1) The document discusses how data has become ubiquitous in society but people's ability to understand and work with data has not kept pace.
2) It provides tips for improving personal data privacy and literacy, such as using privacy settings, encryption, limiting location sharing, and educating yourself on data collection and usage.
3) Finally, it argues that collaborations are needed to ensure data ethics and that data can be used to democratize knowledge, not just for profit, if infrastructure enables all of society to access and build upon data.
Slacktivism describes online activism that requires little effort and CAN, without marshalling the right strategies, fail to create real social change. Examples of slacktivism include “liking” a cause on Facebook or retweeting an online petition. While these actions are simple and require little involvement, in the hands of a good organizer they do have the potential to make a difference. In this session, we’ll explore how to move your online community from the slactivism to activism.
Takeaways
- Learn why slacktivism is an important step in engaging people more deeply in a cause
- Gain insight on how to amplify the impact of your campaigns by bringing newfound slacktivists to the next level of engagement
- 11 organizing principles to inspire your online community
The document discusses Enterprise 2.0 and knowledge management. It describes how Enterprise 2.0 uses web technologies like wikis, blogs, and microblogs within businesses. It also discusses how intelligence agencies have used tools like Intellipedia and microsharing to better connect people and share information. Web communities are mentioned as another tool to increase knowledge sharing and collaboration within organizations.
The document discusses the transition from traditional knowledge management (KM) approaches of Web 1.0 to more collaborative approaches enabled by Enterprise 2.0 and social software. It argues that KM should focus on behaviors like sharing, connecting, and collaboration over formal structures and control. Enterprise 2.0 tools can help foster these behaviors by making information more accessible and encouraging contribution from individuals. The key is guiding principles that encourage a culture where people feel they can safely share their knowledge and connect with others.
This document discusses strategies for building effective advocacy networks. It emphasizes pushing resources out to communities where people already engage online rather than pulling people into a central site. The goal is to encourage increasing levels of participation through embedded tools. It also stresses making the network "smart" by generating rich data on activity that allows participants to coordinate and optimize their actions based on aggregate information from across the network, similar to how traffic maps guide drivers.
This document discusses the future of social networks and open innovation. It notes that as information becomes social and over 1 billion people contribute online, how people connect and share knowledge will change. New forms of collective intelligence like prediction markets, crowdsourcing, and anonymous voting will harness the wisdom of crowds. However, groups also face risks like biases, groupthink, and weak signals getting lost. The document advocates for open and organic innovation over traditional models, and sees organizations competing based on how well they create engaged user communities and partnerships.
Social media working group kick off sessionEoin Kennedy
The document summarizes the kick off meeting of the IIA Social Media Working Group on February 24th 2011. It lists the attendees of the meeting and outlines the group's aims to support businesses in developing social media strategies. It discusses plans for collaboration on blogging guides, surveys, events and other materials to educate and influence others on social media. Targets are set for the group to produce blog posts, sessions, papers and events. Recognition and benefits are outlined for those contributing their time, insight and expertise to help connect others.
The document discusses how organizations can become more social through the use of digital tools. It argues that organizations are social by definition and need digital tools to support collaboration between employees. While many companies have introduced social tools, few are fully networked across departments and with external partners. When used effectively within and across enterprises, social technologies can raise productivity by 20-25% by facilitating knowledge sharing and collaboration. The document provides examples of companies that have successfully adopted social tools on their intranets to improve efficiency, innovation and build a common culture.
CIPR Social Summer 2013 Online Community Management - Michelle GoodallMichelle Goodall
There is a world of difference between 'doing social media' and 'community management'.
Social networks that need to make money – like Facebook, Twitter and LinkedIn – don't necessarily make building, developing, maintaining and governance within a community easy.
A brief overview of community management fundamentals and best practice examples, the business value it can bring to organisations and some of the tools and techniques to make your community management as effective as possible.
Slides from lecture by Paul DiGangi in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. Here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/.
Cybersecurity is a growing global issue as more of our lives move online. Cybercrime costs are predicted to rise to $2.1 trillion by 2019 as hackers target personal data. While technology benefits society, it also creates vulnerabilities that criminals exploit on social media sites and major companies like Target, eBay, and Anthem. To address this threat, individuals, corporations, and government must work together to increase cybersecurity through education, policy, and budget increases.
