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June 25, 2009

Learning in fragments to help alleviate attention scarcity

Filed under: blogs, learning

I got a follow-up email the other day from our vendor to see if I have used a new reporting package, and for some feedback. I really don’t have time now as I’m facilitating at the moment, but I will get round to metrics at some stage.

To tell you the truth, this reporting thing is going to be a whole new component to our CoPs, which means I will have to dedicate some good time to learning about it, practicing, and then putting some stuff together to inform CoP facilitators, and then to support them.

I’m so busy at the moment that I keep putting it off. I would be prepared to spend 15 minutes a day on it, but I’m one of those people who once they start, really dive into something; the momentum, continuity and freshness helps me retain and not forget where I’m up to, or how things work again.

Then I thought, blog fragments.

I asked the vendor if she could possibly use her blog to do a weekly post on reporting. Maybe what’s already available, and what’s involved. And then start getting into the new package…perhaps posting once a week to showcase a report and what questions it answers

eg. If your boss is asking for numbers, but you don’t have the time for this stuff just try this quick and easy report on distinct logins, that will buy you time for now.

eg. The boss may ask for penetration metrics eg. The difference in number between members of CoPs and all employess

eg. If your boss wants a more explicit step up, try this report that tells him how many subscribers there are across all blogs and forums

eg. The boss may want some activity metrics eg. the number of blog and forum posts

eg. What about some engagement, try this report on the number of blog/forum posts a month compared to comments/replies. What about the difference between members and contributors, or compare the number of contributors to previous months.

This would really spoon feed me, and help workaround my attitude, and attention scarcity.

There’s no way I’m going to read a paper or dive into a whole new area right now as I’m too busy, but if someone feeds me little fragments where I can learn in bits and pieces, well then I will pay some attention.

Plus I can always comment on the blog posts to get some clarification and context.

Since we are talking about metrics, here’s what Agnes Kolkiewicz emailed me back, I thought it was interesting:

“As I’m sure you know, adoption and success go hand in hand…so I usually encourage the use of metrics not just to measure ROI, but also to measure progress along the way, as then you have data to fall back on at a later date to say this is how the system improved over time. Measuring things along also helps identify “peak times” in participation so that community facilitators can try and perhaps recreate the event that caused the peak at a later date.”

“I’ll post something tomorrow and will aim at a minimum of one post a week.. your email was a good motivation!”

I replied:

“thx Agnes…you are right…kind of like measuring the heartbeat, the rhythm”

Let’s finish off with a quote by Dave Snowden on the theme of this post:

“The basic idea is simple: Small things are more adaptable than big things, and they are frequently more interesting and more able to gain our attention. People will spend more time surfing the Web and using the fragmented material of an RSS feed than reading documents. It’s easier to write a blog than a book. Fine granularity material can combine in novel and different ways more easily than formal documents.”

April 24, 2009

We are more than our job title describes, so let’s get social!

Here’s an excerpt from a one page flyer I’m doing for Communities of Practice at our work:

“We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent. This is what we call ’social productivity.”

NOTE: I got the term “Social Productivity” from Sam Lawrence.

Basically, if I only had my team to rely on to get things done, I would not be as effective or be able to deliver things of optimum value. Why? Because my team doesn’t know everything. I need to be able to tap into people outside my team for advice and help. This is what we do everyday at work, we network with others to get our work done…without our informal network we would be at a loss.

Further to this, there are lots of people in other teams and offices that I don’t know who have great expertise; we need to explore and discover people, and tune our ambient awareness. We need some horizontal glasses to discover these people, and these glasses are social networks (and blogs). Mostly by the strength of weak ties and potential connections, in our ambient awareness.

And of course from this we are capitalising on opportunities, and there emerges an element of self organisation and autonomy. Basically we are making the most of what our collective organisation knows by tapping into it via a participation network structure. There’s lots more benefits like re-use (cost), innovation, opportunities, cooperation, communication, collaboration, awareness, adapt to change, knowledge transfer and retention, talent retention (feeling of belonging, heard, advancing career prospects), etc…

I read something related to this today by Paul Iske, head of KM for ABN Amro bank.

Here’s an excerpt:

“What proportion of your talent, ideas and experience are used in your job?
What percentage of your intellectual capital do you use?
The survey results came back with the response that 70 percent of staff felt that only 15 to 20 percent of their intellectual capital was being used. With 100,000 staff around the globe, this amounts to a significant amount of untapped potential for the organisation”

From this aspect talent and knowledge management is about opportunities and the way (method) to capitalise on them to benefit productivity, and effectiveness of workers, groups, and the organisation.

Is your Organization Talent Ready?

Margaret Schweer has an excellent post, Is your Organization Talent Ready?, referring to:

“…what are the most important competencies (skills, knowledge, experience, behaviors) for organizations today and tomorrow? That’s a very tricky question because creating capability is a continuous journey - there is no steady state for talent readiness, particularly given the current pace of change in technology, our workforce demographics, and in the global economy. “Forward looking” leaders are always in the hunt for talent with key capabilities in anticipation of the organization needs, especially in times of uncertainty. Newly developed, purchased, or even borrowed capabilities can become important inflection points for an organization . . . a way to seize unique opportunities ahead of competitors.”

This relates to a post of mine, Adapting to change with enterprise 2.0. In that post I link to and quote Jay Cross’s pithy explanation, here’s some of it again:

“The rear view mirror no longer reflects the future. Workers need to be able to assess new situations, learn in real time, and improvise solutions. That’s an entirely new learning agenda, for it means putting enough trust in workers to give them the wheel””

Margaret goes on to say:

“In our practice we are seeing the current economy accelerate profound changes in the fundamental structure and operating principles of organizations. These changes are challenging people to behave in different ways . . . requiring new capabilities.?”

Reading this; social computing, networks, and the whole social productivity movement is perhaps a response or a need to cope with our current fast-paced economy…effectiveness is the new efficiency (or the new ‘black’ as some would say).

Social computing is a coping mechanism and enterprise 2.0 is what one day may eventually result.

Some more brilliant gems from Margaret:

“Many of us are transitioning away from job to roles based on work for some portion of our organization. This is an important paradigm shift for leaders – ownership for talent is shared. Talent needs to be flexibly deployed against the areas of highest value for the organization.”

“The ability to structure work and talent in a flexible fashion increases the organization’s ability to rapidly and effectively respond to needs in times of crisis or opportunity.”

“…collaboration allows the organization to accomplish tasks or create new business offerings in ways that could not have anticipated or even attempted with traditional organizational structures.”

