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Enrique Rubio Royo

Law Practice Magazine :: A LAWYER'S SOCIAL NETWORKING TOOLBOX: TUNING UP YOUR ONLINE BU... - 0 views

www.abanet.org/...pg42.shtml

difusion_ideas marketing_online marketing practice twitter facebook linkedln socialnetworking eprofesional genea tools

shared by Enrique Rubio Royo on 20 Mar 10 - Cached
  • LinkedIn, Facebook and Twitter are incredibly cost-effective venues for growing relationships and promoting your law practice
  • lawyers approach social networking to market their practices
  • There are lots of tools available to help
  • ...54 more annotations...
  • Let’s explore some of the best ones for the “big three” social networking sites for lawyers: Twitter, Facebook and LinkedIn.
  • Taming Twitter
  • is a great way to network with other lawyers and potential clients interested in a given practice area.
  • an enormous number of tools have grown up around Twitter to augment and improve the user’s experience. Here are four ways to augment your use of Twitter, along with tools to get you there.
  • Once you start following more than a few people on Twitter, it can quickly become chaotic.
  • Organize your streams into groups
  • you need a way to organize your Twitter stream.
  • Third-party applications that allow users to create groups make quick work of imprinting order on the chaos. These applications let you organize your stream by your relationship to the Twitterer (e.g., family, friends, work colleagues) or by subject (e.g., law practice management, New York Yankees). You can even create a small VIP group for the people whose tweets you never want to miss.
  • Go multimedia.
  • the ability to send photos and videos change the way you can use Twitter.
  • TwitPic, which is free and easy to use, is our choice for photo sharing on Twitter.
  • to allow you to send videos to Twitter
  • it provides a means to extend your brand and demonstrate your ability to produce a deliverable service through relationship building.
  • Use Twitter to publicize your blog
  • Twitter can be an excellent avenue for publicizing your blog. Posting a short, simple tweet that says “New blog post at [insert blog name here]” followed by a link to the blog post is all that’s required. The authors are both bloggers who track our respective blog stats somewhat obsessively, and Twitter is often one of the biggest sources of traffic to our blogs.
  • There are several third-party applications that automate the process offeeding these short updates, including the blog URL, to Twitter.
  • Twitterfeed
  • Carry it in your pocket.
  • For many busy professionals, the number one objection to Twitter is “I just don't have time for it!”
  • There are many hyperbusy and productive people who use Twitter. The key is realizing that Twitter isn't something you make time for—it’s something that you fit into time slots that become available.
  • To capitalize on the small windows of time that become available in life
  • you must have Twitter available in your pocket. Which means the solution is to get a tool that lets you access it from your smartphone.
  • The options depend on your model of phone.
  • Figuring Out Facebook
  • Facebook (www.facebook.com) is a more complex social media site
  • TwitVid
  • Achieving that aim, however, requires using the correct tools on the site to focus the right content on the right people. Here are some tips and tricks to get the most out of Facebook.
  • Control where the information flows
  • Unlike Twitter, Facebook will open up your life (and your family and your old college friends) to the world unless you seize control. Consequently, you need to distinguish between people that get to share your life and those that don't. You do this by creating a “list” under the News Feed column on the left-hand side of your Facebook home page. For example, you can create one list for “Friends and Family” and a separate one for “Professional” contacts. Once you've created a list, you can then restrict the list members' access to certain types of information.
  • Test your restrictions by going to the top of the Privacy Profile page, where you can use the “See how a friend sees your profile” button. Very enlightening.
  • Monitor your Wall.
  • Go to Settings, Account Settings and then Notifications, where you tell Facebook to notify you (by e-mail or SMS) about what, when and where things are added to your Wall. Also, make sure that you know when you have been tagged in a photo, just in case you don’t like the view.
  • Remember Google in your privacy shield
  • At the Search menu, you can set your Facebook search visibility, which determines what content may be searched internally and, separately, you can choose whether to allow search engines to see your Wall.
  • Feed your blog post to your profile.
  • Facebook also allows you to extend the reach of your blog
  • by feeding your blog posts to your profile page.
  • You can do the same thing for your Twitter posts.
  • Try a more business-centric focus if you like.
  • If you believe your Facebook presence should be more about your law practice as an entity than about you personally, you should use the Business Page feature.
  • An alternative to a Facebook Business Page is the Facebook Groups option.
  • Living with LinkedIn
  • networking community that is targeted specifically to professional users
  • It offers excellent integrated applications for building your brand name and promoting your expertise, including the ability to create your own communities within the community. Here are the keys to using it successfully.
  • Develop a great profile.
  • profile that emphasizes your strengths and minimizes your weaknesses.
  • Be bold but truthful
  • Spread your message using the integrated applications.
  • The applications give you a number of opportunities to demonstrate your interests and your expertise
  • Get and give recommendations on the site
  • Actively participate in groups.
  • Using Your Time Slots to the Best Advantage
  • Last but not least, remember that social networking never stops. So, to stay in the game from wherever you are, you should go mobile with Facebook and LinkedIn. Based for your phone mode
  • There you have it—a whole list of great tactics for improving your social networking projects to get the most out of your online business development efforts. As they say, if you only have a hammer, every problem looks like a nail. Use the tips and tools covered here and you’ll see a whole lot more in the social networking world.
Enrique Rubio Royo

