Group items tagged

"As promised, I am presenting a step-by-step approach to a low-cost knowledge management (KM) program using social computing, and will focus on the functionality that has been touted but rarely delivered by communities of practice (CoPs). The name brings to mind Etienne Wenger's pioneering work in observing naturally occurring use of virtual environments by engineers. The problem was that when people went from a researcher's description of what had grown naturally in the past to a prescriptive recipe, things went wrong. People never accurately report all the factors that lead to the success or failure of a project; retrospective coherence clicks in. Also, the fact that something worked once in a specific context does not mean that it will work again even in the same conditions, or that you can accurately replicate the starting conditions. The other big problem was that people built over structured, formal top-down systems that replicated the design methodologies for enterprisewide systems like SAP. So, let's look at a bottom-up, naturalizing approach to building communities for knowledge flow using blogs:"

"We believe the time has come to broaden the traditional approach to leadership and decision making and form a new perspective based on complexity science. (For more on this, see the sidebar "Understanding Complexity.") Over the past ten years, we have applied the principles of that science to governments and a broad range of industries. Working with other contributors, we developed the Cynefin framework, which allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. (Cynefin, pronounced ku-nev-in, is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never understand.) Using this approach, leaders learn to define the framework with examples from their own organization's history and scenarios of its possible future. This enhances communication and helps executives rapidly understand the context in which they are operating."

"The Cognitive Edge Network is evolving a series of open source methods based on naturalising sense-making through the Method Development Cycle. The full list of methods can be accessed here. The Method Template is designed to provide some guidance to users of the Cognitive Edge Wiki and also a cut and paste capability to assist in setting up a new page. In general the following principles should be followed: 1. Consistency: should be consistent with the principles of naturalising sense-making. In other words it should avoid idealistic approaches based on defining future states rather than enabling evolution 2. Minimalism: a method template should contain the essence of the method and should be written so that a practitioner can quickly glance through the sheet (especially the work flow) during use without the need to navigate through a large amount of text. 3. Use HTML: additional material, illustrations, detailed check lists, supporting documents, action forms or whatever can also be stored as files or as new articles and then referenced from the method document. 4. Object based: methods should be descrete items, which can easily be combined with other methods. As such they should be codified at a level which allows that. Assemblies can be written up as Offerings 5. Non-specificity: as far as possible do not make the method description specific to a particular application area or industry sector. If there is a good example of the application then create a new article and create a link to that article 6. Avoid recipes: the Cognitive Edge method is object based, it is not a recipe. We expect adaption in context. Methods should therefore not read like recipes, or encourage people to repeat past practice. The method document is an original from which context specific practice can be developed. "

"This is a true story. Professor "Jones" decides to experiment with a blog in his class. It takes him about 10 minutes to set up a free site using Blogger. He then watches students engage in lively discussions of case studies outside of class, and tweaks the blog as experience teaches him how best to use the system. Teaching with Technology column Thinking that others might want to add a blog to their class as well, he goes to IT and offers to lead workshops for faculty on blogging in higher education. A few weeks later he is informed by IT that they have not only rejected his proposal, but that he is in violation of university policy and must stop immediately. Professor Jones asks what university policy he has violated, and is told that the policy has not yet been created, but will be soon. Professor Jones asks how he could possibly have violated a policy that does not yet exist. Soon afterward the IT department announces a new initiative to implement blogging at the institution. A committee is formed, and after nearly a year of deliberation they choose to pay for a system-rather than adopt a free, readily available system-because it allows for centralized control. IT sends out an email announcing the new system, along with a text document outlining a long list of policies that strictly limit how it may be used. No one adopts the system, leading IT to complain that faculty do not want to use technology in their teaching."