Thanks to Paul Thomas, guest-blogging at the Cognitive Edge, a networked organization focused on applying complexity theory in practical ways to complex issues and organizational problems.

(Dr Thomas is founder of the complexity theory think-tank organization DNA Wales, Head of Leadership at the Business School, University of Glamorgan and is also the BBC Wales ‘Business Doctor’. Paul works with private and public sector organisations of all sizes, including multi-nationals, trying to show them there is another way to run the workplace.)

The title is lifted from the Cognitive Edge blog (extract below).

I have not yet read the Macleod Report (I’ve skimmed through it) ) but it seems that the Cognitive Edge blog post lays out yet-another-argument for coming to terms (or grips, or whatever) with the probability that it (social computing) will become the main way of carrying out the bulk of non–routine knowledge work.

Oh .. and of course I don’t think that all management concepts and activities should be dropped holus-bolus.  I do, however, think, that managers everywhere should start really trying to understand the new social dynamics and methods of constructing pertinent knowledge that are now available, and making thoughtful and sensible decisions about why and how people get engaged with getting things done on purpose.

I know, I know .. it sounds like heresy to not constantly "tinker" in order to improve processes, efficiency and effectiveness.  After all, we’re all familiar with concepts like continuous improvement, orthodox performance management schemes, Six Sigma, reengineering, etc. 

However, how many of us have often wondered about whether or not people have an orientation towards doing things better, easier, faster, cheaper, if we find ways to honour their desire to do good work, to be respected, to make meaningful contribution, to be heard … 

Maybe (in some or many instances) there’s too much structure, too many goals, overly rigid mindsets and worldviews … not enough questions, not enough debate, too few mistakes (how many discoveries or innovations are preceded by mistakes?), not enough "failing faster to learn faster", not enough acknowledgement of the deep motivations of people to serve others and do more useful and meaningful work, etc. ?

There’s a reason why the word "unleashed" gets used so often in books, articles and conversations about organizational effectiveness .. and I don’t think it means turning a horde of web-bots loose onto the organization’s processes.  It has something to do with people and their motivation and guidance.

Anyone else ever wonder ?

I think that’s what this report from the UK government suggests.  But I will have to go beyond skim-reading it to confirm that guess.

What do you think ?

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MacLeod Review says people potential should be ‘unleashed’

[ Snip ... ]

The MacLeod Review of employee engagement, commissioned by the Department for Business, has said workers need to be properly involved in the future of their firms.

Author David MacLeod said he wanted to see people’s potential “unleashed” and said engagement was a key to innovation and competitiveness. Apparently the report’s authors were told during their research that “trust works two ways” and that not trusting staff had a negative impact. They were also told it was people, not machines, which made the difference to a business.

Responding to the report employment relations Minister Lord Young said: “Workers know better than anyone how the firm they work for can improve, innovate and succeed.”

If this all sounds familiar, that’s no surprise.There’s nothing radical, or even new, about this report.

[ Snip ... ]

Of course people are the key to a company’s success. Of course the best people to ask for a solution to a company’s problems are those within it and on the frontline. And it stands to reason that if you haven’t got everyone in the organisation fully behind what you’re trying to achieve, you’ve got less chance of achieving it.

The Government says it accepts the report’s recommendations and now there’ll be an action plan to deliver them.

Now that the message is becoming more mainstream, maybe those who run our organisations will forget their management tools, and constant ‘tinkering’ with the system and finally wake up to the fact that this is the only way to make them fitter for the future.

Let’s hope they don’t just pay it lip-service, and they actually do it.

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During a recent business trip to France, I met with a range of business people interested in and involved with early Web 2.0 initiatives in the corporate arena.  There’s a lot of interest in the area (as there is in North America) and it seems to be growing rapidly.

Publicis (the advertising giant) has a consulting arm specializing in corporate-things-digital, and has been involved in helping some companies roll up their collective sleeves and go beyond using the Web to display information on a corporate web site.  I had the good luck to meet with Martin Menu (Community / Networking Manager at Publicis Consultants) and Stanislas Magniant (his colleague at that time and now with Linkfluence, purveyors of webpulse and visualisations of networked conversations on the web, in Washington, D.C.).

