A Holistic Approach to Enabling the Collaborative Enterprise #e20s

photo (2) lee Lee Bryant closed the Enterprise 2.0 Summit with a talk about Social Business.

Where's Enterprise 2.0 headed next? It's in the direction of providing real business value.

Enterprise 2.0 has been adopted at least a bit by most organizations. There's a nice spread of use cases, showed by research supported by Headshift.

Lee sees Enterprise 2.0 as a Trojan mice for organizational change. Small but impressive changes to the organization.

Enterprise 2.0 is still in the early phase, patchy and tool-centric (like the KM wave was in the beginning).

We're looking for quantifiable business improvements, like:

  • lower operational costs
  • networked productivity
  • business agility
  • effective management (move away from information hostages: businesses run by writing and moving report up and down the ladder)
  • customer centricity (Listen! But many companies lack a structure to socialize what you're learned by listening)

Where is business practice going wrong?

  1. people, outdated view of motivation, behavior. Do we trust them. Trust is cheaper than control. We still have no real understanding of viral behavior inside organizations.
  2. process, an expensive way to orchestrate activity
  3. technology, a critique of the IT function. Businesses are spending lots of time on very basic stuff, like ERP/CRM. Light-weight processes with tools so employees can get things done. We used to believe that huge automation would lead to huge productivity improvements, which it did not.

What have we learned that can help here?

  • human behavior, spread of influence in networks
  • aggregation, flow, network effects, force multipliers
  • open, collaborative working contexts
  • designing for emergence and evolution

Moving beyond e2.0 adoption:

  • social business program
    • platform thinking for underlying capabilities (shows a really interesting picture of how this platform adds up technically)
    • this will lead to an app store for every enterprise
    • use cases and local, situated software
    • e.g. better coping tools for information overload

Now he moves over to sharing open data to change behavior. Now the processes to send data up and down the organization is not real-time and not open. If it would be, every employee could change their behavior in increments.

Another future trends is social experience design: energizing networks. Lots of measuring and monitoring and changing on the fly. This could give you loads of information about the amount of engagement there is.

Finally, there are new opportunities for leadership. Leadership is not obsolete, but it will change. Or E2.0 helps business leaders to reach out. Intimacy at scale.

This can create meaningful change in organizations. It's not a full-frontal battle, or it shouldn't be. But it should weave in with the existing networks and structures. From biology we know we only need 5% to create flock!

Great end to the Enterprise 2.0 Summit!

Enterprise 2.0 and Business Processes #e20s

photo (5) Some notes from the open space about Enterprise 2.0 and business processes:

If you don't impact the business process with Enterprise 2.0 you won't unlock value.

If you introduce a new tool, you can't make them use it. Tools should fit in their daily routine. If not, users will easily reject it.

There were differences about using force to get people to adopt Enterprise 2.0 tooling. Most said, Don't use force, make it voluntary. But it does depend on the type of e2.0 project. For instance, an example was given about social project management. In this case you agree to do project management in this way. But with communities using (a bit of) force is restrictive.

Helping people use e2.0 tools and integrating them in their work processes requires patience and lots of training. Sometimes you even have to start by explaining what a webbrowser is. Focus on the e2.0 concepts not on the tools. Most people understand the concepts better than the tools... Enterprise 2.0 projects almost always start as push, not pull. Start by solving daily problems. Because most people don't ask for e2.0 concepts and tools.

Context is a key word in this area. Linking people (expertise), information, processes and tools. Formal processes, information need context to understand them.

We also see a role for e2.0 in the definition of new formal processes and improve them continuously. Basically most of us are unconsciously looking for improvements to business processes.

Social tools and formal business tools are not or hardly integrated. (At least we don't have examples... We do see vendors moving into that space, like SAP.) People are not middleware. Extra tools are see as a barrier for knowledge workers. E.g. they live in their email. Every extra tool for sharing, storing, etc is seen as a hassle.

Also see Emanuelle Quintarelli's notes here.

Challenges of the Organizational Setup of the Enterprise 2.0 #e20s

JP Rangaswami couldn't make it... Too bad. So his talk has been turned into a discussion between Frank La Pinta, prof. Joachim Niemeier, Jamil Ouaj and Christian Wuerdemann.

