Knowledge-sharing practices are highly contextual. I have seen this with clients in multiple locations, across national borders. This makes sense when you consider that knowledge sharing is deeply personal as well as social, so it reflects the larger culture and … Continue reading
Five years ago I noted that big consultancies were jumping on the Web 2.0 bandwagon but more nimble upstarts (like me) could now significantly engage in a conversation with our markets using our own tools, like blogs, with which we have … Continue reading
Working Together Complexity (Cynefin) Social (TIMN) Practices Group Work Chaotic Tribal Novel Action Simple Tribal + Institutional Best Coordination Complicated Tribal + Institutional + Markets Good Collaboration Complex Tribal + Institutional + Markets + Networks Emergent Cooperation I developed the … Continue reading
“The basic unit of social business technology is personal knowledge management, not collaborative workspaces.” – Thierry de Baillon Personal knowledge management (PKM) is a set of processes, individually constructed, to help each of us make sense of our world and … Continue reading
True collaborative networks do not rely so much on teams than on individuals, as B. Nardi, S. Whittaker and H. Schwartz have shown. The main benefits for networked organizations do not lie in the outcome from teams, but in individual knowledge … Continue reading
In Organizations don’t tweet, people do, Euan Semple talks about Trojan mice, an idea he got from Peter Fryer at trojanmice.com. These are small change initiatives, that do not require the coordinated effort of something like a Trojan horse: trojanmice, on … Continue reading
Here is a new approach to evaluation, by Nick Shackleton-Jones: After the event, however, the system automatically prompts the chosen peer group to reassess those same behaviours at intervals of say one, three and six months. At the end of … Continue reading
What does life in perpetual Beta mean for your business on the internet? First of all, there is no real privacy online [Cluetrain Thesis #13 – There are no secrets. The networked market knows more than companies do about their … Continue reading
“Change becomes chaotic when employees see and hear two or more different change methods and messages“, writes Jay Deragon in managing on the edge of chaos. Jay has an image that shows that ordered organizations need to empower their employees … Continue reading
When Bayer’s Material Sciences Division decided to become more collaborative, they realized that the main challenge in promoting knowledge-sharing across organizational boundaries is culture. They deployed the software platform (IBM Connections) without any formal training, saying that when the tool is … Continue reading
