Do you use Google+ more than Facebook? Are you an avid Twitter user, but not so active on Google+? Do you auto-share online media, such as songs or news articles, onto Facebook? These are just some of the questions being asked in the ongoing evolution of the "Interest Graph," succinctly defined by software engineer Adam Rifkin as "WHAT people care about." He was contrasting it to the term popularized by Facebook CEO Mark Zuckerberg, "Social Graph," which is WHO people care about. As I've watched the Interest Graph evolve over the past year, what's struck me the most is that it has forced people to make a choice. I'm willing to wager that most of you have chosen one platform as your primary means to track and express what you care about.

Reorganizing information is a function supported by software for managing personal information (PIMs, personal information managers), for requirements engineering, among others.

Combining “withhold judgment for a few minutes” with “draw me a picture” is a fantastic way to understand how you and someone else disagree.  And once you have a picture, you can modify the picture to show them how you look at the same set of facts differently, or how you are applying the same philosophy but seeing different facts… It’s very effective. How does this relate to BPM?  It should be obvious – but drawing pictures of processes isn’t just about executing them – it is about explaining the ideas. Eliminating ambiguity – not ALL ambiguity, but key ambiguities that can lead to process failure.

Der Begriff Computer Supported Cooperative Work (CSCW), auch genannt Rechnergestützte Gruppenarbeit, beschreibt ein Forschungsgebiet der Psychologie, Soziologie, Informatik und weiteren Fachgebieten. Es beschäftigt sich damit, Gruppenarbeit zu erforschen und grundlegende Methoden zur ihrer Verbesserung zu finden, um dadurch technische Systeme zu entwickeln zu können, die Gruppenarbeit unterstützen. Eng damit verbunden und oft auch synonym gebraucht ist der Begriff Groupware, unter den die technischen Systeme fallen, die entworfen wurden, um die soziale Interaktion zwischen Benutzern zu erleichtern. Die Art der Interaktion kann dabei räumlich wie zeitlich verteilt sein.

Purpose - This study examines the social capital and technical determinants of knowledge adoption intention in virtual communities and compares the differences between posters and lurkers. Design/methodology/approach - An online survey was conducted with a total valid sample of 318 virtual community participants for a structural equation model test. Findings - The structural and cognitive social capital, peer influence, and perceived usefulness positively contribute to virtual community participants’ attitudes and intentions toward knowledge adoption. Lurkers’ attitudes are more influenced by network tie, reciprocity norm, shared vision, and perceived usefulness, whereas posters are more affected by social trust and shared language. Research limitations/implications - The results produced in the Chinese context may not fully apply to other cultures. Practical implications - Devising effective strategies to grow social capital and content value is crucial for fostering virtual community members’ positive attitudes toward knowledge adoption.

Here is a handy short guide to nine free infographic creation tools that can be utilized to create enticing visuals, word charts and data-based infographics without having special technical skills.

how to read better

we learned that only one percent of educational wikis succeed in creating the kind of multimedia, collaborative learning environment we have come to associate with open educational resources like PBWikis and Wikispaces.

Justin's findings, and their implications, are so intriguing that we decided it was time to go into the field and do some investigative work of our own. Radio Berkman wanted to know: Who is making those successful wikis and how?

Where Knowledge Management and Social Business diverge is the organic nature of Social Business. Knowledge Management was about the capture, structure, organization and availability of information from all sources. Social Business is about encouraging people to share what they know, to feel good about doing so, establish relationships with others in the organization which span the organization tree and genuinely do something extraordinary. This might sound like a utopian dream, but I believe there are legs to Social Business which all organizations can benefit from.

The term curation is getting over used and has many definitions. What is difference between curation and aggregation? The answers are from everyone as it was hard to separate them. Curation is by people who make choices. Aggregation is done by technology and algorithms and people are more interesting. Curation also has a moral lens and aggregation does not.

Like Churchill said, first we shape our structures and then our structures shape us. That’s why I’m trying to change the structures of management, one client at a time. I still think that to be effective, change management means changing management, not just managers.

mit http://pinboard.in/add?url=${url}&&title=${title} in den Reader Send-to-Settings kann man auch Pinboard in den Reader zaubern ;)

Building upon a process- and context-oriented information quality framework, this paper seeks to map and explore what we know about the ways in which young users of age 18 and under search for information online, how they evaluate information, and how their related practices of content creation, levels of new literacies, general digital media usage, and social patterns affect these activities. A review of selected literature at the intersection of digital media, youth, and information quality—primarily works from library and information science, sociology, education, and selected ethnographic studies—reveals patterns in youth’s information-seeking behavior, but also highlights the importance of contextual and demographic factors both for search and evaluation.

