Group items tagged

n the IS field there is a growing recognition of the importance of theorizing the IT artifact and its organizational and societal context from a pragmatic and action-oriented perspective. Over the years, a number of events and journal special issues have been devoted to this topic (e.g. the Language/Action Perspective workshops 1996-2005 and special issues of CACM and Data and Knowledge Engineering, the Understanding Sociotechnical Action workshops and special issue of IJTHI, the Action in Language, Organizations and Information Systems conferences and EJIS special issue, and the Pragmatic Web conference). The aim of SIGPrag is to provide a much needed centre of gravity and to facilitate exchange of ideas and further development of this area of IS scholarship.

Action research is a reflective process of progressive problem solving led by individuals working with others in teams or as part of a "community of practice" to improve the way they address issues and solve problems. Action research can also be undertaken by larger organizations or institutions, assisted or guided by professional researchers, with the aim of improving their strategies, practices, and knowledge of the environments within which they practice.

Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action. In this paper we take the position that the concept of sensemaking fills important gaps in organizational theory. The seemingly transient nature of sensemaking belies its central role in the determination of human behavior, whether people are acting in formal organizations or elsewhere. Sensemaking is central because it is the primary site where meanings materialize that inform and constrain identity and action. The purpose of this paper is to take stock of the concept of sensemaking. We do so by pinpointing central features of sensemaking, some of which have been explicated but neglected, some of which have been assumed but not made explicit, some of which have changed in significance over time, and some of which have been missing all along or have gone awry. We sense joint enthusiasm to restate sensemaking in ways that make it more future oriented, more action oriented, more macro, more closely tied to organizing, meshed more boldly with identity, more visible, more behaviorally defined, less sedentary and backward looking, more infused with emotion and with issues of sensegiving and persuasion. These key enhancements provide a foundation upon which to build future studies that can strengthen the sensemaking perspective.

Global (e.g. organization-wide) patterns emerge from everyday 'local' (i.e. one-to-one or small-group) conversations. The more that people (in interaction) make sense of events and take action in particular ways, the more likely they are to make similar sense and take similar actions in the future. That is, from an informal coalitions perspective, these patterns are not formed by managerial dictat or design but by the nature of the everyday sensemaking that has gone before.

This is a guide to effective compliance with the GNU General Public License (GPL) and related licenses. In accordance with the Software Freedom Law Center's (SFLC's) philosophy of assisting the community with GPL compliance cooperatively, this guide focuses on avoiding compliance actions and minimizing the negative impact when enforcement actions occur. It introduces and explains basic legal concepts related to the GPL and its enforcement by copyright holders. It also outlines business practices and methods that lead to better GPL compliance. Finally, it recommends proper post-violation responses to the concerns of copyright holders.

The Stream replaces the homepage you see when you sign in, and shows what's happening in your circle of groups and individuals: new bookmarks, groups joined, and new people followed will be the first actions shown. You'll also see Thanks given to you from other members. More actions will be added, as will aggregate views to avoid telling you over and over that the same page was bookmarked or the same group joined.

In this paper, we challenge the universality of three basic assumptions prevalent in organizational decision support and strategy: assumptions of order, of rational choice, and of intent. We describe the Cynefin framework, a sense-making device we have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organizational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.

S. I. Hayakawa's Language in Thought and Action has been one of the course's handbooks for a memorable number of years already, but the manner in which it has been used has changed somewhat over the years. Although the basic concern of the book is with «informal» semantics (not the formal brand of semantics concerned with, e.g. the computation of truth-value), i.e. the «symbolic» way in which utterances are used to convey meaning, it also raises the more cognitive issue of how language affects human thought and conditions behaviour, and addresses the resulting «ethical» question of how language should be used to achieve cooperation and understanding rather than confrontation and conflict. These questions (though viewed in a somewhat «optimistic» perspective) give the book additional value as one of the pioneering works in «critical linguistics», a discipline which was to develop only much later.

