared sense of purpose and a willingness to share and build on each other’s ideas. In this sense I think you could say that a social business strives to be a much more human (and humane) kind of entity.
On this score, my informal social contract with IBM is pretty great — I’m not just able to devote time and energy to strategic sharing and innovating in social media, I am generally recognized and rewarded for leading by these examples.
6 more annotation(s)...
- In my view, more people, in more kinds of companies and in a wider range of roles, need this kind of clear charter. Social computing skills and best practices should no longer be limited to “evangelists” or enthusiasts, but should become an integral facet of professional business leadership.
- By social contract, I don’t mean a formal agreement or legal document, but a more explicit understanding between organizations and their people (or at least across teams, departments and peers)… something more defined as official policy, doctrine or value.
- (IBM developed one of the most emulated corporate Social Computing Guidelines, but it is centered on giving IBMers direction on how to delve responsibly in external social media and networking. It doesn’t really establish sharing and collaboration as part of every IBMer’s role or responsibility.) IBMers and workers elsewhere should know how they are expected to share their knowledge and expertise; in return, workers should be clear on how businesses and organizations will measure and reward that behavior.
- If organizations want to become more innovative and productive by encouraging and rewarding their workforce to share, collaborate and build collective intelligence they must do more than grant permission for people to build relationships and share their experience inside and outside the organization. They must bake incentives for this new way of working into their policies, management systems and training programs.
- Right now, many businesses don’t have the kind of social (business) contract with workers they need, and may even be discouraging sharing. Some companies forbid or restrict external social sharing, largely because they don’t have the systems, controls or guidelines to make these efforts constructive rather than the productivity drain they may perceive them to be.
- Some people might cringe, or be fearful, of this kind of personal openness or institutional data mining. I embrace it because I expect that the data I share (and over which which I have lots of privacy controls) will enhance my reputation and IBM’s ability to evaluate my contributions. As a knowledge worker in a very large, complex, global organization, I want my work and effort as a social business activist to be empirical and transparent, not just anecdotal, or based solely on the subjective opinions of managers or peers, (as much as I may enjoy working and collaborating with so many of them).