Martin and Stan introduced me to, and helped me understand, an interesting case study involving bringing a large and somewhat monolithic quasi-governmental organization (SNCF, the French national rail transportation company) into the 21st Century in terms of interaction with and listening to customers on the Web.

I also remember reading a Reuters or AP feed to the Globe and Mail a couple of years back in which Maurice Levy, Chairman and CEO of Publicis, clearly stated that he and his colleagues wholeheartedly believed that digital and the Web were the future.  He mentioned in the news piece that Publicis would be giving priority to learning more about Web 2.0 and incorporating a range of the elements into its offerings and practices.

SNCF’s web site is the largest e-commerce site in France.  The following graph gives you a sense of it’s presence on line and the amount of conversational activity it stimulates.

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In the last several years it has gone about updating  it’s web site to reflect a growing range of content and opportunities for customers to communicate / interact with the company.  Publicis is the digital branding / communications consulting agency that has helped it design and build these sites. 

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2006 SNCF Site

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2007 SNCF Site

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The changes year over year reflect the increasing opportunities and demand for interaction, and in 2008 SNCF decided to test, in a pilot project, the much-ballyhooed listening to and speaking with customers with a new site, a section of which (at the URL http://debats.sncf.com) carries the tag line “Talk To Us” (or “Speak With Us”).

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2008 SNCF Site

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The growing awareness of the need for and utility of hosting conversations with customers led SNCF to realize that it “is a company that people talk about a lot on the Web without it being able to answer the criticisms“.   They decided they wanted to explore “how can we create the conditions for dialogue with Web users?”

SNCF, with the help of Publicis, decided to take advantage of the launch of the newest version of the site to create an interactive space to stimulate and engage in conversation with (current and potential) customers who use the web site.

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2008 “Talk With Us”

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Creating this interactive and participative space involved the following steps:

• SNCF recruited voluntary spokespeople within their staff
• Web users ask the spokespeople their questions about the SNCF
• They are able to vote and comment on other people’s questions
• Every day, the “spokespeople” answer the questions elected by the Web users

Thus SNCF and the customer participants on the Web site co-create the content of this space.  From what I learned in talking with Stan and Martin, an important additional effect has been the feedback from customers working its way back into some of SNCF’s core business processes.  Are you surprised ?  I’m not. 

The short-term results of the pilot project seem to speak for themselves:

• 76,486 visits in a couple of months

• An average of 2,000 visits a day
• 
331,606 pages seen

• Average time spent on the platform is 2.30 minutes

• A community of 1,560 users

• 1,210 questions and 233 answers

Via debats.sncf.com customers asked questions mainly about services and pricing, and provided a wide range of feedback, while SNCF through its staff asked questions in order to solicit customers’ advice and better understand what kinds of new features and services customers were wanting or looking for.

It also became the de facto source for current information, such as:

Jan. 24 strikes announced

• Users worried about the impact on their daily journey
• Seeking for information on Google

Opinion & Debate is users’ first choice

• Opinion & Debate at the 1st rank of Google query
• Daily updated content
• Free referencing campaign

A key source of official information from and about SNCF

• Web users go to the platform
• Find answers

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All in all, the pilot project was deemed successful enough to make it a permanent feature of the SNCF web site.

 Now SNCF can legitimately state that it is a company that has experienced, appreciated and will continue to learn from being in dynamic interaction with its current and potential customers … thanks to the Web.

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Deloitte Declares We Are in a “Media Democracy”
Bill Ives

Dean Takahashi at Venture Beat shared with us a summary of a recent Deloitte survey on the state of media. The report concludes that, “We’re living in a media democracy, where no single form of media dominates the attention of Americans. It’s also an age where everyone contributes to the media, not just traditional media companies.” The last part is old news but I find the first part more interesting.

There has been discussion about whether blogging will continue in the age of Twitter. I have mentioned, as have others, that they have different functions and complement each other. Twitter may take away a few of the functions of blogs but there are many left that cannot be handled by Twitter.

There has been very few times where a new media actually completely replaces an old one. Each new advance in communication technology expands the possibilities for knowledge capture and distribution. In each case it took a while to understand the possibilities and the requirements to enable them. Take text or writing for example: the invention of the phonetic alphabet around 700 B.C. enabled a number of unforeseen and unintended capabilities.