Don't have much to blog about this discussion. Not that it wasn't interesting for sure. One important thing to pass on is that the European companies in the panel have not changed their organizational structure based on their e2.0 implementations. The middle management does not have a new role, according to the panel.

There was lots of discussion in the audience about this topic via Twitter.

Transparency - A double-edge sword #e20s

photo (2) berg Oscar Berg on the stage! He'll talk about Transparency as the double-edged sword. Or: Governing Enterprise 2.0 Risk.

Knowledge work, ideas and the like are like black boxes. We can't look into them. We are finding ways to open up these black boxes.

Increasing transparency in organizations and between organizations decreases risks and enables value-creation.

Oscar points to two cases in which they tried to increase workplace awareness using blogs and microblogs.

Oscar remarks that many of the legal issues we are now concerned with are the same as when email was introduced.

Usability issues leads to workarounds. Employees start to email everything, label everything as Confidential, copy (locally) to ensure access, share with USB sticks.

Lesson 1: There's a real challenge in finding the right balance between security and privacy.

Lesson 2: We need a balance between control and empowerment. Governance is good, but it should not tip over in such a way that employees don't feel empowered. Control and empowerment should walk hand in hand: policies vs. training, restrictions vs. tools, control vs. trust. If there are too many restrictions people will refrain from sharing.

Lesson 3: Transparency must go both ways. Transparency is good, but users should be explained clearly what happens to their information. Facebook e.g. is not transparent both ways.

A culture of trust is more secure than a culture of control.

Best Practices for Regaining Business Agility #e20s

photo (2) cheechin CheeChin Liew (BASF) is up on the stage.

Interesting how CheeChin compares the development cycles in the organization with the development of communication tools. The increasing speed in product development cycles at BASF requires different communication skills and tools.

Connect.BASF consists of three pillars:

  1. networking. Employees can be visible, profiles, in communities.
  2. knowledge sharing. Communities (there is overlap with point 1), tags and search etc.
  3. collaboration. Blogs, wiki's etc.

It is a global platform.

Ho did they start? It started in Communications (by Cordelia Krooß). They convinced to start a steering committee around this topic (@shake ) with a board member as sponsor. CheeChin was in R&D. He had launched wiki's there. E2.0 was not started by IT. IT came in later. This project is now permanent.

In the launch phase they focused on IT implementation a lot. They have connect.BASF days with external, inspiring speakers. They do a lot of demo-ing and presenting. Consulting is also part of the job, helping departments/groups understand e2.0 and use tools.

Up to the pilot phase BASF had 1000 users. Lots of communications up till then after that they stopped communications.

CheeChin shows in numbers how Connect.BASF went viral: 15000 users! But signing up is not the whole game, he warns. Growth has been nicely spread out over the regions.

BASF's communities grew emergently. "Don't coach them from the beginning." They have 4 types: experts and professions (U4O), projects and working teams (O4O), social networking (U4U), initiatives and services (O4U). (U=users, O=organization)

Best practices for adoption:

  • people-oriented and voluntary character
  • visible commitment from top management
  • leadership by advocates and community builders
  • transfer of communities and workflows
  • sharing of benefits and success stories

Exploring the Adoption Archetypes #e20s

Luis Suarez, Lee Bryant, Alexander Richter and Alexander Stocker will discuss adoption archetypes.

The Alexander's kick off with an overview of their research. They point back to the research that was done on Groupware in the past. This is a basis for the research on Enterprise 2.0.

Archetype nr. 1: Exploration. Continuously identifying feasible usage scenarios for IT-services which are suitable for any use.

Archetype nr 2: Promotion. Coordinated communication and targeted training of IT-services with focus on certain modes of use.

Their research shows: Wikis and weblogs have gained maturity, making promotion the dominant strategy in corporate settings.

Microblogging has the explanation strategy. Research will continue to see if that changes.

Luis takes the stage. Talks about BlueIQ - driving social software adoption at IBM. IBM started with social stuff 40 years ago with their forums. But in the modern sense of social software they started in 2001. Points to the whitepaper about BlueIQ.

Evangelism of social software is done bottom-up at IBM, with 1600 IBM volunteering ambassadors. This relates to a community building program with a teach the teacher program. And their execs are on board!


