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Bill: When we say it's not about the technology, we're saying that it's not about technology for technology's sake, but technology for the sake of the individual (http://www.fastforwardblog.com/2009/08/27/mcafee-its-not-not-about-the-technology/).
The biggest problem is still a HUGE elephant in the living room: most technology projects are staffed with nothing but technologists. And where they even agree to hire people-focused staff they will often disqualify them based on the use of certain technologies.
There are very few technologies today whose designs are lead by (or even include participatory contributions from) non-technical resources. This is the main travesty.
Maybe Enterprise 2.0 Is About the Technology
I have been reading about the Enterprise 2.0 conference in Santa Clara. I was sorry to miss it but did attend the June version In Boston. There seems to be a reoccurring theme that “it is not about the technology” (see for example: Ted Sapuntziz’s excellent post, My lesson from Enterprise 2.0: P...
Stunning!
Transference
Form Quebec City 2011 . . Pre Form Montreal 2011 . . Post Form Boston 2010
Brilliant post (circled here by way of @SourcePOV). Indeed KM is a 'static', entropic model. Our goal was never to manage knowledge, but to facilitate thinking (love the 'knowing organization' perspective). But trying to challenge same always ruffles a lot of feathers http://www.fastforwardblog.com/2007/06/15/km-nerves-are-raw/
Koan Zero?
Learning is breathing in Creating is breathing out Knowing is holding your breath I've always been most interested in how knowledge management can facilitate personal and organizational learning as a way to improve understanding, decisions, actions and outcomes. Although I've never se...
Same as the fallacy of 'management'. You can't 'build' trust. You can only facilitate it by allowing for individuals to get their work done.
The goal is not to build trust, but to find ways to dispel mistrust.
Resolving the Trust Paradox
I love paradox, as anyone can tell from the name of the research center that I run with John Seely Brown in Silicon Valley – the Center for the Edge. Paradox is basically a puzzle, often juxtaposing two elements that at first seem like contradictions or at least defy explanation. Isn’t a cente...
Somehow this brought to mind for me "The Art of the Strategic Conversation" http://www.slideshare.net/julianjenkins/the-art-of-strategic-conversation
The Pull of Narrative – In Search of Persistent Context
We live in a world of ever more change and choice, a world where we have far more opportunity than ever to achieve our potential. That kind of world is enormously exciting, and full of options. But it is also highly disorienting, threatening to overwhelm us with sensory and mental overload. In ...
Yep. You're missing Traction TeamPage: http://traction.tractionsoftware.com/
What alternatives are there to Sharepoint for an intranet?
A recent discussion question from Stig Ulfsby on the Worldwide Intranet Challenge (WIC) LinkedIn Group asked the question: Which alternatives are there to Sharepoint for an intranet platform? This article provides a summary of the 60+ replies. List of suggested alternative intranet platf...
Good to know the non-alcoholic versions work. The problem is, ordering any (not to mention 'good') non-alcoholic wines in a restaurant. My favorite brand is Ariel http://www.arielvineyards.com/
Consider this a low-tech campaign to get people to ask for non-alcoholic wines at restaurants so they'll have them in stock for the rest of us.
Why alcohol helps you cope with the bad effects of grains
How do we insure our recovery? The two things that help to remove the big 4 “glue foods” from our villi and help them to heal are alcohol and vinegar. It’s great to know there is a non-alcoholic alternative for removing these alcohol-soluble glues. What do we use to get wallpaper glue residu...
You illustrate a point that those of us who design work experiences are all too familiar with: be careful how you ask workers questions, because they wear many hats which often have conflicting agenda. If you ask me as a personal worker what I'd prefer, it might likely be different that if I have to respond with my 'defend the agenda of the department' hat on.
How to Find Enterprise 2.0 Champions
Enterprise 2.0 champions aren't where you think they are. Many managers these days are trying to identify members of their organization who will embrace social media tools and practices within their organization. That's a healthy d evelopment for Enterprise 2.0. It reflects a shift in thinking f...
I'm still mulling whether I'm agreeing with you or disagreeing with you (and maybe I read way too fast). For me, the elements of an 'adoption strategy' are embodied in the design. The more you introduce later in the stream the more it means you failed to bake something relevant into the design.
If you want to suggest that you don't have control over the design because you're simply implementing a technology? Well then, we're not talking a 2.0 implementation no matter what the tool is.
Enterprise 2.0 Conference Notes: Social Behavior, Usage Patterns, and Adoption
This is the seventh in a series of my notes on the Enterprise 2.0 conference in Boston, June 14- 17. This post covers the session, Social Behavior, Usage Patterns, and Adoption. It was led by Nahum Gershon, Senior Principal Scientist, MITRE. Panelists include: Walton Smith, Senior Associate, Boo...
Came back by to really dissect the review. LOTS of great stuff. I love his challenge to those who use complexity in sheep's clothing.
And these favs:
"In other words, in socially complex processes, so-called “facts” are always circumscribed by issues of power, ideology and identity." [exactly the 'lore' I go hunting for]
The nature of business as a game: people “… are pre-occupied by the game rather than [as suggested by the dominant discourse] acting rationally to achieve goals.”