This rings a sympathetic vibration with the self organisation and autonomy that can result from a system where people are discovering, connecting, conversing, etc (a networked organisation). In this type of enterprise your profile page is like your living resume, you become your own person for hire, tasks/jobs you like will gravitate towards you, as you will be visible and known…just beware the numerati.

Simply said, we are too hidden in a hierarchy based organisation. As a result the organisation is not tapping into know-how. It just sounds silly that within your place you have ten experts for the job at hand, but you don’t even know of them, or of their talent (kick yourself).
By allowing workers to be visible and network online as we do offline, all these connections will percolate, and make visible everyone’s talent. This is not giving management some sort of x-ray vision, this happens in a distributed way, where everyone together as a result of their networking, will by default leave tracemarks of who know’s what? who’s connected to who?

Employee Engagement

Related to this topic is for employees to participate, and feel heard, for them to gravitate to work they like and enjoy, as the company equally wants something out of them…this mutual benefit brings more happiness, purpose, and increases career opportunities.

Even more so for GenY; if you aren’t on Facebook, you just don’t exist. Online they have their profile real estate where they connect and are known. When they join the workforce this ethos is missing. It’s like watching DVD’s all your life, and now you have to start watching VHS…it’s going backwards…did I just say organisational structures are backwards and colleague student structures know where it’s at :P

I like this excerpt from the slidedeck below:

“An engaged person brings creativity, passion and energy to the job; they proactively drive change, deliver business results and infect others with their enthusisasm. They are achieving their full potential.”

Being social at work

Matthew Hodgson as always as a post on the behavioural side of things.

A high performance team requires knowledge sharing rather than hoarding, as high group performance depends on each individual performing well. The next step is to have a high performance organisation, where this happens between teams.

From Matthew’s post:

“Taylorist management practices in particular only focus on those things that are measurable and directly associated with the task rather than understanding whether or not social interaction is of benefit to the task at hand. The result is seen in many modern managers who believe that their employees need to be busy and not wasting time (where wasting time equals socialising).”

“MIT research shows that 40% of creative teams productivity is directly explained by the amount of communication they have with others to discover, gather, and internalise information. In other MIT studies, research shows that employees with the most extensive digital networks are 7% more productive than their colleagues.”

“Since information does not diffuse randomly in organisations, but rather reflects the nature and structure of human relationships, providing the right tools that support human social relationships, communication and interaction, will provide a significant ROI to the enterprise.”

Jordan Frank also pitches in his thoughts…but more on an ROI roundup another day.

Something that also fits in here is Boyd’s Law (by Stowe Boyd):

“Connected people will naturally gravitate toward an ethic where they will trade personal productivity for connectedness: they will interrupt their own work to help a contact make progress. Ultimately, in a bottom-up fashion, this leads to the network as a whole making more progress than if each individual tries to optimize personal productivity…

Perhaps more importantly, the willingness to assist others leads to closer social connections, and increases the likelihood of reciprocal behavior, where an obsession with personal productivity does not.

On a work basis, businesses today want it (or think they want it) both ways. They want their employees to be personally productive, making the classic logical error that if everyone is highly productive personally then the company will be. Nope.”

The other day I commented on a post that kind of sums this up, in that part of our job performance needs to be measured on the “value” of our social interactions (network/collaborative), in this way it will be motivating people to network, and share. Performance measures or employee worthiness based on this criteria would promote organisational effectiveness and adaptability. Along with social work as top-down strategy or mantra that is as serious as safety and quality. The business needs to walk the walk, and middle managers and senior managers need to be on the same page, otherwise knowledge workers are confused about the mixed message of how they should balance efficiency and effectiveness, and the conflict that may arise when they try to practice effectiveness.

Ross Dawson points to a recent study on the positive productivity results of organisational online networks, in his post Largest ever organizational network analysis shows how social networks drive performance. I’ll think I’ll blog about this in a future post on the ROI of organisational online networks.

Amplified network effects

Let’s top this blog post off with an excerpt from an article by John Hagel III, John Seely Brown, and Lang Davison, called Introducing the Collaboration Curve. It’s about the concept of network effects which I’ve mentioned before in my post, Communities don’t rely on network effects to be successful. What is I like about it is the concept of value increases when there are more players, but when those players are people there is an additional amplifying effect.

An example used is the World of Warcraft as a knowledge economy.

Do you think these guys have even heard of knowledge management?

They probably haven’t; what some of us call KM or sense-making is what these participants have embedded in their way of being.

If it’s effortless and a way of being, is there such thing as KM?

Does KM only exist until it finally becomes absorbed into the psyche, and then vanishes into the fabric?

I posed some of this thought in my posts, Has KM died, and resurrected as social computing?, and Knowledge and its facilitators.

Anyway, here’s the excerpt:

“There’s a classic story in economics primers illustrating the power of network effects. It tells how the first fax machine gave little value to its owner–after all, there was no one else with whom to send and receive faxes. As time went by, however, the value of that first machine increased as other people bought fax machines, and soon its owner could send faxes to the far corners of the earth, and receive them in return.

The point of the story is how the value of a node in a network rises exponentially as more nodes are added to it. These are called network effects.

Now let’s add a twist to the story. What would happen if, at the same time more fax machines joined the network, each machine rapidly improved its performance? The result would be an amplifying effect on the first level of exponential performance. One exponential effect occurs from growth in the number of nodes. A second amplifying effect arises from the improving performance of the machines themselves.

Fax machines, of course, don’t perform better as you add more of them to a network. But people and institutions do. And that’s where the concept of network effects gets more interesting–when we apply it to how people might perform better.”

[ADDED 28/04/09 : Susan Boyle: A Lesson in Talent Management - “Good managers help their employees succeed in whatever role they happen to be in. Great managers see the unique talents of each employee, and then create the role that’s a perfect vehicle for those talents. Great managers remove the obstacles that prevent their employees from unleashing their talent. And they make sure each employee has the right opportunities, the right stage, the right audience, to be fully appreciated.”]

[ADDED 29/04/09 : 5 Predictions for the Future of Collaboration - “At Cisco, we believe that the rigidly structured silos that were traditionally put in place in most enterprises will give way to more fluid, ad-hoc communities of experts. Increasingly, companies will rely on Collaboration Networks that bring together “clusters of experts” to get critical projects completed. These groups will form dynamically to achieve a shared outcome. This self-organizing cycle repeats itself on an ongoing basis, as the need arises. It’s both efficient and effective, in part because experts are drawn to projects and are thus motivated — rather than being “assigned” in a top-down fashion”]

[ADDED 06/05/09: Aggregative or emergent identity? Rethinking Communities - “In effect and individual was, within the team a collection of orientations that existing not in the individual in isolation, but in individuals as a result of their interaction with other members of the team, the history of that team and the context of their work. If one person left, you didn’t necessarily look at replacing that person, but you looked at the orientations, or balance of the team in consequence. If for example that individual was the only one with a primary completer-finisher orientation (one of the Belbin roles and the name speaks for itself), then it was likely that individuals with that as a secondary orientation would start to change their interactions with the team before you could achieve any replacement. In effect with were treating the team as a complex system, not as an aggregation of the qualities of the individuals.”