  1. see value
  2. recognize business use
  3. all together now
  4. integrate workflows
  5. shift perspective

IBM is between 3 and 4. But in some parts of the business not even in 1.

But along all the stage levels make sure you have governance and guidelines, focus on adoption, focus on measurement and work on the infrastructure. End goal: the social business.

The future for IBM is to focus on Enterprise Workflows, even outside of the organization.


  • Lee Bryant chips in. Large number of companies have reached first base. They have a blog or a wiki. But we're still in the realm of adoption of tools. Lee sees the two adoption archetypes. There's no prescriptive way to go. Evolutionary improvement is what we need. We need more self-propelling growth. We should keep the difference between the web 2.0 and enterprise 2.0 landscape. Open data is important. Orchestrate real-time data in companies to lead to behavior change. Also study user interaction to influence systems and change. Think deeply about individual and collective behaviors. These will be the source of future techniques.

Avoiding Enterprise 2.0 Pitfalls #e20s

Next talk/discussion with Rob Howard, Luis Suarez and Frank Schoenefeld.

Frank gives a list of 7 pitfalls of Enterprise 2.0.

  1. Don't care at all. Frank says: You are obliged to care.
  2. Since Enterprise 2.0 is freeform, emergent and easy to use - just let it happen. Frank says: in a closed system entropy/disorder always increases (2nd law of thermodynamics)
  3. It's not about technology... Frank says: It is.
  4. It's about culture... Frank says: It is not.
  5. You can not measure the ROI of it. Frank says: You can if you want to and have to.
  6. Information overload kills. Frank says: It does indeed. Shield yourself.
  7. With Enterprise 2.0 we've found the holy grail for everything (in the organization).


  • Rob disagrees fundamentally with the thesis that it is about technology. The big successful companies have a business objective and then select tools to be successful. Analytics is important (they should map to a strategy). Rob missed 'resources' in the pitfall list. You need to assign resources to achieve your business goals with technology.
  • Rob points to Texas Instruments to give an example that has 'community' in their strategic goals.
  • Luis adds 'education' to the list of pitfalls. Train people to use the tools. And 'governance' is a topic as well. Bottom-up, top-down. Not everything goes bottom-up. Make sure you have some guidelines in place (- this is not the same as mandating, says Luis). Luis also disagree with the fact that the tools are the problem. Fear is also a big pitfall. Are you experimenting?
  • Rob comments that Enterprise 2.0 is still a young industry. Luis says a recent study showed that in Spain only 3% of the companies used social media.

Overcoming Cultural Boundaries #e20s

photo (3) Next talk by Bertrand Duperrin, Ellen Trude, Emanuele Quintarelli and Mike Thompson (Headshift).

Bertrand kicks off by focusing on Cultural issues in general, between Europe and the US and it's implications for Enterprise 2.0:

  • self protection: culture as an excuse
  • local identity protection vs globalization and mergers
  • different attitudes towards autonomy, rules, hierarchy...
  • philosophy of work
  • trust/mistrust vs companies, colleagues...
  • will engage with colleagues
  • organization boundaries that reinforce cultural ones
  • who said legal?

Bertrand says this is a major issue and it's a good thing we are discussing it here. Every country with its own culture has to find it's own approach wrt e2.0.

Now Mike Thompson (Headshift) who collaborated in a large research project on Enterprise 2.0. This research is still going on. First results can be found here. He says the research shows that it's more related to company culture than country culture if and how enterprise 2.0 concepts and tools fit. Ellen doesn't agree with this and does see country difference. On the other hand, Emanuelle agrees with Mike relating to the situation in Italian companies. Emanuelle says these cultural issues were there way before E2.0. And to him the biggest challenge is to demonstrate what's in it for them when rolling out new tools in general.

Agreement between the speakers is that culture is important. If it's a country or company issue is still open for debate/research.

Manager 2.0 - Key Elements of Leadership Concepts in an Enterprise 2.0 #e20s

photo (2) I'm at the Enterprise 2.0 Summit in Frankfurt! I'll be live tweeting through this summit. I'll also try to summarize the talks as they pass by.

The first talk is about "Manager 2.0" by prof. Richard Collin (Grenoble Ecole de Management) and Rolf Schmidt-Holtz (CEO Sony).

Collin wonders if 2.0 is a good extension in Enterprise 2.0. 'It's just a version number'. It doesn't stress enough the future enterprise will be totally different.