This document discusses building trusted relationships between multinational civil-military actors through social networks. It presents a scenario where an intelligence officer uses a social network called METIS to build relationships prior to deploying to Haiti to assist with disaster relief. The document then discusses the concepts of information, intelligence, information overload, and trust research. It proposes that a social network combining trust and recommendation systems could help reduce information overload by focusing analysts on the most pertinent information.
The Human Network: Adding Social Context To Enterprise ArchitectureMike Gotta
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Social Media & Social Networking: A Cautionary TaleMike Gotta
This document discusses the risks and challenges of using social media and social networking tools in an enterprise setting. It provides 8 use case scenarios that highlight potential issues such as inaccurate user profiles, information leakage, unintended automatic updates, and challenges in deciphering relationships on social platforms. The document advocates for a balanced approach using policy, oversight, education and tools to mitigate risks and leverage benefits of social technologies.
Learn about the benefits of having a Social Intranet from Socialtext, Forrester Research and the American Hospital Association.
To see a recording of this presentation please visit http://www.socialtext.com/products/webinar_socialintranet.php
The document discusses key concepts around crowdsourcing and collective wisdom. It describes Sir Francis Galton's pioneering work in statistics and surveys which helped establish the field of sociology. It then outlines types of crowd wisdom including coordination, cooperation, and cognition. James Surowiecki's book "The Wisdom of Crowds" is referenced, which identified qualities like diversity, decentralization, and aggregation that enable collective intelligence. Risks of groupthink and homogeneity are also covered.
Social Software in Knowledge Management of OrganizationsRalf Klamma
This document discusses using social software and communities of practice for knowledge management. It outlines how social software can help turn organizational data into competitive advantage through community-aware knowledge management. It describes how communities of practice are groups that share knowledge through participation and collaboration. Tools like the Bubble Annotation Tool and PALADIN can help foster community awareness by analyzing social networks and knowledge sharing within an organization. The document concludes by discussing developing a dashboard called DABA to help drive organizational knowledge management.
Introducing private social networks: from implementation to engagementLisette Sutherland
GoLightly helps organizations implement private social networks to engage members through collaboration. It provides tools like communities, profiles, maps and tags to help people network globally. GoLightly also offers resources for thought leadership and guides customers through configuration and engagement strategies to meet their goals. It provides ongoing support like trainings and prioritized help to ensure successful implementation and use of private social networks.
This document provides information on DMG Alliance, an association management company. It summarizes several articles in their first newsletter, including how DMG works with hybrid associations that have both internal and external staff, ensures data security, and a case study on the Academy for Eating Disorders and their efforts to become a truly global organization through various initiatives. It also profiles Elissa Myers, the executive director of the Academy for Eating Disorders, and her experience in association management.
Business Social Media - Central CT SIM MeetingMichael Rawlins
Michael Rawlins presented on business strategies for leveraging social media. He discussed how social media focuses on people rather than hardware or software. Rawlins showed growth statistics for Facebook and LinkedIn and explained that social media is becoming routine for connecting with others and promoting interests. He outlined persuasion theory and discussed how social networks are designed based on persuasive influences like reciprocity and social proof. Rawlins advocated leveraging persuasion techniques like reciprocity, scarcity, and social proof in a "persuasive architecture" to rationalize social media initiatives.
Michael Rawlins presented on business strategies for leveraging persuasive architecture in social media. He discussed how technology has shifted from hardware to software and people. Social media platforms like Facebook and LinkedIn have seen steady growth since 2005. Companies are now participating in social media for business drivers like promoting their brand and engaging customers. Rawlins explained principles of persuasive design like reciprocity, social proof, and scarcity that can influence people's behaviors. He argued companies should apply these persuasion techniques through their social media initiatives and measure success through usability testing and quantifying ROI.
Leveraging Networks Teigland Aug 2011 GEM64Robin Teigland
The document discusses how organizations must change their approach to keep up with rapid external changes by becoming more open and leveraging networks. It highlights how an open, co-created business model that encourages knowledge sharing internally and externally can help organizations adapt and thrive in a shifting environment defined by increased connectivity and collaboration.
AIIM New England Social Networking PresentationDoug Cornelius
This document discusses social networking for business use. It defines social networks and their value in allowing analysis of relationships rather than just individual attributes. It then covers various aspects of implementing social networking in a business context, including available functionality, ensuring a culture of trust among users, integrating different systems rather than having information silos, establishing appropriate governance, and the infrastructure required. Recommendations focus on taking an iterative approach and balancing controls with allowing open sharing of information.