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Deloitte’s organisational consulting has for some time now been involved in employee engagement and organisational change, and so its practitioners in those areas will understand more of the emerging sociology of the networked workplace environment than the other major consulting firms.  And of course, not to miss a beat, all the other major firms will all be out there now telling customers they have found a new ball to kick around, i,e, social computing.  They will come up with logical responses wherever there seems to be a growing market.  But beware of these firms’ response, in my opinion.  If you want to know why, email me.

Is the general awareness of the effects of using computers, the Web and the easy sharing and consumption of information flows beginning to reach a critical mass ?  Bill’s blog post would seem to suggest so.

And I’ll argue, as I have done for some time now, that the spread and penetration of social media use into organisations large and small will lead to some major changes in the practice of leadership and management (Will Enterprise 2.0 Drive Management Innovation?, FASTForward, January 10, 2008) and slowly but surely the impact will be (or should be) the increased democratisation of many organisations.

My favourite astrologer does not agree … but we all know horoscope forecasts are somewhat suspect, right ?  But short-term, I can see the logic … in uncertain and ambiguous times, many people like the feeling of increased certainty offered by direction and control.  Just ask Lou Gertner what was the hardest part of the IBM turnaround in the early 90’s .. he’ll tell you "upward delegation"

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"In 2009, hierarchies will grow, democracy will ebb–"might is right" and pragmatic choices win."

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But indeed some form of democratisation reaching through a wide range of human activities, including work in an enterprise, seems inevitable.  The only alternative, I suggest, is the eventual use of information technology to control almost everything knowledge workers do, reducing computing activities to completing forms and updating various reports.  That does not seem too likely, but I suppose its true that you can’t predict the future.

Do you want your workplace to become more democratic than it is today ?  How will your workplace engage you a year from now … two years from now … five years from now ?

I was interviewed a bit more than a year ago by WorldBlu (Annual World’s Most Democratic Workplaces) founder Traci Fenton about the impact of social computing on organisational democracy.  If we believe that "knowledge is power" and that the days of a few people at the top of organisations taking all the decisions and telling everyone else how to do things are numbered (John Cambers of Cisco clearly believes that’s the case, and is not sacrificing organisational effectiveness with that belief), then it’s clear that eventually shifts in traditional organisational power will be more frequent, more observable, and carry more implications for major changes in the ways people are led and managed.  Gary Hamel clearly believes this is the case, as he outlines in his most recent book The Future of Management.

I’ve used this quote from business strategist and futurist Stan Davis before, but in this context I am not ashamed to repeat it because there are some very long term shifts underway for all of us, as the Deloitte study is beginning to recognize.  The media we use to work and interact with others is fundamentally different than it was at the end of the do com boom, and it ain’t going away.

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While there wasn’t something called social media or social computing back then, here’s Stan Davis on organizing in the future, from the 1987 book Future Perfect:

"Electronic information systems enable parts of the whole organization to communicate directly with each other, where the hierarchy wouldn’t otherwise permit it.

What the hierarchy proscribes, the network facilitates: each part in simultaneous contact with all other parts and with the company as a whole. The organization can be centralized and decentralized simultaneously: the decentralizing mechanism in the structure, and the coordinating mechanism in the systems.

Networks will not replace or supplement hierarchies; rather the two will be encompassed within a broader conception that embraces both. We are still a long way from figuring out the appropriate and encompassing organization models for the economy we are now in."

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Here’s Stan catching up to the Web 2.0 world ("catching up" isn’t quite the right term … outlining what he think with respect to the most recent development so n the Web is probably better

Decision-making over the past quarter-century has continually moved from the center to periphery, down hierarchies to where decisions are carried out. Current technologies, especially of the Web 2.0 world, have moved that decision-making even further, overwhelmingly beyond firms’ boundaries and into the physical and mental space of the customer.

The differences between the two worlds are striking.

Whereas information is still hoarded and protected in companies, it is freely shared and reused in the connected Web 2.0 world. Hierarchy and command still rule the day in most organizations, while individuals are self-organizing, loose and flat.

Other shifts are from command & control to adapt & evolve, from provider-generated to consumer-generated content, from vertical to horizontal organization, and from an ‘audience-’ to a ‘community-’ approach to customers.