A new space is emerging. Not in the economy of good anymore, but in the economy of information. (Before the economy of good there was the economy of territory.) The north point is not north, Dow Jones, but 'you'.

Information is the new steam. The industrial age is passe. And it's moving fast. He tells about how long it took the book and the pc to move into our world. And relates that to the speed in which the Internet moved into our world. This has implications for leadership!

How should be define leadership in this new information era? Here's one: a leader can be defined by an ability to get others to be connected willingly.

Leader for the Enterprise 2.0 era:

  • value bricolage strategically
  • design tinkering
  • etc.

He's the farmer of trust and a skills harvester.

Trust, walk the talk (is critical), you have to be what you see, be transparent, imagine, recognize and give (say merci!), to update and be update, to dare, focus on IT usage and not on the tools, to stimulate, to coach, solidarity and humility.

photo Now, Rolf Schmidt is up. What defines a great leader?

What defines a great leader? asks Rolf Schmidt, CEO Sony. They are good communicators, good colleagues.

Listening is important. The CEO don't know anything anymore. The distance between them and employees is too big.

You have the power, but don't have a knowledge, this goes for most CEO's. You have to be engaged, says Rolf Schmidt.

Great leaders rarely come out of big companies. Great innovations come from others, smaller companies usually, with constant dialogue.

Hardly any can come up with a great idea on their own. Points to the book and research by Steven Johnson, 'Where do good ideas come from?' Great ideas come to being by sharing.

Social networks (esp. Facebook) are key. The company is a social network. They developed an internal tool, Just Connect.


  • Schmidt: Kill the old people... ;-) There's a fantastic young people coming up. Work hard, great marks at university, but they lack common sense. You need that to be a leader. You have to understand people. You have to be forgiving. Personality, you have to learn that at home, because you don't seem to learn that at university. People don't want to be impressed, but embraced.
  • Schmidt stresses that we should stop spending time on email and instead spend time on thinking. Then communicate.
  • Large companies will continue to exist. But for them to succeed they need to be authentic. Organize yourself in smaller, leaner cells. Decentralize. Give them daily decision power. But you need good people. That's what it comes down to.

Enterprise 2.0 The Book by @amcafee, A Review

photo (1) Some time ago I said: Vacation First. I wanted to share my review of professor Andrew McAfee's book Enterprise 2.0 before I went on vacation. That didn't work out. I wish I could have written this review sooner, because the sooner you read this book the better. I'll tell you why.

Andrew McAfee coined the term 'enterprise 2.0' (in 2006) and has been one of the leading thinkers in the space of applying web 2.0 concepts and tools (or 'collaborative media' as McAfee likes to call them) to the workplace. This book summarizes his thinking over the years. Of course he's been blogging and speaking about this topic. So I was wondering if this book would bring me new insights. Well it did. And to me this is why I love books. You know thinking about the topic you're reading about in a book won't stop as soon as the book has been published. But a book does give you a summary of past thinking and concepts for future thinking. And all that in a limited amount of pages (instead of the endless amount of Internet pages...).

I like the way the book starts. It could have started by describing the new social tools and their underlying concepts. But it doesn't. Chapter 2 starts with several real-life cases we can all relate to. These cases make us reflect on information sharing and gathering problems in organizations. How can be solve them? What is the real underlying issue?

The next chapter goes on to explain the big shift. Is Web 2.0 really a paradigm shift or is it an incremental change? Or even just a hype? And how does this shift relate to businesses? Will it have effect only on the Internet or will it also change the way we do business?

Only then does McAfee go back to the issues mentioned in chapter 2. This interesting chapter explains the research on 'tie strength', pointing to Granovetter's work a.o. (which you should read as well!). Subsequently McAfee picks up every case of ch. 2 and shows how Enterprise 2.0 concepts and tools addresses the needs, whereas 1.0 solutions couldn't do the trick. I think this chapter will be an 'Aha moment' for many readers, definitely for those that are new to these concepts.