The document discusses the evolution and future of organizational learning. It notes that learning has shifted from formal classroom-based training to informal social and blended approaches, driven by changing demographics, the rise of social media, and new work models. The future of learning is predicted to involve greater gamification, flipped classrooms, and an "access, recommend, curate" or ARC model to support continuous, collaborative, and connected learning through both formal and informal approaches.
This document discusses exploring challenges in knowledge sharing in online communities from the perspective of social media governance. It outlines how online communities are formed when social businesses engage stakeholders through social media. While this empowers participants, it also subjects organizations to risks that governance aims to mitigate. The document proposes investigating how employees perceive and are affected by social media policies through case studies in different regions, to understand how governance can balance risks and returns from online community knowledge sharing.
Value Creation & the Evolution of Organizational Business ModelsPaul Di Gangi
This document discusses how business models are evolving due to changes in technology and society. It defines the business model as an organization's approach to creating and capturing value. Traditional closed models that keep knowledge internal are giving way to more open models that leverage both internal and external resources. The most collaborative model is the co-created model where organizations encourage knowledge sharing between internal and external stakeholders for mutual benefit. The document also discusses how information technology enables user-driven innovation and private-collective knowledge communities that blur organizational boundaries.
Collaboration - Just idle Chatter or Business-critical Core Capability?Stephan Schillerwein
The document discusses collaboration and social collaboration tools. It begins with an introduction to the speaker, Stephan Schillerwein, and his background working on intranet and digital workplace projects. It then addresses some key points:
- Knowledge work is fundamentally different than other types of work and current organizations are not designed to support it effectively.
- Collaboration should be a core capability for organizations but management does not always support social collaboration tools.
- Choosing collaboration tools requires looking beyond basic functionality as collaboration needs vary between teams, communities, and organizations. No single tool can meet all needs.
- Intranets can play an important role in collaboration if designed to foster interactivity, share different content types, and
The document discusses best practices for driving adoption of enterprise social software. It recommends establishing ROI and momentum by demonstrating how social software can accelerate key processes like idea generation and learning. It also suggests overcoming objections by emphasizing benefits like increased productivity, decision making speed, and engagement. The document provides guidance on launching a social environment, including starting small, appointing a community manager, and tying launches to real-world events. It stresses sustaining adoption through community governance, advanced analytics for measuring success, and promoting top contributors.
This document discusses how organizations can use knowledge management, organizational learning, and technology transfer to build global governance capacity. It argues that information and communication technologies enable organizational learning and knowledge management, which drive innovation diffusion and adoption. This diffusion of innovations leads to improved technology transfer between organizations. The document outlines several factors that influence how public officials adopt research findings and best practices. It advocates for a "smart practice" approach where organizations openly share information on innovations, provide incentives for competition, and use various methods to transfer knowledge in a supportive environment. This can help achieve global development goals through improved governance capacity.
This document discusses how organizations can use knowledge management, organizational learning, and technology transfer to build global governance capacity. It argues that information and communication technologies enable organizational learning and knowledge management, which drive innovation diffusion and adoption. This diffusion of innovations leads to improved technology transfer between organizations. The document outlines several factors that influence how public officials adopt research findings and best practices. It advocates for a "smart practice" approach where organizations openly share information on innovations, provide incentives for competition, and use various methods to transfer knowledge in a supportive environment. This can help achieve global development goals through improved governance capacity.
LinkedIn has become the primary platform for professionals to access and share trusted content that helps inform important business decisions. As consumption of online professional content continues to rise, especially through mobile devices, LinkedIn provides a central hub where corporations can approach customers in an authentic way through sharing thought leadership content. When companies empower their employees to be influencers on LinkedIn by contributing high-quality content, it strengthens the corporate brand and network while also boosting employee engagement.
Social Software and Social Media Marketing for frivillige organisationer, NGO...IBM Danmark
The document discusses using social software and social media marketing for non-profits and NGOs. It outlines key drivers for change like different generational expectations. It provides examples of social media tools like blogs, wikis, and social networking and recommends starting by identifying socially active individuals within the organization. The document also presents a 7 step process for social media marketing including establishing objectives, listening to audiences, identifying and engaging influencers, and maximizing distribution of digital assets.