11 Ways To Explain Social Business Benefits - The BrainYard - InformationWeek - 0 views

www.informationweek.com/...231902518

orhg2.0 estrategias social_business howto

shared by Enrique Rubio Royo on 09 Nov 11 - No Cached
  • strategies to explain social tools to people without drowning them in social speak or meaningless jargon
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      Focus fundamental: ¿por qué suelen fallar las iniciativas 'social media' en general, y en el ámbito de las empresas en particular (social business initiatives)?. Normalmente comenzamos hablando a la gente con un lenguaje técnico, una jerga de nuevas palabras tales como blogs,wikis,microblogging, e incluso 'social business'. Niniguna de esas cosas les importa realmente. Son herramientas y métodos que nos permiten hacer cosas que SI pueden importarnos. ¿Cuáles son esas cosas de interés para la audiencia?
  • What are the things that do matter?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      ¿Cómo deberíamos empezar a plantear las cosas?, ¿qué cosas preocupan a la audiencia?. P.e. si son empresarios, gerentes o profesionales autónomos, según la autora, deberíamos pensar en comunicarles aspectos posibles a alcanzar con el 'social business' como ... 1.- Asegurarnos de sacar el máximo provecho de los recursos que hemos invertido, de manera que se traduzca en cosas visibles y disponibles para todas las personas de nuestro ecosistema, que son al final quienes las van a valorar 2.- Conseguir que los clientes se sientan valorados y distinguidos por compartir nuestras experiencias con ellos - mediante nuestros productos, servicios, soporte y facturación - que además funcionan bien y son fáciles de usar 3.- Conseguir que los empleados sienten que se valoran sus contribuciones, atendiéndolas con el cuidado suficiente para promover sus ideas y su conexión a los recursos 4.- Aumentar el nivel de comodidad y conocimiento de nuevas conexiones (relaciones), para que de manera proactiva quieran implicarse con nuestras empresas 5.- Creación de relaciones personales para tener embajadores en más lugares que cualquier persona pudiera alcanzar
  • what matters most is ensuring that everyone in our ecosystem feels valued and recognized in proportion to their contributions because that drives revenue, profitability, and happiness.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      lo más importante es asegurar que todos los miembros de nuestro ecosistema se sientan valorados y reconocidos en proporción a sus aportaciones, ya que dicho reconocimiento promueve retornos, rentabilidad y felicidad.
  • ...20 more annotations...
  • People unfamiliar with the tools of this new social business space
  • almost always react poorly to initial messages that focus on the tools and how they will "revolutionize" business
  • They freeze in their tracks
  • because they don't understand the language and the technology
  • Often they're people with years of expertise, who are knowledgeable about their work and aren't accustomed to feeling uninformed.
  • it's better to ask them if they'd like to cool off, relax, and enjoy the beautiful view from the harbor.
  • It's like asking someone who has never sailed to put in
  • You must motivate people in language that they understand before introducing new ways of doing business
  • Here are some approaches you can take to help people who are new to social tools understand them:
  • There are hundreds of small-use cases that could benefit from using networked communications environments
  • Start looking for ones that either result in a lot of lost productivity
  • or where the company spends a lot of money
  • to redesign your communications ecosystem
  • change one communications habit at a time.
  • Which you choose will depend on how much executive support you have, how culturally ready your company is, and how much budget is available.
  • regardless of your approach, the more specific you are about how these tools and processes will help people do their work, the more successful you'll be.
  • There are benefits and risks to both, but
  • where social business initiatives often fall down.
  • We start throwing language at people--words like blogs, wikis, microblogging, even the term social business itself. None of those things really matter.
  • They're tools and methods that enable us to do things that matter
Enrique Rubio Royo

Perspective On Designing and Managing Knowledge Work - 0 views

www.wirearchy.com/...esigning-and-managing-kno.html

jon husband wirearchy empleo empleabilidad kwork org2.0 reconversion

shared by Enrique Rubio Royo on 05 Jan 11 - No Cached
  • Horizontal networking often creates dissonance in the vertical enterpriseThe vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today’s workplace.
  • Today, there's a lot of chatter about bottom-up versus top-down, the collective wisdom of the organizational crowd, and various related themes.  However, there’s also ongoing dissonance or competition between the methods behind structured and defined organizational forms and activity and the growing world of hyperlinked flows in which knowledge and meaning are built layer by layer, exchange by exchange (all those hyperlinked interactions that increasingly make up what we call "knowledge work") as enabled by social computing.
  • At the heart of the issue is the way work is designed and an organization develops its structure
  • ...4 more annotations...
  • A primary tool in designing work and structure is job evaluation
  • (and derivatives like accountability mapping and redundancy analysis).  And I don’t mean job evaluation as in assessing job performance – I mean the function that assigns jobs to levels and pay grades based on job “weight” with respect to skill, effort, responsibility and working conditions (the legal criteria for assessing pay equity). I believe that these tools and their underlying assumptions are used to create the skeletal architecture of organizations, the pyramid we all know. 
  • job evaluation (or work measurement in the professional jargon) relies very heavily on the assumption that knowledge is hierarchically structured and, as well, put to use.
  • who has more of the knowledge —on paper—is she or he who deserves to be "higher up" in the organization.
  • Enrique Rubio Royo on 05 Jan 11
     
    "Horizontal networking often creates dissonance in the vertical enterprise. The vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today's workplace."
Enrique Rubio Royo