This book contains information for people in different stages of understanding and implementing Enterprise 2.0. The book describes 'technologies and technology based communities' like blogs, Facebook, etc. For many there is nothing new here. But what I like about the book is McAfee's honesty. McAfee describes how he got interested in Web 2.0 and how his thinking about Enterprise 2.0 started. He didn't 'get it' from the start, but slowly and steadily started to understand and research it. I think this applies to most people in this space. Almost none can say: I understood it from the start. Most experts in this field started out as sceptics. But then made the leap and started blogging, for instance, and by using social media started to understand and be excited about them. This fact is inspiring to all who just learned about Web 2.0 or Enterprise 2.0. It will hopefully get them started more quickly.

This also relates to one of the last chapters of the book: Red Herrings and Long Hauls. Many think Enterprise 2.0 is an instant success. You just set up a (micro)blog and your organization will change and speed up dramatically. McAfee warns us for this and clearly shows we should organize for the long haul. I think this also underlines the need for management and strategic choices to reap the long term benefits of Enterprise 2.0. Enterprise 2.0 requires deep changes in thinking about organizations, management, employees (users) and tools. Take time to help the organization understand these new concepts and tools.

Furthermore he also points to interesting research telling us that new tools have to be 10 times better than the tools we're using for them to be adopted. So, how much better is microblogging than email? Patience is necessary. Evangelizing, demonstrating, training and explaining as well.

This chapter also addresses the main obstacles (red herrings) to Enterprise 2.0 adoption. One topic I'd like to mention here is McAfee's research shows that "most people know how to act professionally in job-related environments, including digital ones". And therefore he has hardly seen Enterprise 2.0 adoption lead to security breaches like employees sharing IP sensitive information. He also points to the CIA using Enterprise 2.0 concepts and tools. They concluded "that the benefits of better and wider sharing of intelligence information outweigh the risks."

I love the way McAfee advises us to work on the adoption of Enterprise 2.0 concepts and tools. He starts out by saying we should connect with believers. Employees already convinced of the importance of social media and their use for organizations. Have them help educate and evangelize. Another important point he makes is to connect to the existing tool set. We use email a lot. So start there.

This book definitely calls for a follow-up! Topics for the next book could be about the following:

  1. There's lots of discussion about how the social tools relate to formal business and information processes. How this can be done and companies are actually doing it, is a great topic to systematically write down in a book. This would extend what McAfee says about 'in the flow' and 'above the flow' on page 184.
  2. There's some debate about what comes after Web 2.0. O'Reilly and Battelle call it 'Web Squared'. What does this mean for Enterprise 2.0? What would Enterprise Squared be? Or is it already there? Lots of thinking is being done on this topic as well. Again, this thinking could be summarized in a book as well.

This is not a complete summary. I picked out things I found very interesting. Just to show you I really enjoyed reading this book. I have advised many to read this book and hope this review will get you to do so as well.

Thank you for writing this book and sharing your insights, Andrew McAfee!

Note: This review has also been posted on Amazon in the review section of the book.

Use Social Media to Understand Them

Absolutely great post by Chris Dixon about experiencing social media. Just go ahead and read it. It's short, but good.

This is exactly the reason I like to tell people about what I get from social media, but stopped to push them into this space. They have to do that on their own. Experience them. Give them some time. And dismiss them then if you like.

Water - Blog Action Day 2010 #BAD2010

Today is Blog Action Day! If you don't know, the idea is very simple. A theme is selected and bloggers join in to right about this topic. By talking, writing and thinking about one topic for one day, hopefully more awareness will be created around this theme, hopefully leading to change. Even the White House is joining in this year. Let's prove Malcolm Gladwell is wrong! ;-) This year's theme is 'WATER'.

Coming from a country that, if it weren't for dikes, would mostly be under water, I understand the importance and the danger of water. In the previous years we've seen all kinds of disasters relating to water. Just think back to hurricane Katrina and New Orleans. Or the floods in Pakistan. And now the dike that broke in Hungary.

But we can also relate to the way water is being and has been polluted. Just relate to the BT oil platform that pumped huge amount of oil into the Gulf of Mexico. We can't even imagine the damage that as done to the sea (ecology) there.

These examples are of water abundance. But there are many people in the world that would love to have some water. For themselves, their kids and crops. The Blog Action Day website has lots of facts about how many people are effected by draught, for instance.