Knowledge Management and Governance ReformSören Bauer
Presentation held as an introduction to Knowledge Management during an Executive Course on strategic communication s for governance reform before participants from the Middle east and Subsaharan Africa - so what are the links between KM, strategic communication and governance reform?!
Michael Chiay - Hybrid Meetings and the New Event ParticipantCEIforums
This document discusses hybrid meetings and the new event participant. It defines hybrid events as linking live marketing with mobile, social media, and location-based services to boost engagement. Hybrid events allow those who can't attend in person to participate virtually. They generate return on involvement, interaction, insight, and investment by leaving traces online that can be measured and built upon over time. Examples are provided of hybrid events held by MCI that reached wider audiences and allowed the content to have ongoing impact.
Michael Chiay - Hybrid Meetings and the New Event Participantcampaignconfs
Michael Chiay of MCI delves into the depths of hybrid technology and how it can enhance your events. This presentation was delivered at the CEI North Asia Forum, held on September 24-25 at the naked Retreats, China
Facilitating knowledge-exchange: providing the right format, incentives, faci...kjantin
This document discusses facilitating knowledge exchange in the human rights field. It identifies barriers to knowledge sharing such as competition, security concerns, and lack of time. However, knowledge exchange strengthens human rights work by allowing practitioners to learn successful and unsuccessful approaches from peers. Effective incentives for participation include learning new tactics, reflecting on experiences, meeting new contacts, and being seen as a leader. Successful formats include webinars, discussion forums, and in-person events. Key facilitation techniques are selecting specific topics, modeling sharing behaviors, providing encouragement, and offering technical support.
Harnessing Collective Intelligence: Shifting Power To The EdgeMike Gotta
Socially-oriented systems create inter-connections across groups and communities that enable workers to leverage the collective intelligence of an organization. Sense-making tools and decision-making systems are more critical than ever before but need to be re-invented for a net-centric environment.
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Still I Rise by Maya Angelou
-Table of Contents
● Questions to be Addressed
● Introduction
● About the Author
● Analysis
● Key Literary Devices Used in the Poem
1. Simile
2. Metaphor
3. Repetition
4. Rhetorical Question
5. Structure and Form
6. Imagery
7. Symbolism
● Conclusion
● References
-Questions to be Addressed
1. How does the meaning of the poem evolve as we progress through each stanza?
2. How do similes and metaphors enhance the imagery in "Still I Rise"?
3. What effect does the repetition of certain phrases have on the overall tone of the poem?
4. How does Maya Angelou use symbolism to convey her message of resilience and empowerment?
2. Personal background on topic
11.11.2019 2
✓ Co-founder of Community Managers in Finland and
their yearly cmad.fi event (2013-)
✓ Doctoral Dissertation on Social Media in Business-to-
Business Companies’ Innovation in 2015
✓ In Twitter @jjussila, @hamkdf, @HamkSmart,
@Moodmetric, @tviittikirja –
✓ Feel free to network & connect in LinkedIn
5. Social media & metaphors of learning
11.11.2019 5
Source: cf. Suominen & Jussila 2018
6. Web 2.0 – Knowledge Acquisition
11.11.2019 6
DoubleClick Google AdSense
Ofoto Flickr
Akamai BitTorrent
mp3.com Napster
Britannica Online Wikipedia
personal websites blogging
evite upcoming.org and EVDB
domain name speculation search engine optimization
page views cost per click
screen scraping web services
content management systems wikis
directories (taxonomy) tagging (folksonomy)
stickiness syndication
Web 1.0 Web 2.0→
Source: O’Reilly 2007
8. Communities - Participation
11.11.2019 8
Community of Learners
Intentionality and Goal
Community of Practice
(COPs)
Intelligent Community of Interest
Community of Interest
Group
Gathering
Source: France (2006)
10. School learning & knowledge work
11.11.2019 10
Traditional school learning
is characterized by
• Simple, closed systems
• Individual tasks and learning process
• Rote learning book knowledge
Knowledge work is
characterized by
• Complex, open systems
• Teamwork, networks & communities
• Creation of new knowledge
Source: cf. Suominen & Jussila 2018
11. Closed & Open learning environments
11.11.2019 11
Closed Open
Motive External Internal
Goal setting Teacher, organization Self
Time Fixed schedules No time limitations
Place Fixed to place Freedom from place
Learning
material
Same to everyone Individually tailored
Tools &
methods
One for absorbing
and communicating
Several complementary
Context School Real life
”e.g. Wikipedia””e.g. Moodle”
Source: modified from Manninen & Pesonen 1997
13. From simple to chaotic
11.11.2019 13
Chaos
Instability,
randomness
Management of
Innovation:
SWEET SPOT
The edge of chaos
Rigidity
Many restrictions,
no novelties
Adaptive Expertise Routine Expertise
Source: Clippinger 1999
14. What motivates people to share knowledge?
11.11.2019 14
Extrinsic
Motivation
External
Regulation
Introjected
Regulation
Identified
Regulation
Integrated
Regulation
Intrinsic
Motivation
Intrinsic
Regulation
Amotivation
Non-
Regulation
For motivation theory, see Ryan & Deci (2000, p. 72) Figure 1. The Self-Determination Continuum Showing Types of Motivation With Their
Regulatory Styles, Loci of Causality, and Corresponding Processes.
Self-determined
Nonself-determined
“I have no
motivation to
share
knowledge”
(incompetence)
“I share knowledge,
because someone told
me so” (external/internal
rewards & punishments)
“I share
knowledge,
because, it is
considered
important”
“I share knowledge,
because, there is a
need and I find it
valuable ” (leads to
positive outcomes)
“I enjoy
sharing
knowledge”
16. “I share knowledge, because, there is a need
and I find it valuable” (integrated regulation)
11.11.2019 16
17. 11.11.2019 17
”What every you do, it is done only after you have communicated about it”
“I share knowledge, because, there is a need
and I find it valuable” (integrated regulation)
18. “I share knowledge, because, there is a need and I
find it valuable” (integrated regulation)
11.11.2019 18
”Sharing knowledge enables you to understand the impact of your work”
”…and is an indication of your expertise”
20. "Ask, and it shall be given you; seek, and ye shall
find”
11.11.2019 20
Source:
Matthew 7:7, King James Bible
Soon should start doing
#BusinessIntelligence
study, what existing
research, studies, and
thesis work exist on
Finnish companies
business intelligence?
@J_Myllarniemi
@Helander_nina
@harri_laihonen @Jalonen
21. Linking personal and social knowledge
management
11.11.2019 21
Source: Jarche 2017 https://jarche.com/2017/09/preparing-for-perpetual-beta/
22. Knowledge Management strategies
11.11.2019 22
REUSE ECONOMICS:
Invest once in a knowledge asset;
reuse it many times
Focus on generating large overall
revenues.
EXPERT ECONOMICS:
Charge high fees for highly customized
solutions to unique problems
Focus on maintaining high profit
margins.
PEOPLE-TO-DOCUMENTS
Develop an electronic documentation
system that codifies, stores,
disseminates, and allows reuse of
knowledge.
PERSON-TO-PERSON
Develop networks for linking people so
that tacit knowledge can be shared.
CODIFICATION
Provide high-quality, reliable and fast
information-systems implementation by
reusing codified knowledge.
PERSONALIZATION
Provide creative, analytically rigorous
advice on high-level strategic problems
by channeling individual expertise.
Invest heavily in IT; the goal is to
connect people with codified
knowledge.
Invest moderately in IT; the goal is to
facilitate conversations and the
exchange of tacit knowledge
Train people in groups and through
computer-based distance learning.
Reward people for using and
contributing to document databases
Train people through one-on-one
mentoring.
Reward people for directly sharing
knowledge with others.
Economic
Model
Knowledge
Management
Strategy
Information
Technology
Human
Resources
Source: Hansen, Nohria, & Tierney 1999
28. Work instructions Wiki in Machine Shop
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Source: Otranen 2012, Lakkala et al. 2015
29. • Situation now: assembly and production instructions created and
accepted by
• Production employee
• Work designer
• Superior
• Instructions are modified and iterated continuously, and are practically
always timely
”Problem? The quality manual was far from practical
implementation, and it was practically not used in
manufacturing”
1)
2)
Quality Manual Wiki in Machine Shop
Source: Otranen 2012, Lakkala et al. 2015
37. Key takeaways
• Work is only done after it is communicated
• Social media brings network effects to communication
• Social media offers many tools for knowledge
conversion (from tacit knowledge to explicit knowledge
to tacit knowledge)
• Communities and crowds provide new resources to
organizations
• Working in complex and open environments requires
experimentation
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