How do you see reading evolving in the years to come?

Probably the biggest change is going to come from the changed definition of what we’re reading. More and more, texts will evolve the way Wikipedia entries evolve; the idea of a finished text, where all the words have been locked down, will start to seem a little less orthodox—something you’d expect from a novel, but not from a magazine article, say. And that open-endedness will likely mean that the reader is capable of participating, adding links, commenting, suggesting new avenues for exploration, fact-checking. So we’ll have to read in an even more focused way, I suspect, knowing that we can have a say in where the text eventually goes. So there you go: ebooks and digital text are keeping us from skimming *and* forcing us to engage with the text more directly. Who would have thought it?

In diesem Artikel soll es darum gehen, zu erläutern was Wissenskommunikation bedeutet, wie die Kommunikation zwischen zwei Kommunikationspartnern abläuft, welche grundlegenden Positionen und Ansichten verschiedener Autoren zu diesem Thema existieren. Des weiteren soll auf die netzbasierte Kommunikation eingegangen werden, welche Probleme sich hierbei ergeben und welche Möglichkeiten bestehen.

Keysar & Clark (Kommunikation)
Nickerson (Kommunikation)
Bromme (netzbasierte Kommunikation)
Nückles (netzbasierte Kommunikation, Experten-Laien Wissen)

A few tips…

Draw! First and foremost. Sprinkle your words with rough illustrations and diagrams — you can always expand on your scribbles later. Nothing needs to be perfect. Important: Always carry a small notebook — something with unlined pages or a grid. Or try sketchnoting on your iPad or tablet.
Edit. No need to capture everything that’s said word for word — just paraphrase the idea in a way that resonates with you. But do use quote marks or some indicator when you write down a direct quote.
Chunk. Use separators and boxes, avoid too much linearity — edit live, as if you are writing a tweet and are aware of your space limitations.
Work. By that I mean work on your buffer — get used to listening to one thing while drawing the last thing you heard. It’s difficult at first but keep trying and you’ll be surprised at the mental cache you can develop. It’s just exercise for your brain.
Rest. If something you’re strenuously trying to capture goes down a rabbit hole or gets boring, don’t feel bad abandoning your note-taking for the moment — you’ll be rested for when things get interesting again.
Practice. Sketchnote TED talks or radio stories, conversations, meetings, movies, and songs. That way you’ll figure out your own secrets and shortcuts. Also, if you work in a certain field and things, themes, and theories tend to appear over and over again, try to get used to drawing them. For example, a real estate agent should to be able to draw decent houses, trees, furniture, family pets, etc at a moment’s notice. That way you don’t waste valuable sketching time by concepting in your head.

About 2 years ago, we started aggressively using the platform for a number of internal processes (for example, bug tracking). There were two things that we noticed pretty quickly: (1) It was really easy to see where we needed to add features or to change the way things worked to make them simpler (labelled the “dog food” effect in the software industry). (2) It really did improve how well we worked. Making it easy to discuss, organize, vote on things, etc. really did help us make better decisions and provide a transparent record of how we got from one place to another in our thinking.

What is the impact of coworking on larger corporations? How are they responding?

Mark Greiner: Businesses are recognizing the importance of choice to their employees. By providing options in how and where their employees work, they’re noticing increases in workplace productivity and morale. Corporations can’t ignore employees and their individual choices anymore. If they do, it will be at their expense.

This model not only helps me understand the content, but also helps me decide what to do with the information. Do I just file away any new facts to my socio-semantic graph for later retrieval? Does it fill a gap in my mental model, hence provoking me to make a decision, ask a question, kick off a business process, send an e-mail, write a blog post?

I bet this works via tagging and not really through a database-- similar to what ridllr.com is doing.