[ADDED 06/05/09: Video Conferencing Uptake Is Really About Changing Role of Organizations - “I believe we are nearing the time when entire organizations will make that same shift of perspective. Hierarchical command and control structures already have (mostly) given way to matrixed organizations. The next step in organizational evolution will be the formation of networks of individuals who work together to solve a specific business challenge, and then disband. The organization will support their endeavors by providing the assets and services listed above. Organizations will endure only as long as they can continue to form networks of knowledge workers and supply the assets and services those workers need.

How do I know this? I already work for such an organization!”]

February 17, 2009

How relevant are communities of practice in a network age?

A while back I blogged about the possibility of networks and blogospheres cutting into the need for communities. I believe this is happening a great deal, as now people may have a more purposeful or ideal way of achieving their needs that they were once achieving by being in a community.

NOTE: I want to stress in this post I’m referring to *pure* CoPs, ie. cross-functional group spaces to learn about a topic (*usually* comprised of people across different teams). I’m not refering to teams using CoP-like social software, like Basecamp as a group space to coordinate and communicate tasks/project.

This doesn’t mean communities are no longer relevant…does it?

Sometimes we need a place of shared interest to build a communal practice, sometimes we need people to be committed members of a space to coordinate activities, some people like being part of a group, rather than on their own space, or both.

Just look at Friendfeed, it’s a network, but you can also join rooms (member groups); some are feedback rooms, news rooms, topic rooms…people still like hanging out in a place (pub/coffee shop) and contributing to the pool of info in one spot, rather than scattered in a social network. If I have a question about Friendfeed functionality I will not post in my network, but I will go to their feedback room.

Actually I lie, I live in Twitter, so naturally I will first post a question to my Twitter network. But if my network don’t have the time or expertise then I will ask in the Friendfeed Room where they do have the expertise and the dedication to answer any questions in their domain (room), as a respect to members.

NOTE: I demonstrated this reflex yesterday asking questions about Clearstep in Twitter rather than in the Clearstep community.

But the premise is that a community like a feedback room is less likely to get replaced over topic communities that are about building your knowledge on a topic. But again, I won’t hold my breath, as we are now seeing lots of companies and services using a Twitter account for news and support. As that’s where the people are at, you don’t have to shift to another space to engage in something else.

Issue of shifting for context and the naturalistic feel of networks

Stowe Boyd has more on this “shift” that may be a big cognitive reason that when it comes to individual learning on a topic, networked sharing is cutting into the ease of learning over CoPs:

“Contrasting group forums with blogging is a good example in which to make the distinction between group- and individual-oriented social tools. In group forums, members of a closed group can post threads and comment on them. It is a closed model. When individuals blog in the open web, trackbacks and comments allow discussions to take place that are — in many cases — logically equivalent to forums, but since each individual blogger decides where to turn their focus, and what other blogs to comment on, bloggers are members of many groups at the same time. More importantly, the structure of blogging supports that model directly. In a group forum, you are a member of that one group, and not a member of any others: the fact that you may be a member of other groups is not explicitly supported.”

Stowe Boyd, like Dave Snowden, often refers to social tools and naturalistic approaches, ie. how they are in tune with human behaviour.

“So the groupware model of collaboration, where neatly partitioned worlds are created, and individuals are made to shift context in order to shift from one social thread to another, seems unnatural to me. The primacy of groups and group membership in old-school groupware is outmoded.

The shift to the individual changes everything, and in revolutionary ways. Moving from groupware premises to “soloware” shifts the dialog about standards and interoperability.”

This type of approach seems to be more conducive to our attention and how we naturally behave. But the one thing we do forgo is the neatness of a topic hub, compared to scattered content. What I mean is that if you network you know how to tie all the scattered content together as you blog about it and bookmark it. But for new comers, finding all content on a topic in one page is always easier.

” But the glue that connects the dots in the soloware world are standards like RSS, IM interoperability, and blog trackback conventions: standards that allow individuals to do their thing, but to allow bottom-up aggregation of their artifacts along social connections. The groups are there, but latent, implicit in the gestural relationships of crosslinking, tags, comments, and blogrolls.

“We are, first and foremost, individuals. The concept that whenever we do something it should be intentionally in the context of a specific well-defined group is outmoded, and was always an approximation of what is really going on, socially. We are involved in social relationships, and what we do with others is always social, but not necessarily part of a group, or only of one group. So, let’s put aside groups, and focus on the individual. The groups will follow.”

Read more, on groups and individuals.

I also find at work that we need a social network to complement our communities. If people could discover others with like interests perhaps we’d get more communities, or, as the premise of this post, would the social network do the job.

Back to it…

An attraction of CoPs is that some people don’t want their own profile or space to upkeep, and build a network (note that this is more effort intensive in a distributed network such as the blogosphere rather than a default network like Twitter), they don’t have time, they’d more enjoy a quick post in a forum, and the safety that only select people will see their posting. (What I mean by this is even though your community may be public, usually only the members visit your posts, and can reply to them).

This is not to say you can’t achieve this to a degree in a social network. In a network a person can connect to the same people that were in the community, only they all live in their own houses rather than a shared house. They can still blast each other questions and publish in their own space where others can subscribe.
The fact that they are separate does not prevent learning and knowledge sharing from happening. The big difference is that there is no longer an agenda, or shared interest topic, and you no longer have an output storage that is your practice.

Topic Hubs or Tag Aggregation

I think this is the main difference here, if you want to build a topic hub (a clearing house on a topic, as well as learning from each other whilst you’re building your practice via conversations), you need a community, people become members of a shared space, which is a commitment to contributing to the aim.

Just the same you may employ, as Dave Snowden says, top-down stimulation and see what the network percolates.
eg. a manager asks a question, and requests people to tag their posts with a unique tag, then all answers/conversations can be aggregated. Even though this is distributed it can feel like a community, but more a collective. This example demonstrates a more on-the-fly activity, and using aggregating for output, without having to be committed members of a shared space. This is not a substitute for a community, but it is still a means for collective action. An example could be asking a question on a network like Twitter and everyone tags their answer with the same hash tag. Then we can go to this hash tag to see all the aggregated answers.

