Liens de la semaine (weekly)

  • “The impact of new technologies, especially the web 2.0 ones, and social networks will dramatically change many HR systems. A few examples:”

    tags: enterprise2.0, hr, legal, recruitment, assessment, evaluation, competences, compensation, time, directory, privacy, social, socialnetworks

    • Issues around privacy, corporate image vs. personal image, intellectual property, etc. will generate a new number of legal issues, coming in addition of current labor laws.
  • “One buzzword of Enterprise 2.0 is EMPOWERMENT. The reasoning goes that empowerment leads to ownership, motivation, creativity, learning & growth, and superior performance, and so on (insert other organization development buzzwords here!). Proponents of the Enterprise 2.0 movement tell us what we should do and why, vis-à -vis empowerment. But, when it comes to the “how” in the real-world, the guidance is a bit sketchy.”

    tags: enterprise2.0, empowerment, management, management2.0, humanresources, taylorism, projectmanagement, commandandcontrol

    • I recognize that the extreme of empowerment is anarchy and the extreme of command & control is dictatorship. Neither extreme is true, nor should it be. Extremes lay out the boundaries for discussion and action. We will always find ourselves in this spectrum of extremes. So, the issue I am raising is not either-or, instead, whether we are making progress towards the promise of Enterprise 2.0 as it relates to empowerment.
  • ““Our research shows that when you hold the stereotypes up to the light, they don’t cast much of a shadow,” says Deal. “Everyone wants to be able to trust their supervisors, no one really likes change, we all like feedback, and the number of hours you put in at work depends more on your level in the organization than on your age.”

    Clearly, people of different ages see the world in different ways. But Deal says that’s not the primary reason for generational conflict. The conflict has less to do with age or generational differences than it does with clout€”who has it and who wants it. “The so-called generation gap is, in large part, the result of miscommunication and misunderstanding, fueled by common insecurities and the desire for clout,” says Deal. “

    tags: generationdivide, generationy, generationx, babyboomers, humanresources, values

  • “I believe that the emphasis on serendipity and emergence as cornerstones of enterprise 2.0 actually inhibits the potential of social computing technologies to drive greater value.”

    tags: enterprise2.0, emergence, serendipity, value, socialsoftware, enterprise2.1, socialprocess, processes, policies

    • Enterprise 1.0, would suggest that only specialized, trained individuals with the resources knew how to find pearls (i.e. where to dive, specialized equipment, knowledge on how to abstract the pearl from the shelled mollusk, etc.).
    • Enterprise 2.0 suggests that we can simplify and remove some of the “specialization” barriers to enable more people to search for pearls.
    • Enterprise 2.1 would suggest that rather than “serendipitously” finding pearls, that we coordinate our efforts to actually create pearl farms.
    • Without social engineering and modifying processes, models, policies and education, the initiative was doomed to fail before it even started.
  • “In Summary

    Social Networks (see Figure 1) are:

    1. Held together by pre-established interpersonal relationships between individuals. So you know everyone that is directly connected to you.
    2. Each person has one social network. But a person can have different social graphs depending on what relationship we want to focus on (see Social Network Analysis 101).
    3. They have a network structure.

    Communities (see Figure 2) are:

    1. Held together by some common interests of a large group of people. Although there may be pre-existing interpersonal relationship between members of a community, it is not required. So new members usually do not know most of the people in the community.
    2. Any one person may be part of many communities.
    3. They have overlapping and nested structure.”

    tags: socialnetworks, communities, onlinecommunities

    • social_network_structure_resize.png
    • So the single most important feature that distinguishes a social network from a community is how people are held together on these sites. In a social network, people are held together by pre-established interpersonal relationships, such as kinship, friendship, classmates, colleagues, business partners, etc. The connections are built one at a ti
    • community_structure_resize.png
    • Communities are held together by common interest. It maybe a hobby, something the community members are passionate about, a common goal, a common project, or merely the preference for a similar lifestyle, geographical location, or profession. Clearly people join the community because they care about this common interest that glues the community members together.
  • “As I mentioned on twitter, my peer Jeanne Murray and I are presenting a session at the Enterprise2.0 conference in Boston next week that describes an overall view of how we think e2.0 has evolved in our organization. The focus here is not on the technologies themselves but on the human capabilities, interests, and mindset as it has evolved over time. It talks about what we used to think about social computing and how that as changed or evolved with each stage. “

    tags: ibm, organization, transformation, enterprise2.0, businessneed, processes, socialprocess

      Stage 1 €“ Seeing a need for social
      computing in business

      Stage 2 €“ Recognizing the business
      uses and value

      Stage 3 €“ Bringing people together
      into a common frame

      Stage 4 €“ Building better
      social-enabled processes

      Stage 5 €“ Shifting the overall
      perspective to a dynamic, agile mindset

  • tags: sociallearning, university2.0, learning, engagement

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