Glad to see people working to fix google's massive massive mistake. However, this is only like a 40% solution since it just brings back sharing and not commenting. I'm holding out for hivemind.org

The redesign being horrible, color, space, and clarity-wise is only the tip of the iceberg. Ultimately the sharebros don't care what color the theme is, we care about losing the main feature of google reader that no other RSS reader has, and that's the social aspect. The "redesign" was a poor attempt to move the following system of sharing news items into google+. However, google+ can't even approach the level of information sharing that greader had. For example, if I want to share an article with a sharebro, they'd have to first leave reader, go to +, find the stream for the circle his sharebros are in, and then + will only allow a thumbnail image from the article and the first two-ish sentences. Sounds like a minor inconvenience, until you realize the average sharebro was reading well over 1000+ shares a week. It's not a convenient or easy way for us to share our RSS feeds anymore. Don't even get me started on the fact that it is impossible in + to curate feeds and shares from other users, now, rather than appearing chronologically by what you have and have not read, things get thrown into the "stream" which is an uncuratable mess where it is impossible to navigate through what you've already read and what you haven't.

This information and why we are unhappy at being corralled into + is widespread on the web from techcrunch to forbes.

Googles Schritt ist einer von der Qualität hin zur Masse. Er zwingt einer Community, die für sich in Anspruch nimmt, modern mit Nachrichten umzugehen, einen konzeptionellen Schluckauf auf – bringt nicht um, nervt aber –, dessen Ende nicht absehbar ist und opfert dafür das einzige funktionierende (!, wenn auch kleine) soziale Netzwerk des eigenen Portfolios. Ohne Not und zu Gunsten eines Hypes, von dem es ”nichts versteht”.

The dynamic nature of today’s enterprise no longer suits the office environment of yesteryear, where everyone showed up at 8 and left at 5. Work organizations, old and new, are embracing the more “flexible office” powered by cloud-based services, mobile technology, and pervasive broadband. Besides offering flexibility for employees, enterprises are realizing concrete benefits to their budgets. But some companies are grappling with the challenges of building and retaining a workforce culture when their employees are everywhere.

Wählt man nun für die statische Lesetipps-Seite unter Attribute das Template lesetipps.php aus, dann werden auf der Seite die von Instapaper per Feed gelieferten Artikel als Liste angezeigt und zum Originalartikel verlinkt. Freilich muss die URL im Codeschnipsel durch die von Instapaper individuell gelieferte Verzeichnisadresse ersetzt werden. Ebenso kann die Zahl der angezeigten Artikel – im gezeigten Beispiel sind es 25 – individuell eingestellt werden. Weiteren Basteleien sind natürlich keine Grenzen gesetzt.

Das für mich dominanteste Beispiel: Ich konnte bislang sehr bequem
einigen Leuten *im Reader* folgen, ohne deren sonstige (für mich
größtenteil irrelevanten) G+ Posts lesen zu müssen.

Nun muss ich mir die für mich interessanten Teile aus deren weitaus
umfangreicheren G+ Streams herausfiltern. Das ist mir persönlich zu
zeitraubend und blöd.

Ich verzichte nun komplett auf das Sharing und das Konsumieren von
gesharten Inhalten.

five forces that will shape work and careers:

ever greater globalization of innovation and talent;
the development of ever more sophisticated connective technologies;
profound changes in demography and longevity which will see many live until they are 100 and others live in regions where 40% of the population are over 50;
broad societal forces that will see trust in institutions decrease and families become ever more re-arranged; and finally,
the impact that carbon use and Co2 will have on how we think about our own consumption patterns.
Taking this rich cocktail of forces into consideration here are my 10 tips about skills, networks and choices.

the way the social tools are changing the way we work, by making it more open and transparent, and pulling it out of closed and opaque systems, like email, document management tools, or business applications. He makes the case that pulling work out of the shadows of these pre-social technologies and bringing it out in the open changes everything

how smarter work is all about finding new ways of getting the job done in a much more effective and efficient manner, but at the same time with an end-result that everyone else, regardless of wherever they may well be in the world, can benefit from, reuse, apply, and continue further with their learning activities, because, at the end of the day, which is my favourite part permeating throughout the whole story, work is all about learning, learning while at work.

Ten years ago, Stanford professor Robert I. Sutton wrote a book on how to manage for maximum creativity called Weird Ideas That Work. After studying some of the most innovative people and companies, Sutton concluded that what is right for routine work is consistently wrong for creative work. The best way to manage for creativity, he discovered, is to simply take every tried-and-true management trope and do the opposite.  Armed with this epiphany, he laid out his "Weird Rules of Creativity."