I think communities and networks are complementary (as mentioned above in my reference to Friendfeed), that’s why we see both the Facebook social network and Facebook groups as extremely popular…they both have their unique purpose. And that’s why most enterprise social computing platforms are doing both nowadays: Knowledge Plaza, Clearspace, Lotus Connections, Socialtext, Yammer, etc…

Anyway this post is a loose follow on from my last post and is a bit of a repeat of what I’ve said in a few of my previous posts, but a reprise is sometimes good as we can give it a fresh layer of paint:

km 2.0 enablers: blogs, wikis, and social networks
Networks, Communities and Aggregation

Here’s a comparsion of dynamics from a past post (this is an excerpt from a now defunct Collaboration Loop blog post):

Online Communities Social Networks
Top-down Bottom-up
Place-centric People-centric
Moderator controlled User controlled
Topic driven

Decentralized

Centralized Context driven
Architected Self-organizing

This post is not about the definitive differences between communities and networks
(for that check out the table above, and also Nancy White and Anecdote’s wonderful paper) but more so the differences from a user perspective or experience.
.

Anecdote’s paper also includes teams dynamics. Others comparing teams and communities are Jessica Lipnack’s Teams of Practice post, (teams primarily focus on performance and measurable output, but it’s about time teams also focus on sharing practices) and Francois Gossieaux’s Teams vs Communities post (they definitely have different motivations)

AN INDIVIDUAL’S PERSPECTIVE

Blogosphere or Network

1. It takes work to build your blog and upkeep content (no-one will fill in the gap, if you don’t post, there will be no posts)

2. I can post about any topic

3. One blog/profile is all you need
- you don’t need to be a member of different places

4. Need to build an audience (subscribers, visitors, commenters)
- this is easier in a default network rather than a distributed network like the blogosphere (which Google Connect is bridging)

5. Audience is not restricted (potentially more awareness of you)

6. More visible to a broader audience
- you can also tune into lots of different topics
- greater serendipity

7. Do what you want (it’s your house)

8. You have to find/build sources to network with (other bloggers/profiles)

9. Topic hubs only available by aggregating content by all bloggers on a tag/s
- this is hit and miss
- still this is not organised as a website

10. Highly emergent
- not restricted to a topic
- people from all over commenting/linking

11. No Group Think

12. Branding is more about the group than the individual

Community

1. If I don’t contribute, there are others who will, so together we can keep content fresh (it’s a group effort), plus we build the CoP’s shell together

2. Posts have to be on topic (domain)
- this is limiting, as I have to stay on topic, and find another community to say off-topic things
- this is the shifted space for new context issue mentioned earlier in this post by Stowe Boyd

3. Community fatigue
- how many do I have to join so I can talk about all the things I’m interested in
- some communities may have a topic I’m interested in but I don’t want to join their club, and spend time relationship building
- once again the Shifted context issue

4. Guaranteed audience

5. Audience is limited to the community, and frequent visitors (less findability)
- even though your community may be public

6. Less opportunity for serendipity
- people may not take the time to visit your community
- you don’t really venture out to tune into other topics unless they are other communities

7. Need to comply to house rules/policies/etiquette

8. Instant contacts

9. Output (practice) turns the site into a topic hub

10. Mildly emergent
- others may not visit as you are within your own walls

11. Could lead to Group Think

12. Brand (you are an expert)
- people come to your house
- build a reputation network wide

Looking at these differences there are plenty of reasons why someone may prefer one environment over the other. But this will soon become a non-issue as most existing platforms are now starting to provide both.

But as I mentioned earlier, sure we will need groups to coordinate work, but when it comes to knowledge sharing on a topic for learning purposes, these types of groups are being trumped by networks. With networking we can still get the dynamic of connecting to people we trust and understand, like in a community, only we are outside the confines of a community, there are no group rules to adhere to, we don’t have to always shift to another space to engage in a topic, and we can learn about any topic we like and connect to anyone we like.

Like I said, a big difference with this approach is the output (topic hub) is missing. I wonder of the success of conversing in a network to build an output page that lives elsewhere, or will people be more successful creating the document in the same space they converse in ie. a group workspace.

Anecdote have a different take based on your experience.

What sparked this post

What ignited this post is finding this discussion thread on the Facebook CP Square group, which is on the same meme as something that I mentioned in a previous post nearly a year ago based on Dave Snowden’s post.

I’ll re-post here:

“…perhaps people don’t need to engage in CoPs anymore to fulfill their knowledge needs - they can mash-up applications and have ‘knowledge nuggets’ delivered to their virtual doorstep without ever venturing out. I can’t remember where I read this but someone claimed that the more connected a person is, the less he/she is likely to engage in CoPs, in this new scenario.”
“My first response…was…people would feel the need to engage *more* in order to deepen their knowledge in a particular domain, now that ‘knowledge’ sources are more dispersed; however now I am actually wondering whether this is truly the case, and that a new form of networking will emerge that is much more individualistic.”

This is true, as it wasn’t possible before, but I don’t think it’s a total annihilation of CoPs for the reasons already cited above…the most vulnerable will be those pure CoPs that are about a general sharing knowledge space…and the replacement of these will not be without a loss, as we will see less organised one-stop-shops on a topic (where you can converse)

Stowe Boyd and Dave Snowden are truly on to something here.

It’s not that CoPs are not worthy, it’s just that a more “individualistic” form of networking and learning has surfaced that is more conducive and natural to the flow of how humans think and learn. If we can achieve the same goal in a more simplistic and effective way, we will naturally do it, as that’s being human.

Personal Growth

But it did happen to KnowledgeBoard. Once blogs came on the scene, people participated in forums less frequently, and blogged from their own soapbox about any topic, others could subscribe, trackback and comment…plus your audience is the whole web. Since you come up in Google results and on people’s blogrolls it brings serendipity and discovery to an audience that would never have bumped into you in a community.

We all have that experience of reading one blog post that links to another, and then that one links to another, it keeps going, and the mean while you are also checking out the blogroll of each blog, and their earlier posts…and hours can go by…but luckily you have bookmarked these pages (even tweeted some as you can’t contain your excitement), and perhaps post a blog post later on. This is personal productivity and learning in a social network ecosystem.

This serendipity and discovery process is incredibly amazing which you get in a distributed environment like a blogosphere. You bump into new things, new thoughts, new topics of interest…it’s very open and unpredictable in what your future interests will hold.
eg. I started off blogging about libraries, then web tools, then KM, and now communities and networks, and soon, facilitation, complexity, narrative and decision making. Being immersed in the blogosphere has formed a path for me that I didn’t conceive…who knew my next interest would be “decision making”, not me.

I’m not sure this exposure to new interests and personal growth would have happened if I lived within the confine of a few CoPs.