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It would be interesting to learn what you think.

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I have just had the opportunity to spend a week in Paris, meeting and talking with the team at blueKiwi, under the leadership of Carlos Diaz and Christophe Rouitheau, two dynamic and intelligent young French entrepreneurs.  They and their team, thanks to live-wire Bertrand Duperrin, invited me and Stowe Boyd to speak at the launch of the 2009 version of blueKiwi collaborative platform.

I’ve also had the chance to connect with several young French entrepreneurs who are helping to raise the bar regarding the mass customisation (or personalization) of knowledge work with their application Personall.”.

Additionally, I’ve had the pleasure to meet and discuss with Dr. Miguel Membrado (co-founder of several leading search and collaboration related software applications), David Guillocheau and Patrice Malaurie of Talentys, and Philippe Colin of Itexium, an IT strategy and implementation consulting boutique.  There’s even an Enterprise 2.0 Institute at the Grenoble Ecole de Management, headed by Richard Collin

France has a long history and reputation of hierarchical organizations headed by (generally) imperial and autocratic top management (at least, I believe that’s a reasonable way of phrasing their reputations seen from a North American point of view.  I am certainly no expert in macro-economics but am aware of the general belief that France needs some economic revitalization (who doesn’t, these days ?) and that some of that has to do with its organizations and their structures and methods. However, France’s companies and economy still produce(s) some very interesting products and services, the country has healthy financial and medical care and educational systems

But .. and I believe this an important “but” … France also has a very well educated work force (compared to the North American workforce), a culture that enjoys examining and discussing issues (they cannot help themselves ), and workplace cultural habits that encourage and reinforce teamwork. In addition, in no small part due to the maturing of the EU, there are young people from all over western and eastern Europe living and working, and contributing their brainpower and energy, to the workplace in France.

Additionally, the social culture in France is essentially based on discourse, examination of ideas, arguing in friendly (mostly) ways about almost  any issue under the sun. I believe that makes fertile ground for the enracination (taking root of) using social computing to build more responsive and effective knowledge workplaces than was possible before.  It allows for the best parts of the French mindset and culture to flourish, on purpose.

We bloggers with a strong interest in Enterprise 2.0 and who carry out research and practice consulting, strategizing, theorizing, or coaching tend to believe that social computing in the workplace is inevitably tomorrow’s foundation for knowledge work.  According to almost any theory, its use along with the inputs of factual information and decent brainpower should lead to increases in intellectual capital, organizational capability and thus enhanced productivity over time.  If this is the case, then it’s my belief that France’s workplaces of the future should be interesting places should the stereotypical dependence on elite autocracy and its orientation towards hierarchy be reduced.

If the traditional reliance on top-down dynamics can be viewed with a critical eye, and if France’s leaders of tomorrow can bring themselves to adapt to th e new leadership style(s) born of listening, sensing and helping interdependent systems respond to the ongoing rapid changes we face today, then France has a lot of potential with which to work with regard to the promise(s) of Enterprise 2.0.

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In my opinion this reinforces a major trend that I believe will redefine how knowledge work is designed (I wrote about this massive trend and its importance in the Ark Group publication "Making Knowledge Work – The Arrival of Web 2.0"). 

What I mean by trend is that over the past two years all the major workplace software vendors – Microsoft, IBM Lotus, Open Text, Google, Oracle, EMC Documentum, SAP, Adobe and so on – have all launched (or acquired companies that provide the elements of) "renovated" platforms that have collaboration and social computing at their cores.  As just one example of the ongoing evolution in this arena, see Bill Ives’ recent post about Microsoft’s investment plans for Sharepoint, in which he notes "The next release of Sharepoint, Microsoft will be investing for the paradigm shift to more web 2.0 capabilities".

When a critical mass of large organizations have upgraded or migrated to platforms with collaboration and social computing at their cores, I expect that the changes to the ways people work with information and each other to create and use pertinent knowledge will accelerate.

In the case of Socialtext 3.0, I think it’s very smart to make explicit the "transfer" of massively-adopted consumer technologies to make it easy for people to connect, collaborate and co-create as they are already doing outside the firewall.  Leadership and management will change (or have to) to see this as an opportunity to focus people on what is important and what needs to be done – including increased tolerance for new ideas and potential innovation – and not as a crisis of control.