Where Social Learning Thrives | Learn at All Levels | Fast Company - 0 views

www.fastcompany.com/...where-social-learning-thrives

howto social-learning enterprise2.0 gestion_del_cambio org2.0 cultura

shared by Enrique Rubio Royo on 21 Mar 10 - Cached
  • Enrique Rubio Royo on 21 Mar 10
     
    Dónde emerge el aprendizaje social (cultura corporativa de 'servicio-curiosidad-calidad humana' + social media tools). "To benefit from social learning, build a culture that makes learning fun, productive and commonplace, a culture where learning is part of everyday work." "Social learning is not just the technology of social media, although it makes use of it. It is not merely the ability to express yourself in a group of opt-in friends. Social learning combines social media tools with a shift in the corporate culture, a shift that encourages ongoing knowledge transfer and connects people in ways that make learning a joy." "Social learning thrives in a culture of service and wonder. It is inspired by leaders, enabled by technology and ignited by opportunities that have only recently unfolded."
Enrique Rubio Royo

Despite The Hype, Few Enterprise Workers Embrace Social Software - 0 views

www.readwriteweb.com/...ite-the-hype-few-enterpris.php

forrester report kworkers socialmedia estrategia org2.0 enterprise2.0 business2.0

shared by Enrique Rubio Royo on 08 Nov 11 - No Cached
  • few of them are actually using social media for work-related activities
  • The report
  • The Enterprise 2.0 User Profile: 2011
  • ...14 more annotations...
  • For the most part, the tools that are being used, no surprise, are the public social networks and not ones that operate behind corporate firewalls
  • it is Gen X and not their younger Gen Y cohorts that are burning up the social media networks
  • First
  • curious results
  • Second
  • how can corporations accelerate social media adoption
  • less than a quarter of the respondents feel that social media technologies are vital to doing their jobs,
  • social media users are more productive than non-users
  • several suggestions
  • Evaluate corporate policies on the use of public social tools.
  • Encourage early adopters to invest in their corporate social profiles
  • Find the relevant use cases for social tools and promote them company-wide.
  • Get management to formulate the appropriate social media strategies
  • Recommend and promote the right kinds of technologies company-wide
  • Enrique Rubio Royo on 08 Nov 11
     
    Interesante comentario de ReadWrite acerca del report de Forrester acerca del uso de SW social por parte de trabajadores de la información en USA (Nov, 2011)
Enrique Rubio Royo

Communication Nation: The connected company - 0 views

communicationnation.blogspot.com/...connected-company.html

complexity Enterprise2.0 ORG2.0 must diseño conectividad

shared by Enrique Rubio Royo on 03 Nov 11 - No Cached
  • The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is?
  • Why is the life expectancy of a company so low? And why is it dropping?
  • A machine typically has the following characteristics
  • ...78 more annotations...
  • As companies grow they invariably increase in complexity, and as things get more complex they become more difficult to control.
  • As you triple the number of employees, their productivity drops by half (Chart here)
  • This “3/2 law” of employee productivity,
  • Surely we can do better?
  • The secret, I think, lies in
  • understanding the nature of large, complex systems, and letting go of some of our traditional notions of how companies function.
  • I believe that many of these companies are collapsing under their own weight
  • It’s designed to be controlled by a driver or operator
  • It needs to be maintained, and when it breaks down, you fix it.
  • works in the same way for the life
  • Eventually, things change, or the machine wears out, and you need to build or buy a new machine.
  • A car is a perfect example of machine design
  • And we tend to design companies the way we design machines:
  • The problem with this kind of thinking is that the nature of a machine is to remain static, while the nature of a company is to grow
  • What happens if we think of it less like a machine and more like an organism? Or even better, what if we compared the company with other large, complex human systems, like, for example, the city?
  • if we stop thinking of it as a machine and start thinking of it as a complex, growing system?
  • Cities are large, complex, systems, but we don’t really try to control them.
  • if we start to look at companies as complex systems instead of machines, we can start to design and manage them for productivity instead of continuously hovering on the edge of collapse.
  • Cities aren't just complex and difficult to control. They are also more productive than their corporate counterparts
  • The Living Company
  • Shell studied 40 large, long-lived companies, some of which were still surviving after 400+ years.
  • these companies had a lot in common with large cities
  • tolerated
  • Ecosystems:
  • decentralized
  • Active listening
  • The boundaries of the company were less clearly delineated
  • local groups had more autonomy over their decisions
  • very active in partnerships and joint ventures
  • Everyone in the company understood the company’s values
  • to keep that culture strong
  • Long-lived companies had their eyes and ears focused on the world around them and were constantly seeking opportunities
  • were connected by a strong, shared culture.
  • watching and listening) and metafilter (information leading to decisive action).
  • we instinctively and intuitively understand that companies are not made of cogs, levers and gears
  • For top management, it would be wonderful if
  • In the end, they are made out of people
  • You have to put your strategy into people if you want to get results.
  • And today, thanks to social technologies
  • today, thanks to social technologies
  • we finally have the tools to manage companies like the complex organisms they are
  • we finally have the tools to manage companies like the complex organisms they are
  • Social Business Design
  • It’s design for complexity, for productivity, and for longevity. It’s not design by division but design by connection.
  • the connected company
  • we must focus on the company as a complex ecosystem
  • a new discipline
  • a set of connections and potential connections, a decentralized organism that has eyes and ears everywhere that people touch the company, whether they are employees, partners, customers or suppliers.
  • but some basic rules are already emerging
  • Social Business Design
  • These emerging rules have less in common with traditional business design, and more in common with urban design and city planning.
  • design for emergence
  • It’s not about design for control so much as
  • You can’t control a complex system, but you can manage its growth, and there are a lot of things you can do that will position it for success. Here are a few of those emerging practices that signal excellence in design by connection
  • Understand the culture
  • you need to understand the culture (or cultures) that are already there, so you can look for ways to enhance and strengthen that shared identity.
  • Start small
  • As you initiate social programs, think of them as if you are designing a city street.
  • The last thing you want is a whole bunch of large, urban areas with no people in them
  • A successful street is filled with people.
  • The smaller the space is initially, the faster it will fill up with people.
  • So start small
  • A good way to start is with an organization-wide project or initiative
  • Spaces need owners.
  • Again, think of the city street: every business or building has an owner.
  • make sure that every online space you create has someone positioned to take care of it, to keep it safe and clean.
  • Every person needs a place
  • every person needs a place to live; somewhere they can put their stuff
  • make sure that every single person has a place where they can put, and see, their stuff: their projects, the links they want to get back to, the documents they have created, their role, qualifications, expertise and so on.
  • A good city street offers opportunities that are unanticipated but serendipitous
  • Jumping-off points
  • Every time someone visits an online space, there’s a chance to offer them something new.
  • Design by connection is not a top-down activity so much as bottom-up
  • Watch, listen, adjust and adapt
  • Complex systems just don’t work that way
  • Think about how city streets evolve: one small step at a time.
  • Pay attention to the culture, and watch how people react to the tools you provide.
  • The typical company has a very short life, from 15 to 50 years. But cities – and some companies – live much longer lifespans: from hundreds to thousands of years. Wouldn’t you like that for your company? I know I would
  • Enrique Rubio Royo on 03 Nov 11
     