Bridging the Structural Holes

But it has a greater effect than on just the individual. It allows for clusters to be connected to other clusters. Sometimes in communities we get GroupThink and an EchoChamber effect, where there is not enough diversity, so the learning can become narrow, stale, and indoctrinated (for use of a better word).
Highly connected people that bridge clusters of networks lessen this effect (this is also related to the strength of weak ties), as they fill in structural holes.

Here’s an excerpt from a past post:

“People who interact daily come to know many of the same things, and are in that sense informationally redundant. In contrast, people who do not interact will often know many things that the other does not know.”

“The property of having ties to people who are not in the same social circles with each other is called betweenness or “structural holes”. A person rich in structural holes has many ties, and the people they are tied to are not tied to each other.”

At the moment I’m reading Clay Shirky’s book, Here Comes Everybody, and he talks about a study related to “bridging capital” on p229. One of the conclusions was that most good ideas in the study came from “Connector” type people, those who bridge groups, as these people were exposed to more diverse ideas and ways of thinking. Whereas people that hung round in the same group and didn’t really connect with other clusters seemed to have an echo chamber effect, and that the ideas were not strategically beneficial for the company at large, they could not see beyond their own group (how they fit into the big picture, how they effect and are effected by other groups).

Current experience

And I’m certainly feeling this stifling or GroupThink is happening in a few LinkedIn KM groups I have visited for the first time in the last month, as they still talk about KM practices as they were done 10 years ago. The blogosphere (networks) is more cutting edge, it’s more interdisciplinary, it has made clear that KM is entering a new stage where new social tools are enabling new methods in achieving the original aims of KM.

Another thing is that there are so many groups/communities on topics I like, some of late are LinkedIn groups, Clearstep, Facebook groups, Ning, etc…
I know I should find a group with people I care about, but these people are already blogging, so it’s easier for me to just stick to networks. The other thing, is I don’t have the time to be a member of lots of communities, but being in a network is effortless (again Stowe Boyd’s context shift and naturalistic points).

NOTE: Are we generally moving from a topic web to a type web, where all topics exist in the one place eg. YouTube, Get Satisfaction, delicious, Flickr, Twitter, Scribd.

A good start is finding blog aggregators on a topic (people blogging from their own space and re-syndicated on a page), like Social Media Today, Content Management Connection, Communities and Networks Connection, ScienceBlogs, or even some group blogs like The AppGap, and The FastForward blog…these all ease the discovery process for newbies.

What’s special about Ning is that when you create a Ning, you are creating a community space that you can network in, and also create groups. So basically you are creating your own topic based Facebook. Nonetheless, even though you can network, you are still coming together in a community, and can even branch off into groups.

NOTE: You can network within a community, but a network is not a community

For example there is a Ning on story based techniques, there is a Ning for cognitive edge practioners, there is a Ning for Social Learning…you still get the benefit of networking, but you are still within the walls of a topic/agenda, which makes it a community…also someone created that space, making you a member.

To compare, if you want to know about story based techniques you can search blogs, bookmarks, tags and work your way…subscribing to blogs, checking out blogrolls, etc.. Or you could come across a topic community like on Ning.

Back to what sparked this post

Anyway, the CP Square thread on Facebook had lots of responses. I hope people don’t mind (privacy issues) that I’m making the Facebook wall transparent.

Some responses to Dave Snowden’s statement

Bronwyn Stuckey (Indiana) wrote on September 7, 2007 at 3:19pm
“Dave Snowden recently said to Etienne Wenger “If knowledge management had had the tools we have today it would not have needed communities of practice” (I paraphrase).”

I’ll just note here that Dave uses a Ning community for his Cognitive Edge practioners.
I’m not trying to be smart here, I’m just thinking that he has found a use for a community, even though, and I agree, that it’s less becoming the norm as a way to learn about a topic…groups are giving way to networks and buddy lists view of the world.

David John Snowden (London) replied to Warren’s poston September 7, 2007 at 10:12pm
“It was meant as a factual statement not a provocation
Most of the tools used in CoP are over formal and over structured. You can achieve more or less all that you can achieve with technology through the unstructured associations and links that social computing provides.”

This is exactly was Stowe Boyd said by referring to groups based on gestural relationships or linking and tagging.

Derek Chirnside (Canterbury) wroteon September 7, 2007 at 10:31pm
“I think CoP’s exist in spite of clunky tools. CoP’s (in my assessment) are an observable social interaction/entry - it’s not whether they are ‘needed’ or not, they just are - or are not - according to the context, nurture, conditions . . .”

Andy Roberts (London) replied to Warren’s poston September 8, 2007 at 1:03am
“I interpret COP as observable social phenomena like Derek, so the question about ‘needing’ them is moot. What concerns me is that in the distributed technology enabled world we can now make deliberate choices as to how transparent the ties and communications are.

Is Dave perhaps hinting that organisations can now reap the same informational benefits from a semi-transparent network of individual communications and temporary nodes that before required a fully open many-to-many community with a formally subscribed membership?

I think ( or at least hope ) that the real practice based communities will find ways to protect themselves from being undermined by person-centric networks with their secret backchannels and disenfranchising power curves.”

Can anyone elaborate on what Andy is saying here?

Joitske Hulsebosch replied to Andy’s poston September 8, 2007 at 3:20am
“…The interesting question raised by Dave Snowden has, in my opinion, more to do with what changes in this social phenomena because of the new tools and technologies and ways of connecting and exchanging information that’s offered by these technologies.”

“…I do believe that with a new mindset of open exchange of collaboration and openness in sharing what you are doing, the aspect of belonging may become less important, but I’m not sure. People may not need a certain level of trust before they share ideas and information in an online forum. Moving in and out of communities of practice may also increase velocity as people do not have a life long practice, but may change with changing jobs, interests etc…”

Bronwyn Stuckey (Indiana) replied to Joitske’s poston September 10, 2007 at 12:28am
“Cop for me is not a thing but an ethos, a culture - a way of behaving and being responsible for more than your own learning.…So while I do think some tools will help people take responsibility for each others learning and to build community I don’t think it is necessarily the critical issue.”

“Take FACEBOOK - while many of us network, join groups and hook up - how much is it really about community for the majority? Even the SNA tools put the profile member in the middle of the network. This space is about linking individuals - well at least how it seems for me right now.”

This is the whole premise, are networks enough when it comes to shared learning?

Nancy White (Seattle, WA) wrote on September 10, 2007 at 4:03pm
“…I SUSPECT (I don’t know) that Dave is talking about the sort of fadish focus on CoPs and CoP software, rather than the intrinsic value of learning from and with each other”

I agree here, the premise is networks as a new enabler on the block in achieving learning…an individuals network approach over a group space.

