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When faced with the choice of learning new technology and chatting to colleagues on the phone and email to get a job done, if it can be done with what they already know they will go with that; Collaboration tools work best when your collaborators are geographically distributed and in other time zones and I wonder how many teams have that as a situation? Sure, globalisation is spreading and small, nimble operators are connecting using these tools, but how many large corporations are active users? I know IBM is and I would imagine technology firms would be at the vanguard. I was surprised however when PriceWaterhouseCoopers consultants arrived in IBM because there were unfamiliar with collaboration tools and disinterested in using them. It works best when all the collaborators are equally enthusiastic and capable in using the tool. It just takes a handful of influential members of a team to stop using the tool for the tool to be abandoned. The majority of people in organisations are baby boomers (I'm not sure this is true) and haven't been brought up in environment using collaboration tools. I was in a pub the other day meeting our complexity group and I overheard a small group of people in their 20s and 30s talking about the MySpace interactions. These people already know how to use the tools and will expect them in the workplace.

The challenge I have been running into is convincing CTOs, CIOs and CKOs that there are network effects. These people have invested heavily in pre-Web 2.0 "knowledge management" solutions. They view blogs and wikis as a threat to the possible success of their existing investments. They fail to realize that adding a wider range of productivity tools to the Intranet will add value to existing tools, rather than take away from them.Do you have any suggestions on how to communicate this.

A short answer to your question is that in such cases an appeal to corporate competitiveness might make the most sense. Enterprise Web 2.0 (or to use the emerging enterprise 2.0 tag) evangelists such as Andrew McAfee and Dion Hinchcliffe are always on the lookout for corporate success stories to publicize. I'd pay close attention to what they have to say. Often in public presentations they are challenged by corporate audiences to "prove that this stuff works." They always like to point to public examples -- when they can -- in order to rise above the hype. Being able to point out that a comparable or competitive company "is doing X already - why aren't we?" can be a powerful motivator.

As a cost-conscious consultant I would first want to know whether the existing knowledge management system can be augmented with newer collaboration, social networking, and relationship management features in order to extend the investments in infrastructure that have already been made.

 Open issues for research/thinking on communitie

word 'community' and use and study the term collective action

There are two ways to go about encouraging adoption of social software: fostering grassroots behaviours which develop organically from the bottom-up; or via top-down instruction. In general, the former is more desirable, as it will become self-sustaining over time - people become convinced of the tools' usefulness, demonstrate that to colleagues, and help develop usage in an ad hoc, social way in line with their actual needs.

These key users should: be open to trying new software be influential amongst their peers, thus able to help promulgate usage have the support of their managers Users who are potential evangelists should be identified at every level of management, not just amongst the higher echelons, or amongst the workforce.

3. Convert key users into evangelists Training in the form of short informal sessions (face-to-face or online) and ongoing on-demand support are the basics for encouraging adoption. Too much training or too formal a setting will put users off, and is usually unnecessary.

For many of us, a piece of chalk represents a time in our lives when anything was possible. A time when we were learning, building, communicating and most importantly - having fun. So when we decided to create a great collaborative web application, it seemed like the perfect name. However, like back in school, our imaginations started to run rampant with ideas. It didn't take long for us to realize what we really wanted. Something that takes us back - not to the classroom or playground, but to a world where we can create and collaborate freely, with friends, colleagues or even strangers. Designers, programmers, writers, family, friends - anyone. We all want tools that make us more productive, especially when we're working in groups. Chalk gives any team an immediate, real time collaborative environment thats accessible from any computer in the world. Do you want to share your ideas, code or graphics instantaneously with others? Chalk is already changing the way we work, and we're sure it will for you. Oh, and did we mention Web 2.0 yet? Chalk communication is in real time, powered by the excellent Ruby on Rails and AJAX, and it's fully compatible with Internet Explorer 5+, Firefox, OmniWeb and Safari. Not to mention the excellent social features we're still adding such as buddy lists, instant messaging and even entire community hub - all without a single page refresh and just a mouse click away. The end product is almost ready. We've come a long way in a short time, but we're about to graduate (hopefully with honors!). We hope you'll be there at the ceremony so you can take Chalk for a test drive. Until then, sit tight and tell your friends - after all, thats what Chalk is all about, sharing.

Nearly 30% of survey respondents (19 of 66) said their organization recouped their investment in immersive technologies in less than nine months, once their project(s) launched.

The top motivations for investment in immersive technology in 2008 /1Q 2009 were enabling people in disparate locations to spend time together, increased innovation, and cost savings or avoidance.

Early implementers are choosing the simplest use cases first. The most common were learning and training (80%, or 53 of 66 respondents focused on this use case) and meetings (76%, or 50 of 66 respondents). Some intend to take on more complex use cases in 2010 or 2011.

Connected futures

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