Finding the right Twitter accounts to follow
Start by typing your topic in the Twitter search field.
Find a tweet that interests you.
Click on the user name of the account that tweeted this tweet.
See if the biography of the user and their other tweets also are interesting to you. Also check if they have at least some followership (although very interesting sources could still have very few followers). If they are interesting click on their username once more.
Click on "Follow" to follow the user.
Twitter will suggest some users that might be interesting too, you can follow up on these later.
In the left menu click on "Lists", then select "Member of" (find the link in the center of the page). See if there is a title of a list that speaks to your topic. Now you can start at step 2 again or you can select "List members" in the menu on the left and restart at step 3.<
Continue with this loop (and occasionally backtrack) until you have at least 50 sources.
Keep adding sources as you find them, make sure to revisit this process once in while.
This 4 week online social workshop covers the following topics:
PKM framework: understanding the Seek:Sense:Share model to take control of your professional development
Personal network mapping: examining your networks for diversity to improve your own sense-making abilities<br /> Sense-making: finding your own unique way to make sense of information flows around you
Finding your own voice: establishing a routine that works in the long run
Please note this workshop does not use a traditional course format or have any compulsory synchronous sessions. Find out more about how it will run on the Workshop page. Warning: you will actually have to put in some effort if you want to learn anything during these four weeks.
sense-making and knowledge-sharing from Harold Jarche
Harold Jarche is an international leader in Personal Knowledge Management. Find out more about Harold here.
Developing PKM skills is probably one of the best investments any knowledge-intensive organization can make.
We can host the workshop for you or run it in your Enterprise Social Network. We can also include a kick-off meeting (either online or onsite) if you would like us to get your group up and running.
Cost: £3,000 for up to 20 participants. Each additional participant at £200 pp. All prices exclusive of VAT where applicable.
Email firstname.lastname@example.org if you would like him to run this workshop privately for your organisation.
I’ve been thinking a lot about how to manage a large archive to encourage discovery and serendipity, and to make it easier to fish out articles so that I can send them to people. I started in 2001-ish and have more than 6,500 posts. There’s not a lot of information on how to manage a large archive. Most blogging-related advice focuses on helping people get started and get going. Few people have a large personal archive yet. I love coming across other bloggers who have been at this for more than ten years, because information architecture is fascinating. Here’s what I do, in case it gives you any ideas.
My hypothesis is that social intranets afford an alternative way to codify what you know, typically via first-person narrative (blogging), story-telling, less formal, less “structured” means of expression (or let’s say less “fielded” in that last bit, as all stories clearly have intricate and meaningful structures). Going back to the principles of KM, these modes of expression are closer to speaking; and as such, help get us closer to “what we know” if we believe that we truly “know more than we say and say more than we write down.” We move through Boisot’s I-Space, from problem-solving in a concrete/un-codified/not-diffused personal knowledge space, through to an increased level of abstraction and codification that allows for knowledge to be more easily diffused across the organization (hopefully on its way to absorption and impacting, helping others gain value from the knowledge asset).
Ask participants to fold their A3 paper lengthwise, then in half, and half again until they have folds that form 16 squares.
Give them 2 minutes to draw different smiley faces in each square. If you see people are stuck, mention that they can be creative and think of animals etc when drawing smiley faces.
After the 2 minutes is up ask them to pass their paper clockwise to the person next to them and ask them to tick the smiley face they like and cross the one they don’t like. Ask them to keep passing the papers clockwise until they end with their own paper.
Once they have their own paper in front of them ask everyone to put their hand up if they have ticks in the first row of squares, then the second, third and fourth.
Then ask if they have any crosses in the first few rows and ticks in the latter rows.
Usually you’ll find that people get either few or no ticks in the first row of smiley faces, this nicely illustrates that the first idea (or smiley face in this case) is not their best idea. You can see this when you look at the page as a whole as well, the lower half of the page tends to show better, more creative smileys.