Rather than recreate all the links, I’ve let Robert Scoble do the work for me from this excerpt from his blog post of September 30th.

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SocialText Brings Enterprise Facebook and Twitter to Wikis

Socialtext is making big news all over the Web this morning. Here’s a rundown, later in the post I’ll talk about why. I also have an exclusive video of Ross Mayfield, founder of Socialtext demonstrating the new features to me.

Ross Mayfield, for my cell phone camera last night, explains the changes in this 18-minute video.

Ross Mayfield, co-founder of Socialtext, writes on his blog “Hello Socialtext 3.0!”

BusinessWeek: Socialtext 3.0: Will Wikis Finally Find Their Place in Business?

Webware: Socialtext co-founder: Enterprise Twitter isn’t enough.

eWeek: Socialtext Signals Marks Wiki Provider’s Move into Enterprise Microblogging.

Dawn Foster notes the move of Enterprises to social.

Zoli Erdos says “Socialtext Becomes Really Social.”

ZDNet: “Socialtext enters Twitter for Enterprise sweepstakes.”

TechCrunch writes “SocialText 3.0 blends Facebook, Twitter, and the Enterprise.”

So, why are these changes important? Because they bring the social features that many people have gotten to know on Twitter and Facebook into the Enterprise along with advanced wiki functionality.

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I would add "They represent an early look at the ways most people will work (and the kinds of tools they will use) within another five to ten years"

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Leroy Sievers died this weekend. This picture is one of him blogging for NPR on his cancer. His column on the NP Blog is called “My Cancer“.

I post about Leroy today not just to honor a great journalist and a courageous man but to make a point about voice. The human voice that is central to the relationship world that is struggling to emerge from the transactional world that we mainly inhabit today.

Leroy’s column at NPR was unusual in two ways. First of all it was based on a journalist telling a story about himself – what it was like to to live with and die from a disease that had condemned him. Death in our society is itself one of the great taboos. We can talk of almost anything but this. Secondly Leroy did not allow any distance between his public voice and himself. So he could and did talk of his fears and uncertainties, of the days when he despaired and felt too weak to go on, of the joys of little things and the vital importance of friends and lovers.

For those of us in the “club”, his column was an immense comfort. For we too feel all these things. By bringing his voice to the ’sphere, he gave us ours.

And that my friends is the point. Here is the announcement of his death on the blog. Please have a look at the comments – there are hundreds and hundreds already – to see what I mean by him giving us a voice.

For when it all is stripped away, the great power of the 2.0 world is not to sell us more stuff but to help us regain our humanity.

If you would like to know more about Leroy Sievers and what he meant to many people - NPR have a wonderful tribute page here

I find this photo album especially moving as Leroy unlocks the unpspoken words in others and they alo offer a glimpse of themselves – the face tells so much

If your organization is all about control and top down – it is unlikely that having a Wordpress site will take you to the new world of networks. To make a 2.0 world work for those you serve means that you have to have such a world working inside your organization.

So what do you do to get this? It is clear to me that we have made this shift at KETC in St Louis.

The context of this story is a project that KETC is working on to find ways of activating the community in St Louis to help reduce the pain of the mortgage crisis.

In so doing we are testing the big idea that Public Media can do more than bring Jane Austen to your TV screen. The CPB is testing this idea in St Louis and if we have enough progress – will expand the test to many other cities and stations.

So an important task that we have to fulfill will be to help the system replicate what we have done.

The easy part of this task will be the “Whats”. The Content we created, what we did on air, on the web, in meetings with the community etc. But I don’t think that only talking of the “what” will be very helpful. I think that it will be the “how” that is the real secret. The “how” will be about the new culture – the new set of work and social norms that are behind becoming a convener.

We surely have to become a Convener inside the station before we can have much a of a chance of being the Trusted Convener outside. That is the really hard work. I know that KETC has pulled this off. But how can I tell you about the how. How do you tell another about a new way of being?

This weekend while watching the Olympics I had an aha about the “How” that I would like to try here with you.

Here is a picture of the Canadian men’s 8 at the Olympics yesterday.

