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The notion of contextualizing random unstructured data coming from the live stream is where I’ve long felt real collaborative value lays.
Dennis has a point here, and while I won't be too pessimistic (after all, benefits of social media engagement are real and will pull in people over time) I take this as a call for more resilience and care for the different groups of people in our organizations ...
"I also see examples of groups and sites that sit idle after an initial flurry of interest. What sometimes happens is that a group or community page is set up, a community of members is recruited, and then reality sets in.
Reality in this case means that an appreciation develops of the time, attention, thought, and other resources needed to keep the group going. Policies are required. Identities and permissions must be established. Most time consuming of all: content must be created, maintained, and discussed."
James proposes a "legal clause" to be added into every consultant's workbox - I am deeply sympathetic to this, will try it out sometime soon.
"The latest version of Diigo has just gone live, and from what I can tell, it’s growing beyond social bookmarking and going for the “kitchen-sink” approach: Add as many features as possible, so that no matter what a user wants, it’ll be there. "
Dave Snowden drafts a more thorough definition of KM, interesting because of the variety of connections with Enterprise 2.0 I think
Snip "The purpose of knowledge management is to provide support for improved decision making and innovation throughout the organization. This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes."
Dave Snowden then adds some more guiding principles ... e.g. on how to organize for more effective KM et al.
Check it out ...
Yes, deployment is critical and no easy feat, nice to see that intrinsic benefits are gaining awareness
Snip: "Many companies experiment with Web 2.0 technologies, but creating an environment with a critical mass of committed users is more difficult. The survey results confirm that successful adoption requires that the use of these tools be integrated into the flow of users’ work. Furthermore, encouraging continuing use requires approaches other than the traditional financial or performance incentives deployed as motivational tools."
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STOLEN principle – 6 basic features each identified by the letters STOLEN, which if considered could increase the wikis chances of being successful
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Specific Overall Objective – Magnet, FAQ
Timely – Set Window of Discussion, Lunch Menu
Ownership – MySpace, BarnRaising, PageOwnership
Localised objective – StartingPoint, EmptyPages, Scaffold
Engagement rules – Invitation, Welcoming
Navigation – Automatic Index, Seed it with content, Too much structure
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impersonal "cube farms" discourage collaboration, stifle employee engagement and, as a result, strangle innovation at the exact time when it's desperately needed
Agree - if one wants to change the Enterprise situation one better understands this very special context.
Highlighted from diigo.
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companies may like the status quo
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Enterprise 2.0 startups have to be wary about overselling innovation and change, while at the same time not sacrificing the value they bring.
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The quality vs quantity conundrum is also very real in the depth of knowledge shared. The goal of good collaboration networks over time are to build up ever more valuable repositories of information. The contributors may evolve and change over time, just as the personal connections and relationships that grow from sharing the information may mutate and change, but the body of knowledge and interconnected ‘business fabric’ grows cumulatively ever stronger.
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The right information - and the right contacts - when you need them will absolutely make the average knowledge worker so much more productive. The challenge is differentiating their use models to filter overwhelming volume and understand quality over quantity, something which may be spinning out of control online in their personal lives online.
Patti Anklam collects some good links (to online "paper" media) and ponders the changing nature of creativity, stimulus and innovation in social networks. Patterns and tasks aren't new (homogenity rarely breeds new ideas, being broad loosens the focus) as are the potential structural solutions (connecting disparate networks with knowledge brokers, importing, promoting and adapting ideas, the need for boundary-spanning importing of ideas ...) - but like Paula comments it's a sort of canary to see if we're doing our internal social networking (or our hanging out on the social media scene) right.
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If you have a “closed” network, where everyone pretty much knows or knows about each other. A good aspect of this connectivity is that the network can serve as a filter — multiple tweets or retweets about a topic link usually means it’s worth following — and its possible to generate a common language. However, it’s not likely that the richest source of creativity — two unlikely ideas coming together — will occur. You need (or the organization needs) to have connections outside the group. As Burt puts it (using one of my favorite phrases ever, the title of this blog), “People who live in the intersection of social worlds ‘are at higher risk of having good ideas.”
Stewart Mader has a short list of wiki usage ideas:
"Let's look at eight ways a wiki can help you readjust your valuable time to get more of your essential work done, spend less time on meetings and redundant activities, and more efficiently assemble, refine and reuse valuable information.
* 1. Meeting Agendas
* 2. Meeting Minutes, and Action Items
* 3. Project Management
* 4. Gather Input
* 5. Build Documentation
* 6. Assemble and Reuse Information
* 7. Employee Handbook
* 8. Knowledge Base"
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Let's look at eight ways a wiki can help you readjust your valuable time to get more of your essential work done, spend less time on meetings and redundant activities, and more efficiently assemble, refine and reuse valuable information.
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1. Meeting Agendas
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Interesting discussion on the slow adoption of mash-ups in the enterprise - I agree that "this situation need not be".
Snip: "[...] Using a portal technology, which supports interportlet communication [...] an organization can create a composite application based on the Web applications which have proliferated. We are functionally and technologically there already. And it really isn’t all that difficult to implement [...]"
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mashups and portals were intended to alleviate the patchwork problem. While agreeing with me, @dhinchcliffe, stated that mashups have seen slow adoption in the enterprise.
Whoa, Todd Stevphens compiled an extensive list - good to have, but with all downsides that come with it like extreme puzzledness and headaches for the reader upon seeing Blogger (Google) included in the list as well as Twiki classified as Open Source.
Strange too, that he missed out on Knowledge Plaza but Greg commented and corrected quickly. Oh the benefits of social media monitoring (and you know it doesn't suffice to search for your name alone, he).
Well ... Oliver has some good points - Sharepoint indeed builds up an infrastructure to build upon. But it's more about getting a more widely distributed understanding of collaboration, Enterprise 2.0 and probably some increased market readiness. I guess that's something at least ...
[more pointy remarks on http://frogpond.posterous.com/anticipating-sharepoint-2010-making-enterpris
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the reality is most businesses need a solution tailored to their specific processes and relationships.
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One size definitely doesn’t fit all, but I’m hoping that Sharepoint 2010 is going to bring a valuable new foundational infrastructure to build web technology around that will meet ever more sophisticated business needs.
[EN] this is a newly minted german language blog on Google Wave - tagline "everything collaboration"
The 2 Types of Collaboration series by Oracle's Billy Cripe is getting interesting - in #3 he's writing about usage and context patterns, what makes business intelligence 2.0 interesting and more.
I say it's not the data, it's meaning and the wisdom that comes from interpreting and understanding ... yes, we're talking about social acts here, benefits that are sometimes underestimated when thinking about collaborative performance - all the while clever thoughts here from Billy, who still manages to call all this ECM ;)
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