Envisioning and shaping the future of work and business.

Saturday, December 26, 2009

Interesting Enterprise 2.0 Readings - Week 52 2009

10:31:00 PM Posted by Oscar Berg , , , No comments
This article presents a set of grounded hypotheses on the interplay between communication and power relationships in the technological context that characterizes the network society. Based on a selected body of communication literature, and of a number of case studies and examples, it argues that the media have become the social space where power is decided. It shows the direct link between politics, media politics, the politics of scandal, and the crisis of political legitimacy in a global perspective. It also puts forward the notion that the development of interactive, horizontal networks of communication has induced the rise of a new form of communication, mass self-communication, over the Internet and wireless communication networks. Under these conditions, insurgent politics and social movements are able to intervene more decisively in the new communication space. However, corporate media and mainstream politics have also invested in this new communication space. As a result of these processes, mass media and horizontal communication networks are converging. The net outcome of this evolution is a historical shift of the public sphere from the institutional realm to the new communication space.
"Tools Can Be Strategic" by Amber Naslund:
No, it’s not all about the tools...But it’s important to point out, as a bookend, that tools can be strategic, or at least part of developing sound strategy.

Blogging can be a strategy that helps you reach a larger goal of awareness or reach or idea testing or personal exploration or whatever. Twitter can be a viable part of a distribution network strategy or engaging the community you have in other places. You can vet its adoption or value for your audience, test ideas, track its usefulness as a traffic driver for your website.

What’s important is that the company take the approach of testing and seeking tangible experiences that might relate to larger goals. That help provide some experience, some evidence, some immersion. A starting point.

Having a strategy isn’t about having all the answers. It’s about mapping a process to try and find them, and constantly checking progress and adjusting along the way. Sometimes, tinkering with a tool or two can be just the way to do that.
Many organisations are waking up to the fact that collaboration is a key piece of the intranet puzzle. I have spoken to many such people in charge of collaboration in their organisations and what puzzles me in turn is their lack of understanding of the culture of collaboration.

This basically means that the organisation has a preferred way of working, and this acts like a magnet, and this pulls all other parts towards it. For example, a bureaucratic organisation will attract bureaucratic technology and an open-thinking organisation will attract open-thinking technology.

Here comes the problem. Collaboration requires a different way of working. It requires attitudes, values, goals, and practices that are based on interdependent work. Not silo-based work, not workflow-based work but all-together-in-one-melting-pot-based work.

If the culture of the organisation is hospitable to the culture of collaboration then you're going to have a fun time and you'll be wondering what the fuss is all about. If the culture is pointing the other way around, well, you better start praying.

OK. Stop praying. All is not lost; there is still hope. There could be subcultures in the organisation that are more collaboration-oriented than others. Seek these out and embrace them. Ask them to show the light.

If no such subcultures exist (you poor thing) then you'll have to start at the very beginning: by acknowledging that a collaboration-problem exists and being aware of the type of situation you're in.


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