    Excelente post en el que de una manera muy clara muestra la necesidad de una nueva mentalidad acompañada de un nuevo diseño (como un organismo) para las ORGs. Excelentes también las figuras, su diseño.
Enrique Rubio Royo

Learnlets » Formalizing informal learning? - 0 views

blog.learnlets.com/?p=1462

elearner eaprende aprender_en_red learning aprendizaje_informal workplace_learning

shared by Enrique Rubio Royo on 30 Mar 10 - Cached
  • The Entreprise Collaborative has a new question, asking whether we can formalize informal learning.  I have to say, I don’t get the question.  That is, I understand what they’re asking, and like the response they give, but I really think it’s the wrong question. To me, it’s not about formalizing informal learning so much as explicitly supporting it versus ignoring it. 
  • To me, it is more a matter of providing infrastructure to support informal learning, and facilitating informal learning as well.
  • When I talk about providing infrastructure, I’m talking about putting in place tools that can be used for informal learning. 
  • ...4 more annotations...
  • One is optimizing the tool use, and the other is facilitating the associated skills
  • the facilitation of that informal learning.  I see two roles.
  • The second role is to develop individual ability to use the tools for learning, both independently and socially.  To repeat a regular refrain, don’t assume the ability of learners to be effective self- and social-learners.  There are specific meta-cognitive skills that should be made explicit, promoted, and supported.
  • In the process of facilitating, you may find opportunities to add value by taking some information and formalizing it
Enrique Rubio Royo

Value Networks and the true nature of collaboration - 0 views

www.valuenetworksandcollaboration.com/home.html

value_creation value_networks creacion_de_valor personas creativecommons ebook eaprendiz redes_sociales

shared by Enrique Rubio Royo on 13 May 11 - No Cached
  • Value Networks  and the true nature of collaboration
  • Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work.
  • Yet work design tools, structures, processes, and systems
  • ...5 more annotations...
  • are not evolving as rapidly
  • and in many cases
  • are simply inadequate to support the new flexible and networked ways of working.
  • Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems.
  • Creative Commons license
  • Enrique Rubio Royo on 13 May 11
     
    Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work. Yet work design tools, structures, processes, and systems are not evolving as rapidly, and in many cases are simply inadequate to support the new flexible and networked ways of working. Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems.
Enrique Rubio Royo

The Content Economy: Why traditional intranets fail today's knowledge workers - 0 views