Coming from a Western country, I tend to take water for granted. Every morning I wake up and may assume there's water when I flush the toilet, open a faucet or take a shower. It's there in huge amounts for a relatively small price. This Action Day sets me on my feet and makes me thankful for those simple facts. It also helps me focus on not using too much water and reusing water if possible (e.g. for gardening). Maybe we should combine this Blog Action Day with a no-water-using day?

Every year we get a bill mentioning the amount of water use per year. It would be great if we'd have an interactive monitor in our house to show the weekly or monthly water usage. Just to make you aware.

I hope this little blogpost will make a difference, just like all the other one's. And I hope we keep each other focused and actionable on themes like 'water'!

Oh, and don't forget to sign the petition!

Enterprise 2.0 Summit Promotion

Really looking forward to the Enterprise 2.0 Summit in Frankfurt! It's going to be great to listen to all kinds of talks, from experts and practitioners in the Enterprise 2.0 field. I'll also be giving a talk, as I mentioned some time ago. And it's great to know (old) friends will be there as well.

Just received an email the other day from the organizers. I may give you a present! You can get a 10% reduction on the conference price by going to their website and entering the promotion code 'e20ref'.

I hope this helps convince you to come!

The Google Car and the Stanford Connection

It wasn't too long ago I wondered if there would be another DARPA Grand Challenge. I wondered because the Challenges I'd followed and watched were so inspirational. Remember the 2006 Grand Challenge when the Stanford team passed the finish line first? Man, I almost jumped up and down with the team... And if the DARPA Challenges weren't continued, would the research team go forth with their work or would it be commercialized?

Then, just recently, we heard Google is working on a secret project, the Google Car. An autonomous vehicle driving around in the SF area. Wow! Techcrunch, Robert Scoble, the NY Times and ReadWriteWeb have the story. Oh, and Google of course.

So, the work done for the DARPA Grand Challenges is continued by Google. And who's responsible for this project? Right, the team leader of the winning team in 2006, Dr. Sebastian Thrun. In 2006 he was lead researcher at the Stanford AI lab. So, now we have the Google algorithm and the Google Car coming from Stanford (- not to mention more...)! What will be next?

Scoren met Social Media [Dutch]

socialmedia Er wordt veel gepraat en gesproken over social media. Maar wat is social media? Of is het: wat zijn social media? Waarom zou ik dit moeten weten en wat kan ik ermee in mijn dagelijkse praktijk? En als ik het zelf gebruik, is het misschien ook mogelijk om het zakelijk te gebruiken? Hoe zou het bedrijf waar ik voor werk social media kunnen inzetten?

Om deze vragen te beantwoorden heeft het bedrijf Entopic Internet expert Erwin Boogert gevraagd om een boek te schrijven. Onlangs is het boek verschenen en het heeft als titel 'Scoren met social media'. Het is te bestellen via Entopic of boekhandel.

Boogert is er goed in geslaagd om er een leesbaar en leerzaam boek van te maken. Leerzaam, ook qua praktische spits. Het boek wil de lezer echt aan het werk zetten, persoonlijk en zakelijk. De lezer wordt hierdoor aangespoord door alle praktijk cases die verwerkt zijn in het boek en het gedeelte van het boek wat wil helpen om te komen tot een social media strategie.

Het boek is opgedeeld in verschillende hoofdstukken:

  1. Het eerste hoofdstuk geeft een definitie en overzicht over social media. Boogert kiest een wat ruimere definitie van social media dan ik zou kiezen. Deze insteek is wel goed om mensen te laten zien dat social media in een context geplaatst kan worden van oudere internettechnologie. Social media is niet uit de hemel komen vallen. En ik vind dat hij wat snel met praktijk cases komt. Ik had even daarmee gewacht. Ik merk dat mensen eerst de definitie en concepten van social media goed moeten begrijpen. Als je met praktijkvoorbeelden komt, verliezen mensen zich daar snel in of gaan ze die cases bekritiseren (ja, we leven in Nederland...). Dit neemt niet weg dat ik de vele voorbeelden heel verhelderend en inspirerend vind. Mensen en bedrijven kunnen zich eraan spiegelen.
  2. Hoofdstuk 2 gaat over het voorbereiden van een social media strategie. Het gaat hier vooral over de organisatie van social media in bedrijven. Wie kan er het beste verantwoordelijkheid voor nemen? Welke afdeling past het beste of heeft het meeste aan social media? Voor het antwoord, moet u het boek lezen!
  3. Hoofdstuk 3 gaat vervolgens over het formuleren en uitvoeren van een social media strategie. Hoofdstuk 2, 3 en 4 zijn lekker praktisch. Het helpt stap-voor-stap om verder te komen. Ik vind het bijzonder goed dat Boogert een objectieve, meetbare insteek kiest. Dat hoeft niet perse, maar is wel uitdagend. Stel jezelf doelen, meet die in de praktijk, stuur bij, etc.
  4. En hoofdstuk 4 gaat terug naar het persoonlijke gebruik van social media. In overzichtelijke tabellen word je geholpen om de social media te kiezen die passen bij je doelen/mogelijkheden.