Frances Bell (Uni. Salford) replied to Bronwyn’s poston September 11, 2007 at 4:52am
“…we are setting up an online network for a face to face women’s network at my place of work. We discussed how people could be in the group but not share their slightly edgy network of friends’ behaviours with work colleagues. We came up with the idea of having a closed group for the work network (where members could message each other and participate in discussions like this but private from passers by) but only using friend option for people who we would have friended anyway.”

So perhaps privacy is a key driver for a community.

Also the fact that in a group setting you have rules of engagement, you get to choose who you trust to share your information with…

David John Snowden (London) replied to Nancy’s post on September 12, 2007 at 3:56am
“Nancy is pretty close. I would certainly argue that CoP application software packages have been a complete waste of time and damage real communities. Social computing offers more capability. Hence my general view that we could have done with today’s technology ten years so.”

I asked a similar question a while back about whether KM would of existed if social computing was around 10 years ago?

Dave continues onto another topic of which I have blogged a lot about lately:

“I would also (to take the issue on) argue that attempts to create CoP through formal process and control are also a mistake. If a community has value it will form and the technology now allows that. Control and censorship are not appropriate. You might need that in a formal document repository or lessons learnt database (where a degree of validity is required) and those might link to communities. But the idea of a formally controlled and structured environment is I think (and thankfully) at an end.”

This post has been on the topic of sharing, learning and discovering…as opposed to tasks and organising. But I’ll just include an example of group spaces for tasks as our contrast.
A bunch of bloggers or social networkers who read each others stuff need to organise an event or perform a task. If these guys were on Facebook (social network) they would come together by creating an event or group page, if they were bloggers they may come together using a group task tool like Basecamp or even a simple Google Group.

End thought

I’m not going to conclude or offer a summary, in the end more tools to choose from and ways to approach learning can only be a good thing. The choice is up to you, it’s all part of your journey and learning.

October 30, 2008

Post-KM : enterprise 2.0, facilitation and complexity

Dean from the Infovark blog has a contemporary post, “Knowledge Management Renaissance?“, I guess the question mark is nicely put as it may indeed be considered a war for some.

Some people do not want to be affiliated with the failed KM crowd, and the existing KM crowd have been waiting for the day that the tools (along with the right approach) would come along to achieve their aims…and now these tools are here!

Some would say, what gives the right for KM to hijack Enterprise 2.0.

I’ve posted on the irony that employees became to be respected, that they were not just cogs in a machine, instead they were knowledge workers. They had talent beyond their job, and their ideas and what they learnt from their job or elsewhere could be fed back into the organisation. This is really important for the fast paced services industry, as exploiting know-how is how work gets done most effectively. So the irony was, to try and capitalise and augment the sharing and spread of this knowledge, we had KM use industrial techniques. Just as we were moving away from the industrial age, KM was still treating people as computers that log things and spit them out on demand.

Enterprise 2.0 is based on bottom-up tools that allows for connections and emergence to happen, ie. knowledge workers now have the tools to do work and distribute their talent without really needing a department telling them to do so.

Bottom-up vs Top-down management approach

Venkat’s post about the KM and SM War has merit, his example shows that some KM practioners are incorporating these new tools, but still in the old management style, ie. a planned recipe style approach. Venkat’s says:

“…he completely ignored new elements in the technology and forcefully presented the design pattern for his success as the design pattern for success

“Where he advocated planning, I advocated ad-hoc experimentation. Where he advocated charters to declare expected value, I advocated a you’ll-know-it-when-you-see-it approach to discovering value. Where he talked about convincing SMEs, I argued that you should just watch for opinion leaders to emerge.”

“…not only do Boomers not get complexity, they are suspicious of it, thanks to their early cultural training which deifies simplicity. The result of this difference is that Boomer management models rely too much on simplistic ideological-vision-driven ideas. Consider, for instance, the classic Boomer idea of creating “communities of practice” with defined “Charters” and devoted to identifying “Best Practices.” No Gen X’er or Millenial would dare to reduce the complexity of real-world social engineering to a fixed “charter” or presume to nominate any work process as “best.””

I agree, the new style is for workers to put the complexity into the software, let them sculpture it to their way of working and connecting. As Bill Ives says:

“The irony of enterprise 2.0 is that you actually get more control because the free form nature of the tools allow the business people to decide on where structure occurs, not the people who make the software.”

The main thing we have to teach is a little on how to use the tools, especially in their context of helping them get their work done more efficiently and effectively, and a little governance (boundaries).

It’s my hope that most existing KM practitioners understand that this new generation of KM has changed from a management role, to facilitating and flow…more about coordinating and guiding.

I do agree with Neil Olonoff’s comment that Venkat is generalising how people typically run KM. When you look at conferences from actKM you will see that these KM’ers have been ahead of the curve in this thinking for a long while.

Keith De La Rue concurs, saying: “Most KM practitioners (certainly most that I know and work with) view KM as being all about people, with the tools a secondary issue. Web 2.0 provides a fantastic new toolkit - one that is far more people-centric that the older tools - and is a great boon to real KM.”

The way I see it, we can’t tell or force seeds to propagate into a plant, it’s not always going to work out, but we can fertilise and water the soil, ie. create conditions for this to happen on it’s own.

Enterprise 2.0 is connecting and networks, emergence and autonomous behaviours result (sense-making), so this becomes closer to achieving the original aim of KM. Doing KM at the individual level becomes more invisible and embedded…practitioners become coordinators guiding people, cultivating and fertilising the soil (this is the KM 2.0 part).

You can also see this in the library industry, with Google and the web, librarian’s are increasingly becoming focused on the reference role of facilitators, guides, assistants in helping you with your approach to your task.

Venkat finishes by saying:

“And it won’t be just a victory of fashion. It will be a fundamental victory of the better idea. SM is an organic, protean, creative and energetic force. KM is a brittle, mechanical, anxiety and fear-ridden structure”

Again, with a bottom-up management approach KM doesn’t have to be this way, just like Marketing 2.0, Learning 2.0, etc…it’s all about a 2.0 approach.

It’s important that heavy weights like Tom Davenport recognise how enterprise 2.0 differs from KM, and how KM 2.0 is about guiding the emergence, and feeding back, making it adaptive as possible:

“…there are a few differences between classical KM and E2.0. The tools are largely different, for one. Perhaps the most important difference is the emphasis on emergence of content structures in E2.0, rather than specifying them in advance, as early knowledge managers had to. But I’ve always felt that most information environments require some mixture of structure and emergence. Andy’s comment that E2.0 requires “gardeners” suggests that he agrees.”