www.thecontenteconomy.com/...tail-of-information-needs.html

shared by Enrique Rubio Royo on 14 Oct 11 - Cached
  • inputs and outputs of knowledge work – which is information and knowledge – vary from time to time, from situation to situation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      K siempre bajo contexto
  • Knowledge work is also less structured and the structure of knowledge work typically emerges as the work proceeds.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      actividades o interacciones tácitas (complejas)
  • In a knowledge-intensive business environment,
  • ...56 more annotations...
  • very hard or even impossible to anticipate in advance what information is needed
  • You simply cannot know what information will be relevant before the moment you need it.
  • We also need to have immediate access to anyone who might possess the knowledge and information we need but which is not captured
  • often because it is hard to capture or simply does not allow itself to be captured (tacit knowledge) and exchanged.
  • There’s a long tail of information needs that still needs to be served
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Asumimos que tenemos necesidades de INFO relativas a una larga cola de permanentemente cambiante y virtualmente ilimitada cantidad de INFO . La parte izqda. de la fig. hace referencia a la INFO que necesitamos en las tradicionales actividades transaccionales o procedimentales, y las transformacionales. Se trata de una INFO predecible, de uso frecuente y reutilizable. Situación que nos permite definir, diseñar y producir el tipo y estructura de INFO, así como la INFO requerida antes de que la actividad sea llevada a cabo.
  • Long Tail power graph
  • In the left end of the power graph we have
  • for transformational and transactional activities
  • This information does not change very often and thus can be quite easily reused
  • for commonly performed activities
  • the information needs are predictable
  • This allows us to define, design and produce the type and structure of the information as well as the actual information before the next time the information need arises (the activity is performed).
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Estas son las características que definen los SSII tradicionales, orientados a CONTENIDOS (base de procedimientos + otros recursos digitales).
  • Knowledge work is often a completely different story
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Cuando hablamos de Kwork es otra cosa. La iNFO requerida para activiodades de Kwork, probablemente la encontraremos en la larga cola (parte plana de la figura). Allí se encuentran recursos de INFO usados con muy poca frecuenciaa o incluso que nunca hemos usado con antelación. La INFO que necesitamos varaia de una situación a otra, de un instante a otro (siempre bajo contexto). La INFO varía, así como el tipo y estructura de lso recursos de INFO (hiperfragmentación de la INFO y el K). Ello hace que virtualmente sea imposible definir una INFO reusable con antelación a ser necesitada. La impredictibilidad de la naturaleza del Kwork es la razón por la que necesitamos dar a los K workers acceso a tooda la INFO que existe y que puede ser relevante. Puesto que no sabemos qué puede ser relevante hasta que surja la necesidad ('just in time'), no podemos depositar INFO relevanteen una pila o repositorio. Necesitamos también, proporcionarles con las herramientas adecuadas (proceso PKM) a los K workers. Nuevo Ecosistema de INFO Organizacional (p.e. modelo ECCO Suricata), distinto a los SSII tradicionales orientados exclusivamente a INFO y a recolilar toda la INFO por adelantado.
  • the information needed for a knowledge work activity is likely to be found in the long tail
  • used infrequently or maybe even once
  • impossible to define a reusable information resource in advance before it is needed
  • The unpredictable nature of knowledge work
  • is why we need to give knowledge workers access to all information that exists and that might be relevant
  • We also need to provide them with tools
  • to serve the knowledge workers’ information needs
  • Traditional intranets are not designed for knowledge work
  • changing role of intranets in knowledge-intensive businesses
  • These intranets need to provide flexible access to both information and people
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      Modelo Suricata- Ecosistema Complejo de Conocimiento Organizacional (ECCO)
  • The intranet needs to be turned into an “information broker platform” where information is freely and easily created, aggregated, shared, found and discovered at minimal effort.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Necesidad de rediseñar la intranet tradicional en las ORGs intensivas en INFO y K: la intranet debe transformarse en una plataforma 'broker' de INFO, donde la INFO es libre y fácilmente creada, agregada, localizada y descuberta con el menor esfuerzo, pero sobre todo debe faciltar la COMPARTICIÓN y COLABORACIÓN. Sin embargo, la mayoría de las intranetstratan de ayudar a las personas que llevan a cabo actividades predefinibles y repetitivas (plataformas 'push'), pero son totalmente disfuncionales para el K work. No es una coincidencia, pues, que las intranets jueguen un papel marginal en el trabajo diario. La INFO que los Kworkers necesitan no puede conocerse por adelantado y por lo tanto atendida por la intranet tradicional. Será crítico que los K workers tenga acceso a toda la INFO disponible, qde modo que cubra las necesidades de INFO altamente variables, extensivas e impredecibles de los K workers.
  • Such an intranet gives everybody access to all information which is available and make room for virtually infinite amounts of information.
  • However, most of today’s intranets primarily consist of
  • They aim to serve people who perform predefined and repeatable tasks
  • push platforms
  • but they are quite dysfunctional for knowledge work
  • intranet plays a marginal role in their daily work
  • It’s not a coincidence that
  • The information that knowledge workers need can often not be anticipated and served by a push-based intranet
  • It is also critical that they have access to ALL information that is available
  • intranet that needs to serve the highly varying, extensive and unpredictable information needs of knowledge workers.
  • To conclude
  • push-based production model
  • assumes that all information resources on the intranet must be produced in advance
  • Knowledge workers need a social intranet
  • social intranet
  • paradigm change
  • is not just about adding a layer of social collaboration tools
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Los K workers necesitan una intranet SOCIAL (cambio de paradigma). No se trata de simplemente añadir una capa de herramientas de colaboración social; se trata de una plataforma que combina la pòtencia de l modelo 'push' con la del 'pull' para suminstrar a cualquiera que participe y contribuya con una 'empresa expandida' con la INFO, K y conecxiones que ellos necesitan para tomar las decisiones correctas y actuar para alcanzar plenamente sus objetivos. Debe equipar a cada Kworker con las herramientas que le permitan participar, contribuir, descubrir, conectar, crear (APRENDER), para compartir y coolaborar 'entre iguales'. La intranet social es una plataforma 'pull' con mecanismos para atraer de manera automática INFO y PERSONAS relevantes a cada cuál, que permitan superar la 'sobreabundancia de INFO' , mediante los oprtunos 'RADARES' y 'FILTROS', así como herramientas para la 'CURACIÓN de CONTENIDOS' alrededor de 'tópicos' concretos. La intranet social, también debe contemplar la adquisicion de INFO y PERSONAS relevantes mediante 'SERENDIPIA' (por casualidad). Necesitamos implícita y explícitamente compartir lo que hacemos y conocemos con otras personas en nuestras redes, con personas que compartan nuestros intereses. "La larga cola de iNFO soporta el núcleo del actual modelo de negocio intensivo en K: el trabajo del conocimiento ( K work).
  • it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives
  • It equips everyone with the tools that allows them to participate, contribute, attract, discover, find and connect with each other to exchange information and knowledge and/or collaborate
  • enabling employee-to-employee information exchange.
  • A social intranet must necessarily be designed for information abundance.
  • "more is more" paradigm
  • the social intranet is a pull platform with mechanisms for automatically attracting relevant information and people to you
  • sensation commonly called information overload
  • the problem is not the amount of information but rather that the filters
  • We need to get the filters in place
  • The social intranet also has an important part to play when it comes to supporting serendipity
  • We must have ways that “automagically” attract useful information and connections to us
  • We just need to implicitly and explicitly share what do and know to other people in our networks, to people who share our interests, or to people who happen to pass us by at any other kind of cross-road.
  • push-based production mode
  • the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.
  • Knowledge work is about
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      ORGs cada vez mas intensivas en K. Kwork relativo a actividades tácitas(p.e. resolución de problemas, investigación y trabajo creativo, interacción y comunicación con otras personas, etc). Por naturaleza, es menos predecible y repetible que el tradicional trabajo industrial. Las entradas y salidas (INFO/K) siempre bajo contexto, y cambiantes. Kwork menos estructurado y la estructura del Kwork emerge tal como se desenvuelve el trabajo. En un entorno intensivo en K, muy dificil o casi imñposible anticipar por adelantado que INFO vamos a necesitar. No podemos saber qué INFO va a ser relevante en el momento que la requiramos. Necesitamos poder acceder de manera inmediata a cualquiera que pueda poseer el K e INFO que necesitamos, pero el cuál -k- es dificil de captuirar e intercambiar (K tácito).
Enrique Rubio Royo