So, what are you waiting for?  Get that use case written up and submitted.  Awards come out in May, and the book will be available in June, highlighting the excellent work you are doing.  It is the right time to publicize approaches to supporting knowledge work.

IBM are in the process of putting together an amazing toolkit that will allow developers to build some petty amazing applications.  These tools are not unique to IBM Lotus Notes.  They can be used in conjunction with all the IBM social clients such as Connections.  These tools also support open standards allowing them to integrate with other products and services.  This also means the skills we develop building IBM social business solutions can be more easily ported to other platforms.  Most of us know how great a development platform Notes has been over the past 21 years.

Ob Nevernote als Alternative zum offiziellen Evernote-Client gelten kann, ist angesichts der Beschränkungen, vor allem hinsichtlich der Geschwindigkeit und des Fehlens einer Screenshot-Funktion, Geschmackssache. Seine Nützlichkeit hängt letzten Endes davon ab, welche Features von Evernote für den jeweiligen Nutzer zentral sind. Das Projekt befindet sich, der relativ raschen Folge neuer Versionsankündigungen im Forum nach zu schließen, in aktiver Entwicklung und es ist zu hoffen, daß die Geschwindigkeitsprobleme bald der Vergangenheit angehören.

Now, as head of a larger organization, I check in with people and set them free to do their own thing with the expectation that their trajectory will bring them to a place we both want to be.

Some good tips in here– hopefully these will help those with 2011 new year’s resolutions to do a better job blogging. integration will be key, imho

David Koehn makes an important point: even when an online service intends to maintain history, it sometimes fails. This is why once a month I take my own backups of every online service that I consider important. The resulting XML files or whatever may not be in a terribly nice form, but if an online service happens to lose my data at least I’ll have something that I can reconstruct from.

Architects don't manufacture nails, assemble windows or chop down trees. Instead, they take existing components and assemble them in interesting and important ways.

It used to be that if you wanted to build an organization, you had to be prepared to do a lot of manufacturing and assembly--of something. My first internet company had 60 or 70 people at its peak... and today, you could run the same organization with six people. The rest? They were busy building an infrastructure that now exists. Restaurants used to be built by chefs. Now, more than ever, they're built by impresarios who know how to tie together real estate, promotion, service and chefs into a package that consumers want to buy. The difficult part isn't installing the stove, the difficult (and scarce) part is telling a story.

I'm talking about intentionally building a structure and a strategy and a position, not focusing your energy on the mechanics, because mechanics alone are insufficient. Just as you can't build a class A office building with nothing but a skilled carpenter, you can't build a business for the ages that merely puts widgets into boxes.

My friend Jerry calls these people corporate chiropractors. They don't do surgery, they realign and recognize what's out of place.

Organizational architects know how to find suppliers, use the cloud (of people, of data, of resources), identify freelancers, tie together disparate resources and weave them into a business that scales. You either need to become one or hire one.

The organizations that matter are busy being run by people who figure out what to do next.

If you have been a regular reader of this blog, you would know how, by now, and every so often, I get to talk and share further insights around one of my favourite Web sources for learning on a wide range of topics available out there at the moment. One that surely doesn’t leave people standing still; quite the opposite… Inspiring, provocative, insightful and enlightening are adjectives that come to mind when talking, of course, about TED Talks. Well, earlier on this week, I had the opportunity to watch one of those presentations that would surely fit in with that profile and that, if you haven’t watched it yet, would probably manage to wow you big time, just as much as it did for me. Indeed, I’m talking about Jason Fried‘s recent “Why work doesn’t happen at work“. Have you watched it already? No? If you think that work is something else than what you have been told all along, or have been doing all of this time sensing it just doesn’t feel right, this would be one Talk to watch! No doubt it won’t leave you indifferent!

It’s a rather short, but amazingly inspiring, presentation, that lasts for a little bit over 15 minutes, put together by Jason himself, where he comes to question, with some incredibly accurate and rather solid descriptions, the true nature of work and that one of what our traditional office environment has been all along and; how it, perhaps, needs to start thinking about changing some of the dynamics and key concepts behind the traditional physical office space.