Making Your Work Visible (Observable Work / In The Flow)
Seeking an answer to a question / problem
Answering a question directed to you about your area of expertise
Answering a question directed to you unrelated to your area of expertise
Creating a presentation for a team / committee / department / town hall
Collecting team input prior to starting a work deliverable
Creating content for a work deliverable (WIP)
Collecting feedback on an in-progress work deliverable
Creating content for a work deliverable (Finished Product)
Making Your Work Visible (Narrating Your Work / Above The Flow)
Writing your objectives
Writing a project status update to management / customers
Taking meeting notes
Capturing brainstormed ideas about a project / process / opportunity
Sharing progress / status on an assigned task
Making Work Better / Creating Shared Value by Default / Leading With Generosity
Achieving awareness of work outside your direct responsibilities
Coaching people outside of your team / department
Discovering external resources about your role / area of expertise
Leading / Participating in corporate responsibility projects
Contributing to the Corporate Conversation (Engagement, Activities, Facilities, Corporate Policies, etc.)
Building a Social Network / Making It All Purposeful
Forming and collecting a community of experts on a topic
Connecting with fellow employees on personal interests
This will require networked individuals to be more discerning - and ironically due to the need to filter and focus on a manageable set of network ties, there may be more limited serendipitous encounters due to information overload. People may also be doing more horizontal reading - i.e., scanning, not finishing articles and filtering at a more horizontal level. The question becomes - are people living in information bubbles, only getting reinforcement from sources in that bubble?
We are not going to change our assumptions about what makes "good" writing over night. They are based on deeply held beliefs that are inculcated in all sorts of subtle ways. We are also going to face an uphill struggle changing expectations of our business writing in reports or even PowerPoint presentations. But with a blog, a business blog whether internal or external, we have a place to play. We can make the blog our own and we can write with our own voice. We can learn to notice more and value our insights. We can learn to use plain language and say what we mean. We can write in a way intended to be read by others like us and in doing so encourage them to follow our lead. We can together raise the prospect of reinventing business writing - and not a moment too soon!
One evening we were invited to meet with the new Vice Governor of Jakarta, who together with the new Governor is among the most beloved and admired political leaders in Indonesia today. They have managed to take on corruption and huge vested interests in order to better serve the well-being of all. In short, they do what many had hoped from the Obama White House team: deliver.
So how can they cope with powerful vested interests turning against them? Total transparency! They put the state budget and every single stakeholder meeting they have instantly online. Interestingly, the Vice Governor talked about essentially the same key themes that earlier in the day the IDEAS fellows had talked about when reflecting on their experience: caring for the well-being of others, courage to fearlessly implement, and co-creating new economic models that serve the well-being of all.
<br />657 times that year, with 657 strangers, on the bus, walking, in the T, in classes, events and meetings, even in the restroom, I unleashed my social energy, broke my paradigms and met some of the most wonderful people in the world, many of whom I stay in touch. I developed a methodology which I call SERENDIPITY.
Scan and find a person which gives me good energy.
Eliminate negative thoughts
bReak the ice
Engage in conversation
Note details which are commonalities
Illuminate reciprocity giving something to the other person
Propose reconnection exchanging contact information
Illustrate the possible relationship
Take the initiative and reconnect
You´ve done it - Congratulate yourself!
The fact that so many of us are writing — sharing our ideas, good and bad, for the world to see — has changed the way we think. Just as we now live in public, so do we think in public. And that is accelerating the creation of new ideas and the advancement of global knowledge.
The process of the pilot revealed several insights that will help Domino’s bring PKM to more people.
First, learners want some guidance about the changing boundaries of professional development. Traditional models of learning involve taking a chunk of time to step out of the workplace. PKM makes learning a real-time activity within the flow of work. The company needs to clarify what people are allowed and expected to do in terms of learning during the workday.
Second, information services, particularly information security, needs to be a partner in the effort. The director of information security consulted throughout the effort and attended the workshop, where he was able to offer some valuable insights.
Finally, as learning practitioners, we’re awash in information about social tools and technology-enabled learning. It can be easy to overlook how unfamiliar busy professionals are with some of these technologies—especially in a work context. We need to take the time to help familiarize them with new tools, using practical, realistic examples.
Answers: Not surprisingly the seekers got answers to the questions they asked. Some of the answers were factual in nature, but more often what was asked for and received was procedural or methodology based. The seekers were looking for the application of facts or principles in order to develop a solution.