Sensemaking artifacts « Connectivism - 0 views

www.connectivism.ca/?p=336

sensemaking wayfinding artifacts pkm gsiemens generacion_significado elearning connectivism learning MOOC

shared by Enrique Rubio Royo on 13 Apr 12 - No Cached
  • Teaching and learning in social and technical networks
  • sensemaking artifacts
  • complex information settings
  • ...26 more annotations...
  • such as the images posted above. Artifacts can include a blog post, an image, a video, a podcast, a live performance
  • basically anything that allows an individual to express how they’ve come to understand something
  • 2. They are a sensegiving tool.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 13 Apr 12
       
      Sensegiving (coherence expression) tools
  • These artifacts serve two roles
  • 1. They reflect the sensemaking activity that the individual has experienced
  • how he came to understand the relationship between different entities
  • Through joint processes of sensemaking and wayfinding – see presentation below – learners begin exploring and negotiating the domain of knowledge. In the process, they produce artifacts
  • When learners are transparent in their learning through the production and sharing of artifacts, they teach others
  • Sensemaking artifacts are valuable in that
  • “if we designed education today, what would it look like?”
  • Would it look like our existing classrooms?
  • Textbooks? Libraries? Or would it look more like the internet?
  • What roles would teachers play? Or learners?
  • What would “teaching” look like
  • our current education system?
  • digital technologies change how people relate to each other and how information is created and shared
  • These trends influence the power structures in classroom or online settings
  • on the learner:
  • power change
  • requiring both educators and institutions to rethink what they do for her and what she can do for herself
  • Sensemaking artifacts reflect this power shift
  • learners can self-organize and guide each other, rather than simply walking established knowledge paths created by educators and designers
  • Each artifacts serves to “re-centre” the conversation around the sensemaking actions of learners
  • In this regard,
  • sensemaking artifacts are in competition with the planned curriculum (learning content)
  • sensemaking artifacts are another node in the learning model that distributes control and power away from the institution and the teacher and moves it (power/control) into the networks formed by students.
  • Enrique Rubio Royo on 13 Apr 12
     
    Magnífica referencia, relativa al proceso de generación de significado y la forma de alcanzarlo. Relación estrecha con el proceso PKM (harold Jarche; 'seek-sense-share'), así como del modelo cynefin de David Snowden). Muy interesante la inclusión de una presentación slideshare de Georges Siemens, relativa al tema, y que provoca el posting que se referencia (en el contexto del curso MOOC sobre 'learning analytics)
Enrique Rubio Royo