Of course, while watching the video, I couldn’t help taking a few notes that resonated quite a lot with my overall experience as a knowledge worker who moved from a traditional office environment back in 2003 and who today is a full time mobile worker, spending most of the time working from his home office or travelling, and who wouldn’t have it any other way at this point in time. Yes, that’s right! Read further on and you will see what I mean … Watching Jason’s speech I just couldn’t help nod time and time again in agreement with everything he said about how we may need to start shaping up how we view work, and, most importantly, how we execute work, whether at a traditional physical space or remotely, because, apparently, the way we have been doing it all along hasn’t been the most effective so far. And he is right. Here is why …

Jason starts up his presentation identifying three different areas related to work, which I thought were rather interesting: Room (where does work happen for you? At the office, at home, travelling, at a customer’s, at the airport, you name it); Object (basically, what we produce) and, finally, Time (When does work happen? Early in the morning, throughout the day or in the evening, on the weekends, etc. depending on how productive we may feel at those times). With that intro he moves on to claim that at the traditional office, the physical space, we no longer get to do work, but, instead, we have work moments.

We seemed to have moved into work in chunks, being constantly exposed to interruptions that could come from various different places. Now, this is something that I could certainly relate to. Back when I used to work from a physical location it used to take about 5 hours to commute to work (Back and forth), so typically I would have to get up really early in the morning to arrive at around 9:30am at the office, and as soon as I would get in I would be getting exposed to those work moments. My boss would come in, asked me to go with him for a coffee (to catch up or just chit chat at the coffee corner, or water cooler, whatever term you would want to use…), spend a few minutes talking to him, then I would go to my desk and right as I am sitting down to start my work, colleagues would come around to talk, once again, or go for another coffee. You know, the usual stuff you do with work colleagues when you first see them at the office in the morning…

From there onwards one thing leads to the other and before you realise, it’s lunch time. My lunch time. So by the time I could go and sit down at my desk to start doing my work it would be after 1pm in the afternoon; then meetings and conference calls would kick in and before you knew it off it goes your entire work day dedicated to stuff you probably could have done without just that day. But then you go on and keep working, before you go back home, because there are a number of tasks that need to be finished and you know you can’t leave them behind, just like that. So you end up doing a whole bunch of extra hours, just because of those interruptions giving you back only a few work moments. Does that situation ring a bell? I bet it does, specially, if you are one of those knowledge workers who still gets to go the traditional office. So here is a question for you… when does work happen for you in that scenario?

Right, under that premise, Jason gets to share some rather interesting thoughts about how we have moved into a corporate environment, for all of us, where we seem to consistently lack long term periods of hard thinking. We just don’t have time for them anymore, because of those interruptions! Eventually, resulting in knowledge workers choosing alternative methods to carry out their work; whether they do it while at home, or later on in the office, once things quiet down a bit, or in a plane, in the car, at an airport, etc. etc. In these new environments, it looks like the distractions are minimum; there are still some of them out there, but they are not the same as in your traditional office. How many times have you called the office yourself to tell your boss you are going to be at home for the whole morning, so that you can concentrate on a rather hard and tough task you need to accomplish soonish? I bet more than once!

So why do we keep insisting then on commuting to the office, when we all know that we are not the most productive during that time, specially with those interruptions kicking in time and time again? Why do we keep insisting on measuring knowledge workers’ performance by their sheer physical presence, as opposed to the results delivered on tasks accomplished? Why do we keep on distrusting our knowledge workforce to do their job properly, when we know that in the first place we have hired professionals who know they need to be just that: professional? When are we going to start trusting them to be more responsible for what they do on a day to day basis? Isn’t it about time we shift gears, change our corporate chips and inspire an open, collaborative work environment where knowledge workers take more control, AND responsibility, for what they do … and let them do their thing?

That’s exactly the premise that Jason comes to question in his presentation. In fact, he goes even further! He comes to compare sleep and work as both being pretty much the same; in order to get a good night sleep you would rather prefer not to have any interruptions, because it will disrupt the sleeping phases you go through and you wouldn’t get the rest you deserve after a hard working day. Well, the same thing happens with work; in order for you to do a proper job about something, in order to get work done, it would work best if you wouldn’t have any interruptions. Yet, that doesn’t seem to be happening very often, to the point where he keeps questioning how can we expect people to work at the office effectively, if they keep getting interrupted time and time again? Quite an eye opener, don’t you think?