When all the 8 in the boat and the cox are aligned – something magic happens. All the effort is applied to the work. When this happens, you feel it. It is almost a spiritual feeling. It’s a form of magic. The boat just flies. You dissolve into a field that is the boat, the 8 and the cox. You are ONE. All friction and resistance is gone.

With a big race and your reputation on the line – the pressure to get aligned is huge – you can feel if one person is not there with you.

This is what it feels like in our KETC project meetings now. It feels like the boat is flying – it feels so good to be with the other members of the boat.

The pressure is there. As the guinea pig for Public Media we feel the eyes of thousands upon us. Upping the pressure to perform seems to help with transformation. Like heat applied to water creates steam or heat applied to iron with other things creates steel.

So creating pressure about results, time and scale is a first step. You don’t go gradually into this – you have to go full tilt.

We had no time. the project is only 3 months long. So there was no time to be incompetent. In the early days we had to re-arrange the boat a bit to get the team that could do the work and do it with the others. We could not tolerate anyone in the boat who could not pull their weight. We acted immediately when it was clear that the mission was being threatened. This is not the pub media way but it is the real community way. Real communities see everything and expect a lot. Real communities are not soft.

But after this initial shift – we know we have the right team. With the right team we build energy and confidence over time. There is a trust and a confidence in each other that has been developed by publicly and transparently experiencing the abilities of the others.

To get this transparency – we have a process that is built around all involved making public commitments.

It has developed by a simple part of the Project Management process – the day starts with asking each other for help. Every day we meet for 30 minutes to talk about what is going on and all the cards are face up on the table. We have learned to be explicit. Not rude but very clear. A very different norm from the past or most organizations. Accountability is fully visible.

This does not seem like the typical meeting that many of us have. It is very operational – what has to get done today and this week. But it is also very social. As trust has built there is also a lot of laughter and banter. The walls of the silos are coming down. We are finding that people who we did not know or trust much can be very helpful and that they can work miracles. Especially when the chips are down.

We have set major milestones and we have surpassed them all. Everyone has been tested in public. By being open – by being demanding in public – we are closer. Nothing is not unsaid anymore. You don’t have to whinge in the washroom. This is more than transparency – this is “clarity”.

So how does this happen? Well we are set up as I now see like an 8. The engine room is of course the department heads – they do the rowing. But it is the project management structure and discipline that makes the 8 go so well. So let’s look at this because all can replicate this.

First of all we have “Cox”. Not the project sponsor, not the President but the Cox (The Project Manager). In an 8, it is the cox – usually a very small person (Our PM is new and is very young but is an old soul) – who not only steers but who encourages and who works with the crew to respond to threats and opportunities as they happen on the water in the race. He is always pulling us back to the task. He is always asking the awkward question – he is always asking for more clarity. He uses humor and self-deprecation to get his way. But behind him is the power of the coach and the President. He can always use disappointment as power – “Do we really have to go to Jack about this?” usually settles most issues without escalation.

So the PM/Cox not only sets the process tone but also shows us how to use power as a convener. He uses personal power and almost never has to escalate because all the conversations are in the open – bad behavior – is obvious to all – social pressure ensures good behavior.

There is no doubt in my mind that Project Management is a key skill in the operation of a high performing organization. What it does is it keeps focus – it forces accountability – it manages the white space between the silos – for this is where the cooperation is demanded. For a while it all feels forced for this is new. But after 9 weeks it is our new normal.

Of course what is really happening is that the PM is “Convening”. He is holding the kind of open and trusted space that enables groups to work well with each other. The central process at KETC has become Convening.

We are also seeing that the project never ends. There is always complex work that is measured by outcomes to do. That raises another issue. Outcomes and measurement: in the old norm, we were soft on both. Now everything that we do has to have an objective and hence has to have a measure. This again was awkward at first but now is a new normal.

Which brings us to the “Coach”. The Coach in an 8 is not the cox. The coach’s work is all about ensuring that the goals are set and the capability is ready. We have such a role being played at KETC – the project Sponsor.

There is a lot of discipline in the role. The coach is not one of the guys. The coach pushes all the time. the coach has expectations.The coach sees the needs of the whole race/project. She sees how this race/project connects to others. She sees the development needs and she has an eagle eye on personnel. If someone is not working out, she has to deal with this.