Meta Knowledge: This category was about where to go to get more information on the issue, or conversely where not to go because a certain report was out-dated, or superficial. Also in this category was the identification of specific work products and the names of other people who could be helpful, along with an introduction. Meta knowledge is incredibly useful, but only if the source knows enough about the issues the seeker is facing, in order to sort through possibilities based on, 1) the seeker’s level of expertise (absorptive capacity) and, 2) the applicability of the meta knowledge to the seeker’s specific situation.
Problem Reformulation: This occurred when the source suggested a different way to look at the problem or issue, a way that might even have invalidated the original question. Problem reformulation tended to broaden the thinking of the seeker or to approach the question from an entirely different angle. Also in this category was helping the seeker become aware of potential unforeseen consequences of specific actions, as well as increasing awareness of issues that were likely to be particularly sensitive.
To gain meta-knowledge and/or problem-reformulation requires the source to be willing “to understand the problem as experienced by the seeker and then shape her/his knowledge to the evolving definition of the problem” and is best served by the give and take of conversation. And as Cross and Sproull point out, to provide meta knowledge also demands a strong enough tie with the source so that he or she is willing to invest the necessary time in the seeker’s issue.
Validation: This is assurance that the approach the seeker is taking, is on course. And it is the expression of appreciation for the seeker’s thinking behind his or her planning. Validation builds the seeker’s confidence and allows him or her to move forward with greater certainty and perhaps even be more self-assured when approaching a client. Validation also provides seekers the certainty that they have done enough background work, saving the seeker the time it would take to gather further data.
Validation has an emotive content that comes across most fully through the facial and tonal cues we pick up in face-to-face conversations. Like most feedback, validation provides greater assurance when it references specifics rather than generalities. For example, “Great plan” is less validating than is, “The logic of your argument is well sequenced which adds to its face validity.” But to offer that level of specificity takes in-depth understanding on the part of the source.
Legitimizing: Legitimizing is the expression of approval by a person in authority or with known expertise, which the seeker can then use to influence others. As with validation, legitimizing can save the seeker time by reducing the amount of proof or data that may need to be collected before the client is willing to act. It also serves to head off arguments others might raise.
What I am suggesting comes down to this: maybe a digital news product isn’t a collection of stories, but a system for learning about the world. For that to happen, news applications are going to need to do a lot of algorithmically-enhanced organization of content originally created by other people. This idea is antithetical to current newsroom culture and the traditional structure of the journalism industry. But it also points the way to more useful digital news products: more integration of outside sources, better search and personalization, and story-specific news applications that embody whatever combination of original content, human curation, and editorial algorithms will best help the user to learn.
Google Guide is an online interactive tutorial and reference for experienced users, novices, and everyone in between. I developed Google Guide because I wanted more information about Google's capabilities, features, and services than I found on Google's website. --Nancy Blachman
In my experience, stock is best made by collecting, organizing, and expanding upon flow. You gather your bits, combine them, and then turn them into something new. But this process requires being able to get at your flow.
Presidents and CEOs aren’t the only executives building bridges between their organizations and the outside world nowadays. Take Beth Comstock, the chief marketing officer of General Electric. She is famous for her weekly “BlackBerry Beth” blog, in which she shares what she has learned in her external role for busy (and perhaps more internally focused) GE managers. The pithy and provocative blog goes out to thousands of GE’s sales, marketing, and technology leaders. In it, Comstock passes along interesting information that people might have missed, taking care to tie it back to challenges and opportunities GE faces. For example, in a recent post from the World Economic Forum, she reported that a panel of scientists had come to the same conclusion that a GE survey had—that technology alone cannot ensure innovation and that more training in creativity is needed.<br /><br />“I work hard to curate information that I don’t believe many at GE will have heard and to translate information in a way that is relevant to our challenges,” says Comstock. “I probably spend half of my time immersed in worlds beyond GE. I hope this encourages my colleagues to be more externally focused. The message is ‘If I find it important to spend some of my time this way, maybe you will, too.’”
As I worked on the map, I was constantly reminded that the map is not the territory. For me, this meant that the richest discoveries where to be found in my examination of the map and seeing connections, possibilities, gaps, overlaps etc.
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