Well, it gets better, because, at this stage, it is when he turns things upside down a bit, stirring the pot some more, becoming a bit more provocative in the end, detailing what may well be some of the most typical examples at the office and how some of the main real distractions employees are exposed to, according to their managers, are social networking sites like Facebook, Twitter, etc. etc. going to the extreme of blocking them not allowing their employees to access them freely, when in reality it shouldn’t have to be like that! His notion of these social tools as our modern smoke breaks is terrific and rather descriptive of what we used to have back then when we used to hang out at the coffee corner, or water cooler, having a short break talking to colleagues before getting back to work. Things seem to have changed very little, don’t you think? We have just been moving away from that physical water cooler to a virtual one: The Social Web.

What’s interesting though from his presentation is to watch him talk about what he feels are the real problems; what Jason calls M&Ms (No, nothing to do with chocolate! hehe); what he refers to as “Managers and Meetings“. Apparently, manager’s job is that one of interrupting people at the wrong time; also perhaps calling up meetings when they shouldn’t. All of these are toxic, terrible, poisonous events managers do, because hardly any knowledge worker would eventually do that. According to him, and it is not the first time I have seen / read about it, meetings are very expensive to the business provoking those very same interruptions!

This is when it gets really fascinating in the presentation itself, because he comes up forward proposing some solutions as to how we could help our businesses reduce a large chunk of those meetings, and interruptions, happening while at work so that we can continue having a go at it and do what we need to do: work. He comes to propose that instead of scheduling a meeting people could start making heavier use of both traditional and emerging collaborative, knowledge sharing and social software tools to get the job done. Now this is something that some folks may consider silly, yet, in my own experience, it’s tremendously powerful and relatively easy to achieve.

There was a time in my recent past where what Jason described was pretty much my day to day workload; long days of conference calls a[…]

That's why the promise of technology - "provide it, and they will use it" - has seldom been delivered in KM. "Provide it and they will use it" will work for natural acts, such as friendship, socialising, gossip etc. But not for unnatural acts. Just giving them smart shiny new technology (even web 2.0 technology) will not convince them to do something unnatural.

In Unternehmen geht Know-how häufig verloren. Sogenanntes Wissensmanagement sollte das ändern. Dumm nur, dass Wissen sich nicht managen lässt, sondern bestenfalls unkontrollierbar gedeiht. In den Köpfen der Mitarbeiter. Und nirgendwo sonst.

„Das räumliche Umfeld hat einen hohen Einfluss auf die Arbeit von Selbstständigen. Oft gelingt eine unternehmerische Weiterentwicklung im Gemeinschaftsbüro besser als einsam im Büro daheim. Jeder Kreativschaffende soll deshalb genau überlegen, wo er für sich den besten Output erzielen kann, und nicht den Fehler machen, sich nur aus finanziellen Gründen für das Home Office zu entscheiden.“

Ich glaube, daß es weiter einen Posteingang braucht. Dieser Posteingang sieht aber ganz anders aus als der, den wir heute kennen. In dem Posteingang von Morgen laufen alle Informations- und Aktivitätenströme zusammen, die für den jeweiligen Anwender relevant sind. In der Zukunft werden E-Mails mit  Aktivitätenströme aus SAP oder anderen Tools in zusammengeführt in einem universellen Posteingang, dem Posteingang der Zukunft und der Zukunft von E-Mail. Statt von einem Posteingang zum nächsten zu springen, von E-Mail zu SAP zu BPM Tools und relevanten News, werden die Nachrichten und Aufgaben nicht nur an einer Stelle zusammengeführt. Sie werden dort auch direkt bearbeitet.

how the work necessary to coordinate outsourced IT work (specifically following ITIL best practices) it not well suited for implementation in a traditional workflow or BPM system.  The reason lies in the nature of the work processes:

Social messaging offers much more than collaboration when individuals include their multidimensional perspectives in the Enterprise stream.

The discussion turns interesting when he touches on “directed collaboration” and “structured activities”.  Here I believe he is struggling with the same thing that the authors of “Mastering the Unpredictable” did.  Many people see collaboration in the office place as being a pre-defined process, and this is even commonly called a “structured process”.  Yet, as I have discussed many times here, much of the most interesting and valuable work is not predictable or predefined, but rather “emergent” as proposed in adaptive case management.

