e-Xploration
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e-Xploration
antropologiaNet, dataviz, collective intelligence, algorithms, social learning, social change, digital humanities
Curated by luiy
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Rescooped by luiy from Happiness is THE Journey - Le bonheur, c'est LE voyage
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The Ten Keys to Happier Living, "Action for #Happiness "

The Ten Keys to Happier Living, "Action for #Happiness " | e-Xploration | Scoop.it
Action for Happiness is a movement for positive social change. We want a society that prioritises the things that really matter. Join us and help spread happiness - at home, at work or in your community

Via Claude Emond
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Rescooped by luiy from Future Knowledge Management
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Why Knowledge Management is Becoming a C-Level Discussion | #CollectiveIntelligence

Why Knowledge Management is Becoming a C-Level Discussion | #CollectiveIntelligence | e-Xploration | Scoop.it
Knowledge Management is becoming a C-Level discussion in our Big Data world as senior executives understand the transformation that occurs when every employee can know everything your company knows—when they need to know it, in real time—and...

Via Knowurture, Karen du Toit
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Karen du Toit's curator insight, February 10, 2014 6:06 AM

KM evolution!

Tanesh Naidoo's curator insight, April 7, 2014 10:16 PM

Return from investments in big data can be increased when organisations find a way to facilitate access and re-utilisation of the knowledge output. To avoid the pitfalls and at the same time maximise results from employee collaboration, organisations need to equip their knowledge workers with the technology that breaks down information silos and filters out information that is irrelevant to their task at hand.

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Learning for a #Change | The 10 #Challenges of Change

Learning for a #Change | The 10 #Challenges of Change | e-Xploration | Scoop.it
Ten years ago, Peter Senge introduced the idea of the learning organization. Now he says that for big companies to change, we need to stop thinking...
luiy's insight:

Sidebar: The 10 Challenges of Change

 

In "The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations," Peter Senge and his colleagues identify 10 challenges of change. Grouped into three categories -- challenges of initiating change, challenges of sustaining momentum, and challenges of systemwide redesign and rethinking -- these 10 items amount to what the authors call "the conditions of the environment that regulate growth."

 

 

CHALLENGES OF INITIATING CHANGE

 

"We don't have time for this stuff!" People who are involved in a pilot group to initiate a change effort need enough control over their schedules to give their work the time that it needs.

 

"We have no help!" Members of a pilot group need enough support, coaching, and resources to be able to learn and to do their work effectively.

 

"This stuff isn't relevant." There need to be people who can make the case for change -- who can connect the development of new skills to the real work of the business.

 

"They're not walking the talk!" A critical test for any change effort: the correlation between espoused values and actual behavior.

 

 

CHALLENGES OF SUSTAINING MOMENTUM

 

"This stuff is . . ." Personal fear and anxiety -- concerns about vulnerability and inadequacy -- lead members of a pilot group to question a change effort.

 

"This stuff isn't working!" Change efforts run into measurement problems: Early results don't meet expectations, or traditional metrics don't calibrate to a pilot group's efforts.

 

"They're acting like a cult!" A pilot group falls prey to arrogance, dividing the company into "believers" and "nonbelievers."

 

 

CHALLENGES OF SYSTEMWIDE REDESIGN AND RETHINKING

 

"They . . . never let us do this stuff." The pilot group wants more autonomy; "the powers that be" don't want to lose control.

 

"We keep reinventing the wheel." Instead of building on previous successes, each group finds that it has to start from scratch.

 

"Where are we going?" The larger strategy and purpose of a change effort may be obscured by day-to-day activity. Big question: Can the organization achieve a new definition of success?

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Asset Management Tools for #Change: Social Network Analysis | #SNA #KM

Asset Management Tools for #Change: Social Network Analysis | #SNA #KM | e-Xploration | Scoop.it
Asset Management Tools for Change: Social Network Analysis
luiy's insight:

SOCIAL NETWORK ANALYSIS (SNA)


SNA is a methodology for determining and analyzing relationships between people in order to show how information flows and decisions are made, ultimately investigating how work gets done. This enables managers and teams to understand:

 

Who the prominent players are and whom others depend on to solve problems and provide technical information. Who do people turn to for advice? The actual nature of the communication network in reality, demonstrating how communications actually occur regarding work related issues and who is central to these communications. This illustrates both informal collaborative relationships and holes within the structures. Whether subgroups emerged that are disconnected or partially connected to the core. Which individuals are isolated and limited in their roles or, conversely, who faces a situation of overload.  

SNA is a means to analyze the informal organization beyond the organizational chart. The analysis allows managers and teams to visualize and understand the myriad of relationships that can either facilitate or impede information flow, decision processes and knowledge creation. Thus, mapping opportunities and constraints in invoking change within the organization.

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