From noise to situational intelligence

Sumary : many users say that the problem that enterprise social platforms is the risk of infobesity and informational noise. Reality is more complex. As for infobesity, these platformes only collect information and have few impact on the fact people and systems generate more. The problem is more about how to distribute this information. Then comes things like activity streams and micro-blogging tools that raise another question : what’s necessary and what’s superfluous. In fact there’s a new context organizations and people are not very comfortable with. In a complex business world, it’s essentiel to feel signals to act and adapt permanently to external events that impact one. Feeling does not mean deep reading and understanding. Employees will have to learn to optimize their situational intelligence by making the most of the surrounding noise without being submerged by it.

On the one hand we see enterprises thinking about a more efficient way than email to organize information flows, exchanges, collaboration and information sharing. On the other hand the alternate solution also bring their own questions and fears.

As I recently said, after a large french company decided to ban internal emails :” that won’t decrease the amount of information that will only move to other places”. As a matter of fact it’s more about changing how one manage and deal with information flows than changing tools.

As a matter of fact, social software platforms will be more and more like “catch all”. As they improve in terms of functionalities, they will soon be able to catch anything any information produced, whatever its form or the software that produced it. Some think it may lead to infobesity but that’s not my opinion. Any information that need to be generated will be generated, the social platform only being the receiver, the container. We can even think that such platforms will help to prevent content replication across different systems.

The problem is not about information catching but information redistribution. From the user side, it means wondering what needs to be pushed to him and what should only be made available for whom searches it (improved by suggestion mechanisms to address the grey zone between both. Something bizarre since we are all deeply influenced by current approaches that, despite of the fact we’re submerged by too much pushed information, we still fear to miss something so we do nothing to clean up our information flows.

Two components of these new platforms raise questions : activity streams and micro-blogging tools that generate information flows in which many fear to drown themselves. What lead us to wonder if we need so much information and if it’s really useful.

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Intangible objects and abstraction at work : the need for a case centric environment

Summary : If we try to understand what work is actually in the knowledge economy, it appears that it’s mainly about handling, gathering and organizing intangible objects to deliver a tangible result. Many tools are provided to give these objects a material existence on our screens to make their manipulation easier. At the end, a dual conclusion emerges : not only the skills that are necessary to this kind of work are seldom acquired or even taught but tools, as they exist today, make the situation getting even worse by splitting the matter between tools and dividing employees’ attention. Employees spend more attention connecting pieces of information together than solving problems. The shift from a tool centric to a case centric environment is necessary.

We all know that everything that has to do with work models transformation, collaborative practices, new value creation creations is a matter of anything but technology. Solution is to be found in HR, management, sense making rather than in lines of code. But, by endlessly repeating that technology comes second (or even third), we may miss some essential points.

The nature of work is evolving and requires new skills. In other words, it’s getting more and more about gathering resources together, put them in context and leverage them than than about delivering preset processes with predefined resources. To do so, employees need to handle “objects”. This is a vague word chosen in purpose : it refers to more or less entities like pieces of knowledge, information, data from a customer case or elements of context of a given case, people who own other relevant objects. In fact, rather than “while working”.

All these operations, this conceptual gathering of abstract entities is sometimes done by a single person but, most of times, in a collaborative or participative way.

An objective analysis of the situation as it can be observed in any organization any day makes us learn two lessons :

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Is creativity the only answer to complexity ?

Basically that would make sense. In an industrial economy everything is product-centric : we know what it is, what it’s made of, of which pieces it’s composed, there’s one and only one to produce and assemble them, and everyone knows exactly what he has to do. It’s a system based on infinite repetition of totally scripted actions whithout any deviation : each production has to be the exact clone of the previous one.

In a knowledge based economy, things change. Most of times, the product consists in “finding a solution to a problem”. That makes things much more complex. Each steps depends on the the result of the previous and the product (ie the solution) is unknown at the starting of the production.

So there’s no suprise to see projects failing when people try to apply them what used to work before.

But we can get throught that : let’s see how.

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