Group items tagged

"Take a look at this site - the group leading the "Social Network Analysis: On-line Roles, Community & Network Weaving". Jenny Ambrozec is leading this study and will reveal the results of their findings at the KIN event"

The eLearning Guild's Handbook on Synchronous e-Learning is intended for anyone who wants to produce, lead, or promote live, interactive learning events on the Web. Novices will find information on what other people are doing in this medium, which kinds of training and education are best suited to it, how to convert existing classroom content for delivery online, how to lead effective and compelling live learning events on the Web, and how to promote these events to obtain maximum participation. More experienced practitioners will find a wealth of ideas that they can use to improve or enhance their current processes. All readers will find job aids, references, examples, and information to significantly reduce the amount of time required to produce online learning events

Corporate leadership is already struggling to keep up with the connected workforce and increasing speed and complexity in the digital economy. But looking ahead to the rise of algorithmic and human-machine co-working, the situation is even more worrying. A reboot is overdue.

In other words, innovate or die

In the communities that we choose to belong to (online and offline), we have to do our part in feeding it. It is only when we are generous about sharing our gifts that we build credibility to receive anything meaningful in return, build influence, thought leadership and learn.

The implications of advancing technology to a point where its applications can mimic, assume or replace the role of people, to a point where humankind is no longer needed to guide such developments, leads to a multitude of questions about what this means for the future of society.

The Dunning-Kruger effect, named after David Dunning and Justin Kruger of Cornell University, occurs where people fail to adequately assess their level of competence - or specifically, their incompetence - at a task and thus consider themselves much more competent than everyone else. This lack of awareness is attributed to their lower level of competence robbing them of the ability to critically analyse their performance, leading to a significant overestimate of themselves.

KM Maturity models are popular as a way of self-measuring progress, but personally I think they are inappropriate and can lead you into a wrong understanding of KM, and that there are much better alternatives.

Reframing - the key to buy-in?  Rory Sutherland talks eloquently and convincingly about how you position a situation determines how it is received. Essential stuff if you are trying to convince senior people of the worth of your endeavours. Sutherland is one of the leading thinkers in advertising today, so knows what he is talking about.

"Tullow Oil, a London-based independent oil and gas exploration and production company, regularly wins awards for its innovative approach to problem solving. Its business culture is based on investing in the best people and then trusting them to work together to keep Tullow on the leading edge of the industry. Tullow's CIO recently challenged his team to develop an approach to devolve control of IT project prioritization to non-IT leaders within the company. This article explains the approach developed and how it is working to keep the business's IT strategy aligned with Tullow's entrepreneurial spirit and commitment to collaborative decision making."

"Amy Jo Kim, Ph.D. is a leading consultant on gamification as a business model to increase customer engagement. She also holds a Ph.D. in behavioral psychology. In 2010, Kim reworked Bartle's Player Types Model. She replaced the "Killer" type with "Express" -- a much more business- and school-friendly descriptor! Completing the axis, "Compete" took the place of "Achiever," "Explore" replaced "Explorer," and "Collaborate" replaced "Cooperate.""

Ensuring that big data creates big value calls for a reskilling effort that is at least as much about fostering a data-driven mindset and analytical culture as it is about adopting new technology. Companies leading the revolution already have an experiment-focused, numerate, data-literate workforce. Are you ready to join them?

"the Daphne-dilemma - facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential."

""InnoCentive® is an exciting web-based community matching top scientists to relevant R&D challenges facing leading companies from around the globe. We provide a powerful online forum enabling major companies to reward scientific innovation through financial incentives.""

Wall Street journal / MIT Sloane Management Review article. How emerging markets are leading the way in thinking about markets in a downturn. The examples mainly come from marketing and product placement, but these are great lessons in how to think differently about an existing business model. The batteries pricing / packaging example was a neat way of presenting an existing offering in a more attractive & acceptable way during a downturn. The item about focussing on your existing customer base rather than new market opporunities got me thinking about how we use existing knowledge. The analogy works for me, because leveraging what we already know makes more sense than the cost of buying in expertise etc.

This animation is based on the peer assist methodology as outlined in the book Learning to Fly - Practical Knowledge Management from Leading and Learning Organisations by Chris Collison and Geoff Parcell (Capstone Publishing, 2001, 2004).

Interesting diagram showing the efficiency of using Wikis.

Recommened by Jenny Ambrozek

The focus is technology developments but a good resource if you are interested in industry trends and what's new from leading enterprise software providers

Connected intelligence. Article by Jenny Ambrozek

Connected intelligence. Article by Jenny Ambrozek of 21st Century Organisation. Speaker at KIN 2009 Winter Workshop

"Ambrozek article on connected intelligence"

Virtual assistants get infuriating when they fail to do something we expect to be within their capabilities. Researchers are interested in studying how people form expectations about what such systems can and can't do-and how virtual assistants themselves might be designed to nudge us toward only asking things that won't lead to disappointment. One of the research questions is how do you reset a user's expectations on the fly when they're interacting with a virtual assistant.