Sensemaking is a process designed to enable groups of people to see patterns that were once hidden to them and develop a common understanding of what is required to address an issue. While the sensemaking (and subsequent intervention design) process will result in the production of artefacts (reports, lists of action items, descriptions of the current situation etc) much of the value is derived through participation in the process. It is not a process where you say 'make sense of this and tell me the answer'. Much of the benefit comes from determining 'what it means' for yourself. Sensemaking is beneficial at an individual level as our values and assumptions are tested and either confirmed or found wanting.

Ned.com is a global, all-volunteer, member-governed, online social network (in combination with real-world locations) that is made up of social entrepreneurs, activists, artists, social purpose enterprises, grassroots nonprofit, non-governmental, and community-based organizations, and is collaborating and taking action locally, nationally & globally, in order to make the world a better place.

It has been recognised that failures within an organisation can often be related to the over simplification of the belief structures that are used in decision making.2 Distributed cognition is a framework that can be used for analysing complex distributed settings to explain how the social activities within these impact the cognitive processes of the participants.� Rather than focussing on the mind, the material world is seen as being central.� It shows how important it is that participants in a setting can look at their own interpretations and discus these with others before deciding which actions to take.

She suggested that we used the communication metaphor too much, assuming that all issues were either about listening or telling. Instead she argued we needed an interaction metaphor in which we communicate by action and more importantly interaction. Praxis makes perfect as we used to say. There is a fair amount of talk about story-listening and story-telling and much of it is useful. However, interaction is about collaborative story creation, something which I think has more inherent value.

The new Open Semantic Collaboration Architecture Foundation aims at common standards in collaborative software. The OSCA Foundation brings together organisations and individuals interested in ensuring interoperability between desktops and collaborative environments. It provides a discussion and exchange forum as well as a meeting place for different stakeholder to explore joint interests and define and execute appropriate actions, aiming to ensure the continued evolution and standardisation of an open vendor- and platform-neutral interoperable collaborative environment architecture.

Rich countries acknowledge their historic role in pushing up global temperatures but they say that emerging giants like China and India must also step up to the plate and take quantifiable action. Developing and poorer nations hit back with the argument that the industrialised world should lead by example, and foot the bill for clean-energy technology and coping with global warming's inevitable impacts.

As it tracks and analyzes thought and actions across the world, the Global Power Barometer (GPB) frequently catches sight of issues that will impact global politics. These are the issues that likely will move the icons in coming weeks. We'll share our peeks at the future as they pass certain momentum thresholds. In future days we'll categorize the "Emerging Issues" and provide snippets about the progress of significant trends.

The Forecasting Principles site summarizes all useful knowledge about forecasting so that it can be used by researchers, practitioners, and educators. (Those who might want to challenge this are invited to submit missing information.) This knowledge is provided as principles (guidelines, prescriptions, rules, conditions, action statements, or advice about what to do in given situations).

Solving the "digital divide" in Africa will not put food in mouths, knowledge in heads, clean water in households, or make healthcare accessible to those who need it most. Leveraging knowledge, skills, and capacities holds out the possibility of doing all of these things. This is what extending knowledge infrastructure is about: building robust and sustainable networks and communities that mobilize a broad range of information practices, institutions, and technologies (old and new) - and put these in the service of locally-defined needs, aspirations, and broad developmental goals. This report summarizes current thinking and action around African knowledge infrastructures.

In most online communities, 90% of users are lurkers who never contribute, 9% of users contribute a little, and 1% of users account for almost all the action.

As a conversational process, the World Café is an innovative yet simple methodology for hosting conversations about questions that matter. These conversations link and build on each other as people move between groups, cross-pollinate ideas, and discover new insights into the questions or issues that are most important in their life, work, or community. As a process, the World Café can evoke and make visible the collective intelligence of any group, thus increasing people's capacity for effective action in pursuit of common aims.

Evolution of the US Army knowledge management - It's not just an After Action Review anymore.