And of course the culminating highlight you offered: “Perhaps we need to accept that management and leadership are not sciences but fundamentally social phenomena"
Thanks for the appetizers which will have to suffice until I can buy a copy : )
Book Review: Complexity and Organizational Reality by Ralph Stacey
The world’s major financial institutions, commercial organizations and public policy bodies are peopled by scores of MBA graduates, advised by the world’s foremost consultancies, and informed by millions of research papers, books and journals on business and organizational performance. Despi...
Chris: This is way better than sending me an email : )
"the ‘stuff’ of organizations – such as actions, outputs and outcomes - emerge from the ongoing, self-organizing dynamics of people interacting together"
And yet, where in organizations is anyone focused on these most critical, life-sustaining interactions? Oh, the potential that is constantly lost to inattention and chance (and yet businesses will soundly proclaim all the things they do to avoid risk -- poppycock!).
Paradox, complexity and organizational dynamics
Or, if you want to get to grips with organizations you need to use both ‘ands at the same time! In Informal Coalitions, I argue that managers need to "embrace paradox" as part of a complexity-aware, change-leadership agenda. By that I mean that it is important for them to recognize the irresolva...
Dan:
With a whole lot of trips 'around the block', I'm pretty sure that "get on with just doing a good job" is a lot of the issues at hand. Clearly, I've found my share of 'crazies' -- but the more you dig into what their issues are, it's almost always related to them being 'prevented' from doing their job.
In listening to stories from a return soldier, I'd say the military is doing a far better job of finding ways to help the troops do their job than IT.
"achieving the greater good of a successful business"? To what end? I've seen deathmarch, after deathmarch for projects that were discarded the next month.
At some point you have to believe that you're being asked to go to battle for a purpose and that the leadership is supporting your efforts. I'm not sure that's the predominant "soup of the day".
I think there's a lot of 'suck it up' fatigue out there.
But on the flip side, it's a far cry from being in a coal mine all day, or in the heat of the desert sun, so you may still have a point.
Lyn: My trips around the block lately have been on the 'front' and not as much on the 'back' so I'm thankful for the XML database insights you've provided here. Sounds like some of the things we've been 'waiting' for are finally coming to bear.
Reject the Suck of Enterprise Information Systems
Blogger: Lyn Robison My nephew Dave is a major in the U.S. Army. Dave is risking life and limb serving in Iraq. I am intensely and justifiably proud of him. Everything that my nephew does in Iraq is difficult. The treatise “On War” rightly observes, “Everything in war is very simple, but the s...
Actually, design thinking suggests that we first challenge the assumption that a chair is needed at all : )
And you've taken 'design' out of context. There are all sorts of factors involved, and cost is obviously one of them.
Your suggestion is one taken by many 'designerly' types -- but is not design thinking.
Influence Education Through Design Thinking
In the book Influencer: The Power to Change Anything, the authors discuss the idea of the power of the environment to influence behavior. In chapter titled Change the Environment, the authors share the power of “things” on the environment and behavior, and how often we miss their powerful influen...
While I fundamentally agree with you (and responded directly to same previously http://www.fastforwardblog.com/2009/08/31/6-crockalicious-posts/), where I absolutely agree with the detractors is on what is being passed off as E2.0. Standing up technology and calling it E2.0 is not what this is all about. Its about putting architectures and infrastructures in place to fundamentally allow people to change the way business is conducted.
I'd have to say that there are a lot of initiatives that are a bunch of crock.
On the topic of Crock-i-ness
Well, there’s been a lot of buzz both before and since Enterprise 2.0 San Francisco in San Francisco on the question of whether or not Enterprise 2.0 is a crock. Put another way, can Enterprise 2.0 tools and technologies deliver tangible business benefits with tangible use cases in support of ...
Innovation isn't about idea campaigns nor is it something to be 'managed'. It is however, something to be facilitated and enabled...and it starts to look a lot like creating a business where people can actually 'do' business.
Why the Pursuit of Innovation Usually Fails - best practices kill innovation
Leadership Why The Pursuit Of Innovation Usually Fails Adam Hartung, 11.09.09, 04:11 PM EST It's not what we're trained for as leaders or how our businesses are set up to work. Forbes published today "Why the Pursuit of Innovation Usually Fails." "Most companies everywhere are struggling to gro...
Nice way to capture the power of 'flow'.
Enterprise 2.0 - Tools Or Mindset? If this is a true revolution - Mindset
I am finding the whole adoption debate about a 2.0 world wearisome. All these "Social Media Marketing Experts" with 40 Tweets and 12,000 followers - all those looking for ROI. The premise for many is that if you can only use the tools - you will be there. Or that if you can only measure the too...
Serendipity strikes. I backed into this 'old' post via a 'new' post and yours is far more relevant than the other one.
How appropriate that you have in print 'way back' part of an analogy that struck me today. I had drawn the association to companies 'claiming' they're doing something 2.0 related when in many cases they're not doing much more than creating "internal Wikipedias" (as I experienced in a very large 'consulting' company -- where the 'thought leaders' were so far behind the curve...but that's another story). What I realized based on a 'reminder via experience' today, is that if they're going to do something simple, they might as well do something of REAL value like create an internal Snopes -- to denounce the many cultural lores that are randomly accepted as fact but have never been validated/verified.
Culture is a destination not a starting point
I was just checking out the results of the recent AIIM Survey on Enterprise 2.0. (My company, Socialtext, was one of the underwriters.) There's a lot of great material there about how managers perceive Enterprise 2.0. I was particularly struck by how prominently culture appears as a theme in the...
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