Complex Adaptive System

I have just started to read Steven Johnson’s book, Emergence, and from it I’m taking away the idea that enterprise 2.0 or emergence is not enough on its own, as there will always be a management framework, which serves the reason for being in business.

It’s known that enterprise 2.0 needs facilitation to get adoption and network effects compared to the open web, when there is emergence, the macro picture may show that workers are carving out their own work, which can be seen as adaptive (self-organising), but the question is…

Is it adaptive to the mission and objectives of the enterprise?

Steven gives an example of programmed billiard balls that alter their movement when interacting with other balls…he calls this complex behaviour, “a system with multiple agents dynamically interacting in multiple ways, following local rules and oblivious to any higher-level instructions”

“But it wouldn’t truly be considered emergent until those local interactions resulted in some kind of discernable macrobehaviour.” eg. the balls end up on either side of the table in clusters, even on one side and odd on the other.

“That would mark the beginnings of emergence, a high-level pattern arising out of parallel complex interactions between local agents…the balls aren’t programmed explicitly to cluser in two groups…yet out of those low-level routines, a coherent shape emerges.”

But he goes on to say that this is not adaptive, until it becomes useful.

eg. if it was in the interest of our pool hall to attract players, it would be adaptive behaviour for the balls to end up forming one cluster in a triangle shape with the white ball on the other end…as this is useful.

“The system would use local rules between interacting agents to create higher-level behaviour well suited to its environment. Emergent complexity without adaptation is like the intricate crystals formed by a snowflake: it’s a beautiful pattern, but it has no function”

He talks about emergent behavior becoming smarter over time and responding to environmental changes.

KM 2.0 is the adaptive guidance

This is why in my post on the KM Core sample I differentiated between social computing (an aspect of enterprise 2.0) and KM 2.0.

Enterprise 2.0 can show plenty of emergence (eg. a wiki evolving or manifesting into a great thing from the input of many people, tagged blog posts in a blogosphere showing us what’s hot and what’s being talked about in a tag cloud…these are low level interactions, that in aggregate paint a picture or emerging pattern), but perhaps it doesn’t necessarily mean it’s an adaptive system. Things could emerge into negative patterns, and an enterprise framework is only self-organising in the correct direction to an extent, as we still have a director or manager who has a goal, objective, etc…

So KM 2.0’s role is to harness these gifts of emergence that the manager couldn’t forsee upfront, and is respecting this gift and talent of the knowledge workers…having an enterprise 2.0 ecosystem shows respect already, as it shows that the manager is willing for transparency and people to direct themselves to an extent.
Another important aspect here is that KM is not always about adhering to strategy, in fact new strategy can emerge from listening to the enterprise 2.0 ecosystem.

But at the same time it’s the KM 2.0 practitioners role is to make sure all this emergence is adaptable to what the organisation is about, etc…I don’t yet know much about complexity, so I can’t give examples.

But my question to people like Dave Snowden is:

Is enterprise 2.0 without outside interference a complex adaptive system?

ie. is web 2.0 within an organisational framework, self-organising and emergent that is adapts to the organisational goals.

At this stage I don’t think so, as emergent patterns may conflict with existing goals, this could be for the better, resulting in altering the goals, but it could be for the worse, where the emerging patterns have to be pushed back or dampened.

But in another way I do think workers can become more autonomous, connecting to people carving out their own work projects.

Anyway, this to me is my current stance on the difference between KM 2.0 and Enterprise 2.0.

Practitioner

Some might say that people facilitating enterprise 2.0 do not have to have existing KM skills (which is what anyway?), so KM does not really have to be this role. But to me existing KM practitioners are the obvious choice to guide enterprise 2.0, just as long as they understand complex systems and facilitation. They require humanistic and interpersonal skills, rather than too much focusing on top-down plan and outcome, they need to understand emergence, to let just things happen and then capitalise on this, their is no golden recipe, every situation is contextually different.
They are usually the same person that facilitate or teach offline emergent techniques such as anecdote circles, knowledge cafes, etc…

Existing KM people in organisations naturally become the people responsible for enterprise 2.0, does this mean they change their job title. KM attempted to achieve better performance, sharing, productivity, etc…and this is what enterprise 2.0 also does, but without trying, it kind of just does it if you use it, it has no aim or intention. Enterprise 2.0 goes beyond the original concept of KM (knowledge sharing) to situational awareness and perpetual learning and building capabilities…rather than need-to-know, it “always on” learning.

Are we going to sack KM people and replace them with E2.0 people, or are KM people now going to have a change of job title?

This is really bigger than KM or enterprise 2.0, it’s about a new style of management.

It’s about letting enterprise 2.0 breathe and flow, and adapting to what emerges into decision making

In this post I asked:

“Imagine there was no such thing as knowledge management.
And all through the 1990’s there was only information management, and collaboration spaces, and then 10 years later social computing happened.

When you think about it like this, what actually is knowledge management?”

Generations

Venkat attributes this a generational war with Gen X as neutral (the swing vote), Boomers as idealistic and linear, Millenials understanding complexity and avoiding the big picture (having trust in how it all comes together.)

I agree to a degree, but I wouldn’t say it’s this black and white, I’m a Gen X’er and all my networks (facebook, blogs, twitter, friendfeed) are mostly Gen X and Boomers…in fact there are too many for me to network with…

I think we also need to see this in the perspective of Generation Virtual (Generation V)

Stephen Collins from AcidLabs alludes to not getting carried away by the the age divide:

“There’s solid research that suggests the generational divide is at least in part less about age and more about life situation. I agree that as a group taken in aggregate, Gen Y exhibits these traits. And, again as a group they will ultimately be the catalyst for change societally and in business (and I can hardly wait).”

More on this from Shifted HR:

“…all generations have similar values; they just express them differently. It also highlighted that if you are party to a conflict that appears to be about generation-based values differences it is most likely that the conflict is between individuals and that it has nothing to do with their generation and the conflict is about difference in behaviour rather than about a fundamental values difference.”

Olivier Amprimo comments on this blog post about the generational neutral trait of curiosity:

“The adoption of social computing is linked to curiosity to use tools and understanding how this set of tools can be customized to create meaningful application for organisations.
Hopefully, curiosity is not a question of age. And the ability to create meaningful applications in a corporate world means one does need to have experience in this environment.
How social tools can positively complement or renew existing processes and help make more profitable or efficient businesses is the key to “Enterprise 2.0″ adoption. The immature debate on ROI 2.0 over the last summer set the frame: the bottom line is and remains the driver.”

Read more about generational stereotypes.

Technology

I’m not going to get into this but I do agree with Venkat that social networks are more dynamic then expert locators. Briefly my thoughts are that social networks are engaging, they are an actual tool, rather than a look-up thing, check out my comments on Mark Gould’s blog.