Harold Jarche - 0 views

www.jarche.com

elearner eaprende jarche harold_Jarche critical_thinking ecompetencias

shared by Enrique Rubio Royo on 30 Mar 10 - Cached
  • Even the mainstream training field is realizing that reduced layers of bureaucracy mean decision-making gets pushed down the organization chart. This
  • is the message of the AMA in the promotional video – Critical Thinking: Not just a C-suite skill.  However, wirearchy takes this one important step further by advocating a two-way flow of power and authority. In both cases, the need for critical thinking is evident.
  • A personal knowledge management process can help to develop critical thinking skills, where sense-making includes observing, studying, challenging (especially one’s assumptions), and evaluating. Developing these skills takes practice, appropriate feedback and an environment that supports critical thinking.
  • ...15 more annotations...
  • Several web tools can be used to develop critical thinking skills; the foundation of PKM:
  • Wirearchy as the organizational framework, coupled with active personal knowledge management processes, is a step in that direction
  • how important an open source framework is as we move more of our computing to the cloud
  • issues on how Ning treats its customers, users and their data.
  • While Ning may be free, it is not open source, and the company can make changes at will, just like Facebook, Google or Twitter may do.
  • I advise my clients that they should consider how important their data is to them before using software as a service (SaaS). Can the data be easily exported? With social bookmarks, it is easy to export and import OPML files from one platform to another. It is also simple to export from WordPress.com SaaS to your own open source hosted version
  • With Ning, Facebook and many others, there is no such export function
  • So what is the alternative to Ning?
  • For large enterprise projects I have used Drupal as a community management platform and it works well, though it requires solid technical support.
  • Elgg, an open source social networking platform that attracted me because of its unique underlying mode
  • The key differentiator of Elgg is that the individual is the centre of all the action
  • This is real user control
  • The Elgg platform has matured in the past six years and has a strong community and a solid product (v. 1.7).
  • One major advantage of Elgg will be the ability to take your data and have it hosted elsewhere.
  • Supporting communities like Elgg and Drupal means that we can have more control over our use of web technologies. As business and education move to the web and the cloud, open-source platforms will help to ensure that some corporate board doesn’t decide our future for us.
Enrique Rubio Royo

Creating Value from Social Learning - 0 views

www.entreprisecollaborative.com/...ing-value-from-social-learning

value aprendizaje_social social-learning value_creation creacion_de_valor ecosistema_aprendizaje contexto elearner genea

shared by Enrique Rubio Royo on 07 Apr 10 - Cached
  • Social learning — namely, the use of social media in the workplace to foster learning, collaboration, networking, knowledge sharing, and communications — has taken on a kind of religious fervor among learning practitioners during the past couple years. 
  • And not without good reason: It often creates more powerful and enduring learning experiences; it helps people establish and leverage social connections to accelerate the distribution and sharing of experiences, content and guidance; and it allows learners to be more productive, learn faster and work smarter.
  • Value Creation from social learning is more likely to take place when the business context and the learning ecosystem are “optimal.
  • ...7 more annotations...
  • The Business Context: What sort of influencers in the business context will encourage and help maintain an optimal learning ecosystem?
  • The (Learning) Ecosystem: What sort of influencers in the learning ecosystem will create an effective social learning system?
  • Value Creation: What sort of value creation comes from an optimal business context and learning ecosystem?
  • How “healthy” is your business context and learning ecosystem ? Is social learning creating value in your organization ? Would you like to assess the influencers of social learning and determine how to create more value?
  • a diagnostic tool
  • The diagnostic tool kit has two parts.  The first part is an online survey that captures information about the business context.  Each organization participating in the study is required to complete one business context survey.  The second part is an online survey for employees. 
  • All responses are anonymous and results are not traceable back to individuals.
  • Enrique Rubio Royo on 07 Apr 10
     
    Contexto óptimo de negocio + ecosistema de aprendizaje óptimo = creación de valor
Enrique Rubio Royo

Brightidea, Inc. Products - WebStorm - 0 views

www.brightidea.com/webstorm.bix

webstorm products open_innovation einnova genea gestion_de_ideas redes_sociales_corporativas open_innovation_socialnetwork

shared by Enrique Rubio Royo on 24 May 10 - Cached
  • WebStorm to gather and manage ideas from unlimited numbers of employees or customers
  • Are You Leveraging Employee & Customer Feedback?
  • Long-term success in any competitive marketplace demands constant innovation. Lasting innovation requires a steady flow of new ideas. The effectiveness of a company’s innovation efforts is measured by how well promising ideas are selected, nurtured, and transformed into tangible products and services. 
  • ...10 more annotations...
  • WebStorm
  • is an Idea Collection and Ranking Portal that facilitates the innovation process by allowing organizations to: Collect ideas and feedback from employees about new work processes, cost cutting and new product / service ideas. Solicit feedback & suggestions from customers about product features, new products, marketing and more. Run open innovation contests and competitions - open to the public or existing users.
  • Corporate "Social Networks" for Innovation & Idea Management
  • Businesses have only recently started to realize the potential that Web 2.0 technologies present to the workplace.
  • Incorporating the social networking paradigm in a business environment has many benefits: Increases participation by orders of magnitude over traditional methods. Drastically shortens timeframes of idea collection and evaluation. Promotes collaboration on the creation and refinement of new ideas. Fosters a sense of shared involvement in customers and employees. No end-user training is required.
  • Senior leaders of all types of corporations are pointing to innovation as being critical to the growth and survival of their firms. Yet all too often, internal processes for fostering innovation are lacking.
  • open innovation social network
  • a powerful tool for accessing the creativity and experience of your customers and employees. It can be configured for internal company use or opened up to customers and partners.
  • include: Idea Collection User Voting and Commenting Real-Time Duplicate Checker Microsoft Office Integration Video Uploads (automatic conversion to Flash Video) Single Sign-On (enhanced support for SAML 1.1) Configurable Micro-Site (landing page with company branding) Dashboard reports User Profiles Blogging Capability
  • WebStorm can be configured as the front-end interface to Brightidea’s Platform. Platform is a comprehensive suite of tools used to manage ideas from conception to reality, with modules for research collaboration, cost estimation and revenue forecasting, and more.
  • Enrique Rubio Royo on 24 May 10
     
    Long-term success in any competitive marketplace demands constant innovation. Lasting innovation requires a steady flow of new ideas. The effectiveness of a company's innovation efforts is measured by how well promising ideas are selected, nurtured, and transformed into tangible products and services
Enrique Rubio Royo

