"Never, ever argue against a story with fact, it never works. If an anti–story has become dominant in an organisation, no amount of factual statement will dislodge it. Urban myths in particular can grow up to excuse poor behaviour, creating a negative environment that will reject all new initiatives, enforce previous cultural mores and norms. The best way to destroy an anti–story is to retell it with incremental exaggeration until it becomes laughable. This is a specialised form of narrative work and needs to be approached with care, but it's one of the most useful."
(David J. Snowden)
"social networking tools are often used to enhance communication among employees. Staff members leverage social networking applications to learn more about each other, including background information such as job histories and personal interests. When employees have access to this kind of detailed data, conversations become more valuable. Some organisations also employ social networking to help identify experts in specific topic areas."
David Tebbutt (Friday 21st July 2006 09:42 GMT)
The fact is that 'social computing' cannot be implemented without trust between employers and employed, between colleagues and between departments. It holds the potential to destroy hierarchies and demolish departmental silos. Paradoxically, it can also protect and strengthen these things, if this is what the company really wants.
So what is it and what makes it so dangerous, yet so seductive and powerful, especially to knowledge workers?
Think of social computing as a platform upon which people can collaborate in ad hoc groups, where they can share their expertise with others, possibly strangers, and where the by–products of their activities automatically add to the wealth of retained corporate knowledge.
"The most radical [form of virtual organisation] is the Enterprise Web , which describes where a number of partners come together around a core technology or competence, to deliver new products or services into the marketplace. One of the most challenging aspects of the Enterprise Web is the issue of knowledge management and information transfer among the partners. The success of any Web enterprise will only come through optimising the learning processes of the Web to ensure the next generation of products and services.Lorenzoni, G., Baden–Fuller C. (1995) Creating a strategic center to manage a web of partners, California Management Review (Reprint Series), 37 (3), by Regents of the University of California, Berkeley, pp. 146–163.Hagel, J. (1996). Spider versus spider. McKinsey Quarterly, (1), 4–18.
Enterprise Webs are business alliances that form to mitigate risk. One of their core features is their ability to re–configure themselves to take advantage of changing economic opportunities. Their structure allows their members to both benefit from the flexibility of small business, while providing the benefit of being part of a larger economic unit. Alliances are usually created through the association of businesses providing complementary services."
Jackson, Paul ed.. 1999 Virtual Working –Social and Organisational Dynamics, , : Routledge. 0415200881
"The Community Design Architecture (CDA) is a systemic, highly scalable and robust methodology for the facilitated co–evolution of communities of practice, other forms of c–learning communities, and knowledge networks, with their virtual learning environments.Developed by Community Intelligence Labs, CDA is an enabler and source of company–specific frameworks for creating virtual campuses and supporting learning communities of various size, purpose and operating style."