Ik heb dit boek met plezier gelezen en kan het iedereen aanraden. De ervaren social media man/vrouw zal niet heel veel leren (alhoewel...). Maar dit boek is goed om bij de hand te hebben om door te geven aan mensen die vragen over social media hebben en graag handvatten willen hebben om te beginnen.

Disclaimer: Ik ga binnenkort voor Entopic werken. En ik hoop als Entopic medewerker workshops te geven op dit gebied. Ik ben echter niet betrokken geweest bij het schrijven en publiceren van dit boek.

Knowledge Sharing and Incentives Revisited

money The Internet is such a great place to share and learn. I find it a fantastic place to connect with all kinds of people you hardly know, but are willing to share and help you learn anyway.

I recently had such an experience I'd like to share with you. Remember my post on knowledge sharing and incentives? I could have kept this thought to myself, researched it and come up with the answer myself. But I didn't. I blogged about it, commented on a related post (which popped right when I was thinking about the topic...) and shared it in the LinkedIn Group 'Gurteen Knowledge Community'.

What did I get back? Did my readers or experts in the field criticize or laugh at me for wondering about this topic or asking 'dumb' questions? Did they leave me in the cold, completely not responding to me at all? Of course, this can all happen, but none of this (has ever) happened to me. I'll tell you what I got back in this case.

For one, Nick Milton wrote a separate post about my question. Secondly from the Gurteen Knowledge Community I got several replies. I'll share some here:

Pink and others have also done some TED presentations on this.
As Dave said, tasks with simple action-objective structures do well with exogenous rewards like money/tokens/etc., but anything where reflective thought, innovation, creativity, etc. are involved or where the action-objective link is complex, exogenous rewards tend to have the opposite effects.
My guess is that it is a Stroop-effect thing going on or one of those mutually inhibiting effects like when you wake up the nucleus accumbens with a reward like cash and the generosity of a person takes a dive.
In a practical sense, I have seen how money rewards or even individual rewards tend to simply lead to gaming behavior and a big pile of worthless junk instead of usable or novel material.
Bottom line is that you are trying to increase use of social values, not inhibit them.
- Posted by Matthew Loxton

Samuel, read Dan Pink's book "Drive". In the book he says that the research shows that for simple tasks that require no cognitive processing - rewards work - but for more sophisticated tasks that require even a modicum of cognitive engagement - they have an adverse effect. Asking someone to call in to report that they saw something in connection with a crime seems to me to fall in the first category.
Dan Pink and Alfie Kohn also state that when you offer a reward for something - the reward becomes the motivation and replaces the intrinsic motivation to do good. So I would not be surprised if research found that people who are rewarded to report a crime would be less inclined to do so at a future date when no reward was offered.
So yes it seems to be more subtle and at times counter-intuitive.
- David Gurteen

Agree...that's why for KM I think it's about "engagement" that's why I think this slidedeck is spot on http://www.slideshare.net/TSystemsMMS/the-wikipedia-myth-enterprise-20-knowledge-management
Dan Pink also has a video for RSA http://www.thersa.org/events/audio-and-past-events/2010/drive-the-surprising-truth-about-what-motivates-us
Also and animation http://www.youtube.com/watch?v=u6XAPnuFjJc
To mix it up, here's some research on children

- John Tropea

Isn't this wonderful? Direct answers to my questions, pointers to information answering my questions, implicit links to people knowledgeable about the subject, etc.

Thanks all for your help! This has been my repeated experience as a blogger. And I hope this post will encourage many more to start or continue blogging. The blogosphere is alive and kicking!