Part of her power comes from her appointment. She has been selected by the “Club President”. She can escalate and does over personnel and budget issues. But she settles organizational issues from her position. But not all her power is delegated from the President. She has her own power based on her own achievements. For the coach is also rooted in their own talent. She has deep skills in a key area – Community Engagement. She has a track record of her own in getting tough jobs done well.

Finally we have the club president. He is responsible for the financial envelope – which provides the boat etc. This is a separate role to that of the Coach or the Cox. But in most organizations this person does all of this.

This is what I mean by Top Down organizations being political. They tend to be like medieval courts, where factions compete for influence and power. All the work happens in the corridors or in secret. Little is really visible. All in the end is decided by the King.

What is happening at KETC is that all the key work is now taking place in a process that is fully transparent. The President can look at the boat in the water and see all the workings. Accountability is clear.

• Each rower has his or her part and they have to be visibly working with the rest of the 8.
• The cox’s ability to get the boat running optimally in each race is clear to all – especially in the boat itself.
• The results of the boat belong to the coach – her role is clear.
• The resources for the club are the President’s role – and he is delivering and he also sets the tone.

The President in our case, asked the team for it all. He wants Gold in an Olympic setting and he asks for nothing less. In asking for all, he is getting it.

So that’s my metaphor. If you run your organization like a rowing team, if you set up the key roles as you find in a rowing team, you can make the shift inside from 1.0 to 2.0.

The irony is that the 2.0 world is more disciplined than the 1.0 world. But as you can see much of the discipline happens because of visibility and clarity. It’s like being in a small town. What you say and what you do can never be a secret. So your word and your actions define you. In a small town you also have to help each other.

In the 1.0 world of the huge city – there is little social pressure. All is anonimity. So there have to be rules and policemen and gaming the system.

Installing the kind of Project Management Process that we are using at KETC gives you a good shot at making this shift.

These services can be used to keep people aware of fast-moving issues, events and changes, and bring the strengths of IM and online presence together in useful ways.

Here comes another dimension to group instant messaging … one which promises to further close the gap regarding utility and the ability to reach into a network and connect with someone to whom you want to discuss whatever it may be that interests you or what you may need to know or find out.

A friend who is well-known to many in the Web 2.0 arena, Stuart Henshall, and his colleague David Beckemeyer (TelEvolution / PhoneGnome, Earthlink), have just launched Phweet, a service whereby a user with one click can ask someone who has just twittered (or pownced, or jaiku’d, or fed a friend or kwipped) whether or not they will accept a VoIP call.  Once accepted, voila !  Connection is established and the voice conversation begins.

In terms of how it operates technically, this service effectively eliminates the need for dial-tones (arguably the last remaining communications bottleneck the telcoms "own") in order to talk to someone else via voice.  Powerful stuff !

Please note that this service is alpha, and applies only to twitter at the moment, though I believe there plans to enable it for the other similar service I have mentioned.

Of course group IM users can already connect with someone they "know" and ask about / initiate a VoIP call in any number of ways, but this service makes the functionality available during the course of using the group IM service, thereby enhancing existing online presence and creating what some are calling ambient intimacy.

Go ahead, sign up and try it out.  I have … it’s easy, fun and potentially very useful, especially for project teams or private networks of people who are connected together on some issue or other.

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Tags: Stuart Henshall, David Beckemeyer, Phweet

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The sites I selected were drawn from top site lists on Web2Center and Technorati. (Interestingly, I had difficulty finding the top 100 blog list on Technorati through its site search. I had to resort to a web search.)

What Can We Learn

The common denominator across these sites is to have a standard search box with a results list showing basic information about an item, and in most cases, some teaser text. Beyond that there is variation, with some sites not doing much more than the basics.

1. Old News is Old News

Freshness is an important factor in search. Social media often becomes a sequential feed. Allowing users to sort and view by date gives them a reference point from their last visit.

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Squidoo provides sort by recently updated	Digg lets you narrow by timeline and anchors on how long something has been popular

2. Show Me What’s Popular and What’s Authoritative

Social media volume is growing. Providing insight into popularity and authority helps users make a decision to explore or not.