Figuring out and sharing and/or teaching tools is easy. Sharing and/or teaching how those tools can interact with one another is harder. The most difficult part, though, is coming to an understanding of how one must pay attention to one’s own way of working to figure out how to integrate these tools into our daily life and work. There are core elements that I think are necessary in any “system:” trusted collection, for instance, but all of them take attention and behavior modification to really “take.”

Die großen Player haben erkannt, dass es längst nicht mehr um die Bereitstellung von Informationen geht, sondern der nächste Megatrend und die nächste Killerapp eine Anwendung ist, die über alle Informationskanäle hinweg Informationen sammelt, sortiert, filtert und ggf. sogar aufbereitet.

What is observable work?  It's the idea that we should "unhide" our work - the work process, rather than just the final work product.  Not only should we be publishing the work product (documents, websites, code, etc), but we should also be helping each other see how we got to the work product itself.  This might be anything from talking aloud and with one another as we go through the process.  But it could also be writing about how things are going or what we are doing from a day-to-day perspective as well.  What did the intermediate draft look like?  How did you go from that buggy code to something that was released?  How did you do it so quickly? 

When you take a closer look, you will find that your team players are simply doing their work: solving problems, sharing status updates, exchanging tipps, looking for experts or just building relationships.

Summary : even if the concep of ROI, in its traditional sense, hardly hardly works for enterprise 2.0, overlooking the question of tangible benefits tha should be expected is impossible. But the reasonnings on this issue suffer from a noticeable bias : technology is assessed in the current context while it needs organizational and management changes to deliver its effects. So there are few chances to have a solid demonstration if the focus is kept on the existence of ROI without a joint reflexion on how to make it happen.

some do's, don'ts and also the grey areas ...

For our last special theme of the year, we'll be looking at the tools we all use to come up with the projects we pursue and how we manage them. We'll be looking at physical tools, such as notebooks, drawing tools, whiteboards, and the like, but also, things like brainstorming and project-management software, and the more intangible aspects of design, invention, and dreaming outside the box. We want to explore the creative side of making.

Ich denke, eine differenziertere Analyse ist notwendig als sie in der Plantronics-Studie durchgeführt wurde. Ja, es gibt noch sehr viele - wahrscheinlich die Mehrheit - die E-Mail- (und Datei-orientiert) arbeiten. E-Mails und damit einhergehend Dateien und Attachments werden auch nicht verschwinden. Und auch Telefonieren behält seine Berechtigung. Diese Kommunikationswege werden aber mittel- oder gar kurzfristig durch die neuen Technologien substituiert werden. Und damit einhergehend wird sich auch die Wahrnehmung wandeln, E-Mail trage in hohem Maße zur Produktivität und Erfolg im Geschäftsalltag bei. Die Annahme erstaunt mich eh, denn täglich erfahre ich, wie E-Mail-Pingpong und Dateianhänge zu ineffizienter Kommunikation und inkonsistenter Informations- und Dateibeständen beitragen

While blogging still seems to lack a certain credibility in the eyes of many people I talk to, it is not coincidental that the individuals who generally seem skeptical of the discipline are themselves people who do not themselves engage with it. However, ask anyone who has invested the real energy and emotional capital to write something and present it to the universe, and you invariably hear stories of personal, perspective-expanding consequences. Ok, not always, but often. But your premise that “Every blogger is someone who has learned to read the world differently” is an important proposition that needs to be considered by many.

The book's central premise is that institutions will be shaped to provide platforms to help individuals achieve their full potential by connecting with others and better address challenging performance needs. This is greatly possible thanks to the use of technology and digital media.

While many are talking about the future of social as communities and collaboration, Hagel, Seely Brown, and Davidson seem to take a different approach. The individual is in fact a key component of future breakthroughs.

The pull environment they describe is based on three principles:

Accessing the people and resources you need
Attracting people and resources to yourself that are relevant and valuable 
Achieving your potential by attaining new levels of performance

Annotated link http://www.diigo.com/bookmark/http%3A%2F%2Fintranet-matters.de%2F2010%2F05%2F04%2F5-thesen-zur-zukunft-des-intranets-als-universelles-arbeitsmittel