Let’s keep in mind that latest reports show us that learning and guidance is the main key to adoption. No matter how low a barrier to entry the technology is, and how many great features are available people need to know how it applies to their routine…ease of use alone is not the panacea to adoption.

Does the enterprise exist?

Just to finish off Gordon from Infovark has a gem on the individuals that make up the enterprise:

“If we want to change the way people work, we have to give up on this notion of “the enterprise” as the thing that needs to change. We have to stop focusing on abstractions like Enterprise Content Management and Business Intelligence. We can’t claim to bring more “Collaboration“, more “Innovation” or more “Social” into the enterprise. These things are intangible, hard to see, hard to measure, and largely irrelevant to the problems at hand.

Trying to bring about change at the abstract level is impossible. What ends up being sold is a utopian ideal. No wonder most of these projects fail — they’re designed entirely in fairyland.

What we need to do is get back to reality. Let’s tell the architecture astronauts to come home.

Enterprises are made of people.”

I left a comment saying it’s got to be an ROI for the individual first.

Dean from Infovark talks about enterprise 2.0:

“That’s what Enterprise 2.0 is about. It’s about adapting some of the successful tools and communications technologies found on the open web to solve problems faced by people working in creative, knowledge-based industries.

The priorities have shifted from problems of scale to problems of innovation.”

Related

Has km died, and resurrected as social computing?
Knowledge and its facilitators
KM : Round 2.0
KM 2.0 culture
The emergence of Serendipity 2.0 and Innovation 2.0
Seven ways enterprise 2.0 differs from web 2.0
The KM generation of networks and emergence
ROI for the knowledge worker is ROI for all, and how KM took an ironic approach
The KM Core Sample in relation to IM, KM 1.0, Social Computing, and KM 2.0
The emergence of Serendipity 2.0 and Innovation 2.0
My recent article on KM Review - When Two Worlds Collide
Knowledge sharing for anticipatory awareness
There’s more than just supply-side KM
Knowledge Management…NOT!
KM 2.0 model
Participation is the currency of the knowledge economy
An ecosystem is emerging

October 28, 2008

What blogging does for me

Filed under: blogs, km, learning

James Dellow has blog tagged me on the meme, How do I decide what to blog about?

I’m changing this a little to what blogging does for me.

Quite simply it’s ideas, thoughts and feedback related to the way we work.

I started off being a library and web 2.0 blogger, but since changing work roles I now blog more about KM, collaboration, community, conversation, learning, self-organisation, emergence, and slowly getting into complex adaptive systems. I still occasionally blog about new web 2.0 tools to fill in the gaps.

You will find my blogroll on my blog and if it wasn’t for these people, I really wouldn’t blog much…sure I have my own original ideas, but they are often riffing off other people. The more I read the more it triggers stuff in me, and I evolve my perspective on an idea into the communal pool.

The essence of it for me is that we now have

  • tools other than email to do unstructured work, that is, we can use wikis, blogs, etc…for workarounds, exceptions to the rule. What was once in email silos and document silos is now open, transparent, and shareable. The actual practice of work is now documented, we communally share what process documents never know
  • tools to mimic our offline behaviours of conversation and networking with people. The most exciting thing online is that this type of ecosystem evolves into perpetual learning, and self-organisation, etc…

The crucial step is using a bottom-up facilitation approach in introducing these tools into the enterprise, web 2.0 or not, a top-down management approach aint gonna work.

Blogs as self education

It’s amazing that blogs I read have turned into my perpetual education, and it’s practical education at that…I interact as part of my learning, I am immersed…I distill my thoughts where people interact back.

If I went back to university to study KM, I think I’d have more rebellion and argument in my essays, as a bottom-up framework of working and understanding human behaviour has largely been ignored.
Knowledge workers and the knowledge age doesn’t mean anything until we have the tools, approaches and ecosystems to bring this to light.
Plus I’m learning from practioners on ground zero, they apply methods and find what does and doesn’t work when mixed with human behaviour and the enterprise environment. Sure you can read journals, but reading blogs put you right there…throw out the text books and create your own.

It’s just become an extension of my learning, probably the best learning I have engaged in, because I don’t even realise I’m learning, or I’m not trying to learn, I’m just being passionate and engaged about something.

If you are interested in something and need to research for a year or so, start blogging and reading blogs, because you become immersed where it’s no longer learning, but just something you do. Plus you get a casual and informal feel for your research topic, and network with an army of people who help you research without actually being aware of it.

Blogging for memory management

I guess if I didn’t bookmark, and blog I would find it hard to find stuff to re-read, or remember stuff, and blogging something I read helps me understand it more…blogging is often a stream of consciousness.

Where else do I blog

Tumblr - I have a micro blog called Snippets, this is for quotes, book note taking and more raw thoughts

Twitter - This is for spontaneous what’s on my mind, questions, and conversation…this is network blogging, my posts are often directed at someone (like IM, email, telephone), which you don’t really do in a blog.

Check out Friendfeed for my lifestream.

Researching a post

A few people have asked about my internal blog at work how I am able to draw from great sources and churn out a topical blog post in no time.
My secret trick is that I’ve blogged most stuff already on this blog, but the real deal is that when I’m writing a post I consult 3 places

  • I search my blog
  • I search my bookmarks
  • I search my RSS Reader

…and I may search my Twitter network or ask them a question

I seek in places I own, rather than just a googling hit and hope approach. Stuff (filtered through my network) passes my radar everyday, and I learn from it, I have this peripheral awareness, and when it comes to blogging about it I’m already half way there…

The Social Stack and Actionable Collective Intelligence

Lee Bryant sums this all up, see the end of my K-flow post for an excerpt.

Passing on the meme

So let’s see who I can tag to pass it foward, perhaps some people I admire but have not yet networked with…

UPDATE: I think I just wrote a new “About” page for this blog

[ADDED 19/01/09: Jack Vinson - “I base some of the decision on what I think my audience might want to read. The stuff that brings me a lot of feedback definitely influences my future blogging decisions.”]

[ADDED 19/01/09: Andrew Gent - I blog — like many other people, I suspect — as a way of clarifying my own ideas. The physical activity of writing things down forces me to verify those thoughts. Some ideas that sound good bouncing loosely around in my head can seem perfectly stupid or unsupportable when written down.]

[ADDED 25/01/09: Sense-making: from blogging to research methodologies - weblogs as a sense-making instrument that provides a way to deal with unexpected or complex ideas by supporting articulation and organising ideas at a personal level combined with distributed collaborative thinking in “sense-making networks“…see more Blog networking study: an overview]

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