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lifehacker shows # of views and comments	Digg shows # of diggs and comments and top across all topics
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Technorati gives an authority ranking based on “the number of blogs linking to a website in the last six months”

3. Categorize To Help Me Navigate

The cloud navigation feature started with “most popular” lists. But what about most interesting to me? Enter tag clouds.

Categorization, both predefined and user-defined, is an important way to help users digest content, find related information, and navigate directly to what they like.

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Technorati provides a tag cloud that is dynamic and changes constantly while you’re sitting on a page (while it’s interesting to see this, I don’t know if the value outweighs the distraction it creates)	Engadget provides static categories, but they’re buried below the fold
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TechCrunch allows you to navigation by company or product

4. Connect Me to the Community

Social media sites expand connections to link users to users. Not only does this allow users to build a community and find experts, it also helps them uncover new content by exploring what others are viewing.

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Digg lets you see a contributor’s favorites, recent activity, history, friends and their activities, and digg stats – great insight into a contributor’s behavior and likes	StumbleUpon shows recent “stumblers” and provides “people who like” front and center at the top of search results
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Technorati links you to a contributor’s blogs and exposes how popular each blog is

What’s the Opportunity

Through social media, search teams have a new source of input. With this they can build new practices around “social search” taking all the clues provided to uncover user behavior, intent and preferences. Social search is not limited to externally-facing sites. It also can be applied to sites behind the firewall that employ social media techniques.

Some additional ways search teams might use this input include:

• Making use of comments. Core content is searched against and exposed, but comments provide an additional source of content.
• Interpreting and exposing sentiment. Sentiment gives us great insight into opinions and preferences (see A Certain Sentiment in the Air).
• Using behavior as a feedback loop. Social media is a rich source of user interaction with content and it is captured in a real day-to-day situation. This behavior can be used as input to user experience design supplementing what is gathered through simulated tests or surveys.

We are just starting to tap the value of this source and the ways in which we use the input will expand.

It’s that simple … to do much of what we call knowledge work (other than filling in boxes on forms) people need to connect, talk, listen, point to sources and noodle together over ideas and new information.  They look, in conversations, for ways to stitch information and knowledge together so that it becomes useful.  That’s what humans have always done .. it’s only in the last 100 years or so that we have had the sequential arranging and measurement of tasks and highly-structured division of labour that we have understood as work during most of this lifetime.  As Bill Ives points out in the previous post, things are changing, and (relatively) fast, even though I am fond of the phrase "it takes a long time for change to happen quickly"  (think about that for a second).

One more piece of evidence that "organizations will have to realize …" is the recent announcement that Microsoft is testing, and may offer the corporate market, a Facebook-like application called TownSquare, a business-user-focused social networking application..  Whether one think Microsoft is the answer to E2.0 for their organization or not is not the point here … the point is that most or all of the large vendors are now adding features and functionality (or acquiring them) such that the platforms being used to support the work of knowledge workers will have been substantially re-tooled  before another 5 years passes.  And that re-tooling will consist largely of social computing capabilities.

And then there’s the culture issue

Will Management 2.0 be needed before or after an organization addresses E2.0 ?

The excerpt on Microsoft below via ZDNet:

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Microsoft to show off a corporate Facebook-like prototype
Mary-Jo Foley

Office Labs – an incubator within Microsoft testing business-focused technologies that may or may not end up part of future Microsoft products — is showing off this week yet another of its ideas.

The latest, known as “TownSquare,” is a business-user-focused social-networking tool. According to Computerworld, Microsoft will demo the new offering at the Enterprise 2.0 Conference in Boston on June 12.

TownSquare, via a layout similar to Facebook’s, provides internal company information, ranging from promotions and anniversaries, to a list of shared-document modifications pertinent to individual users.

TownSquare was launched inside Microsoft in January, according to the aforementioned report, and has been test driven by 8,000 Microsoft employees so far.

Microsoft has been stepping up its work on a number of other social-networking-related projects throughout the company. At its TechFest research fair earlier this year, Microsoft officials showed off a FriendFeed-like aggregation tool, codenamed C2, which is likely to find its way into Windows Live for Mobile some time in the relatively near future. And earlier this week, Microsoft rolled out a test build of a SharePoint Server plug-in for producing/managing podcasts.

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