Business and Web 2.0 An interactive feature - McKinsey Quarterly - Business Technology ... - 0 views

www.mckinseyquarterly.com/20_An_interactive_feature_2431

genea eprofesional howto org2.0 mckinsey encuesta visualizacion web2.0

shared by Enrique Rubio Royo on 16 Dec 10 - No Cached
  • how organizations are using Web 2.0 technologies
  • the emerging trends in Web 2.0 adoption.
  • the survey’s core questions
  • ...4 more annotations...
  • blogs, mash-ups (a Web application that combines multiple sources of data into a single tool), microblogging, peer to peer, podcasts, prediction markets, rating, RSS (Really Simple Syndication), social networking, tagging, video sharing, and wikis.
  • Our survey examines the business use of 12 technologies and tools
  • interactive archive
  • to evaluate their use of and satisfaction with Web 2.0.
  • Enrique Rubio Royo on 16 Dec 10
     
    Resultados acumulados durante 4 años (magnífica visualización) por McKinsey acerca de ¿cómo están usando las empresas la web 2.0?, 'Uso y satisfacción de las empresas con la web 2.0', analizando 12 tecnologías y herramientas 2.0.
Enrique Rubio Royo

Performance.Learning.Productivity Blog: In a Complex World, Continuous Learning and Sim... - 1 views

charles-jennings.blogspot.com/...world-continuous-learning.html

eaprendiz ecompetencias aprender_en_red complejidad adaptabilidad meta_aprendizaje work_smart ecologia_aprendizaje plwe pkm ppm plm

shared by Enrique Rubio Royo on 16 Oct 11 - No Cached
  • to ensure your organisation develops a continuous learning culture
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Desde nuestro punto de vista... para asegurarnos de que nuestra ORG desarrolla una cultura de aprendizaje continuo, es crítico ayudar a desarrollar habilidades de 'Aprendizaje autogestionado' (perfil eAprendiz), ayudar a la fuerza de trabajo para que mejore su meta-aprendizaje (aprender a aprender, y en particular en la RED ).
  • The Lessons
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Lecciones aprendidas del caso de las'sub-prime' y las consecuencias acaecidas: 1.- En entornos complejos, el Aprendizaje autodirigido, autogestionado, NO es opcional, es absolútamente esencial. 2.- En un mundo en cambio contínuo (en el que lo que es cierto hoy puede que mañana no lo sea)... en entornoss dinámicos, el Aprendizaje Contínuo, permanente, es la mejor herramienta disponible 3.- La Reflexión y el Pensamiento Crítico ('out-of-the-box') son esenciales para ayudar a 'focalizar' dicho Aprendizaje Contínuo.
  • core continuous learning skills
  • ...34 more annotations...
  • skills
  • skills
  • skills
  • skills
  • skills
  • skills
  • Effective search and 'find'
  • Critical thinking
  • Creative thinking
  • Analytical
  • Networking
  • People
  • Logic
  • A solid understanding of research methodology
  • first step
  • changing our mind-set from one that sees learning as a series of events to one that acknowledges learning is a continuous process that happens at any time, anywhere
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      1er paso.- cambiar nuestra mentalidad de pensar que el Aprendizaje es una serie de eventos a pensar que el A es un proceso contínuo que sucede en cualquier instante y en cualquier lugar 2º paso.- cambiar el modo en que trabajamos, y creamos entornos (ecologias de aprendizaje) que proporcionen funcionalidades y tecnologías a los Kworkers (eAprendices)de modo que puedan hacer su trabajo de una manera mas inteligente ('smart work'), incorporando el A en su actividad diaria ('workflow learning').
  • We know that learning doesn’t just happen in controlled and structured environments but that most learning is embedded in the flow of work.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Aprendizaje en el puesto de trabajo o Aprendizaje Informal
  • second step
  • changing the way we work, and create environments that provide tools and support to workers so they can do their jobs better through bringing learning into their work.
  • In a Complex World, Continuous Learning and Simple Truths Prevail
  • the sub-prime bubble and the resulting global financial crisis
  • in complex environments self-directed learning is not optional, it’s absolutely essential.
  • Continuous learning is the best tool available in dynamic environments
  • other ‘core skills’
  • we can learn from this story
  • reflection and critical ‘out-of-the-box’ thinking are are essential to help direct the focus of continuous learning.
  • to help the development of self-directed learning skills
  • Help your workforce
  • improve its meta-learning
  • These meta-learning skills don’t live in isolation. They live with
  • The most important single thing you can do
  • continuous learning is the only sustainable asset in a world of constant change
  • no matter how smart you are, you still needed to carry on learning.
  • learning, unlearning and re-learning
  • Enrique Rubio Royo on 16 Oct 11
     
    Artículo que se alinea perfectamente con uestra propuesta de eAprendiz, como estrategia de adecuación personal a un nuevo entorno en red, expandido y complejo. En nuestro caso, además de los dos pasos finales que propone (1.- cambiar nuestra mentalidad a la hora de contemplar el A como un proceso autogestionado y permanente; y 2.- cambiar el modo en que trabajamos (smart work), proporcionando un espacio o ecología de aprendizaje (PLN, PLWE, ID, curacion contenidos, PKM,PLM,PPM, eCompetencias, ePortfolio, mi base de K personal). A estos dos pasos, y como paso previo cualitativo, es el considerar el Aprendizaje como estrategia de adaptabilidad permanente a un entorno cambiante. Comparar nuestras eCompetencias con las que aquí se proponen.
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