Discussions and examples of various Social networking, transparency, knowledge management and use of technology resources
There is a lot to be said about the use of technology in the shared work of serving children, families, organizations, and our mission. The following material links to various resources.
I hope that an examination of the various materials below will help guide thinking toward an open and productive presence on the internet.
February 4, 2010 From Twitter feed @Sonomabuzz
This was so helpful and thoughtful I moved it right to the top.
Digital Strangelove – Or How I Learned to Stop Worrying and Love the Internet
Thanks and credit go to David Gillespie.
The California Public Records Act determines what must be shared by a government entity. For Human Services agencies nearly all the client/customer information is confidential by law. It is important to note that operational information such as policies, procedures, meeting notes, and budgets are public records. It is in the best interests of the organization to post these records that are public records in a routine manner. By doing so the organization is not unduly burdened by public records requests and the people who are most interested: governance bodies, staff and stakeholders can have a convenient means to get information they use.
- Should the County Child Welfare information be on the Internet
- Sample – In the near future, OpenCongress will kick off more prominent & focused civic efforts to promote truly open government data, meeting nothing less than the very best practices of openness & transparency.
- The crux of the matter – Transparency
- Open Data Policy discussion on Wikipedia
- Is social networking a government function?
“I think we’ve reached the tipping point, when the question is not whether government should embrace social networking technologies, but how most productively to use them — inside agencies (to build social capital, as tools for communities of practice, and so forth) and between agencies and the public — to promote higher-quality government. “How,” of course, includes dealing with cybersecurity, loafing on the job, and other issues that worry many in government. But that dialogue has to be in the context of how, not whether. The time for debating whether to embrace social media should be past.”
- Social Media Policy examples from well respected organizations
- Definition of Knowledge management
- More of knowledge management
- Jay Cross lays out Harold Jarche – It all fits together – Especially Wirearchy.
- The Thought Leader Interview: Tim Brown = Selected quotes
The CEO of Silicon Valley–based design firm IDEO contends that elegant, customer-centric design stems from a simple set of thinking practices.
Brown calls “design thinking”: a holistic approach to innovation, including in-depth customer insight and rapid prototyping, aimed at getting beyond the assumptions that block effective solutions. it also means reconsidering the way it meets consumers’ unspoken needs, as well as reworking the infrastructure that enables the product and the supply chain that delivers it.
Brown, who was born in the U.K., had joined Moggridge’s firm in 1987. He came with Moggridge to IDEO and rapidly became involved in the design of services, interactions, experiences, and even organizations.
“making choices out of a prevailing set of options is a very limiting thing to do. ”
“Back to Peter Drucker and his book Innovation and Entrepreneurship (Harper & Row, 1985), he described seven sources of innovative opportunity, and only one is technology. [The others are the unexpected, incongruities, process need, changes in industry structure, demographics, and changes in perception.]”
“S+B: How can you tell when an organization is practicing design thinking? BROWN: Its offerings meet the unexpressed needs of the people it’s trying to serve.”
“S+B: A method, by definition, is a set of steps taken in sequence. Can you describe some of the landmarks one might expect to see along the path of design thinking? BROWN: First is the design brief: What question will you address? In recent years, that question has often been asked in a broader and more strategic way.”
“A second landmark is observing the world in new ways. There’s a myth that creative people have wonderful ideas in their heads; it’s just a matter of getting them out. No one I know is like that. The wonderful ideas come from noticing things and exposing yourself to the world in different ways.”
“When it’s done successfully, there is usually one group willing to say, “OK, I know that I’m not actually responsible for all these parts, but I’m going to take responsibility for the whole.””
“That brings up a third landmark: finding a systematic process for developing your insights. The first round of thinking tends to be relatively incremental and obvious.”
“Prototyping, a fourth landmark, is the visualization of your ideas. ”
“We need to get much more comfortable with building to learn, that is, making things to figure out what they should be, rather than to show how good they are. For me, one indicator of an innovation culture is when senior management looks at rough prototypes regularly to see how the ideas are evolving.”
“More importantly, we realized a couple of years ago that most of our best thinking was emerging from within the firm, not from the senior executives. So we built what we called the Tube: a distinctive knowledge-sharing platform. It’s built around collaborating.”
“Then, in wikis, people who are interested in certain topics share ideas and prototype them together. ”
“Simplicity in design comes from searching for places where people need an understandable relationship with the technology. Not every design solution has to be inherently simple. But the points of interaction often have to be simple to allow us to engage.”
“design will inevitably be a part of the solution, but very few people have begun to create the necessary products, services, and infrastructure.”
“As designers, we also continue to see a shift in focus from products to services and intangibles. But whereas manufacturers invest enormously in product design and the experiences that people have with products, most service industries don’t have much of an R&D or innovation tradition. Their R&D efforts go into infrastructure support services like telephone exchanges or financial algorithms, not into the customer experience. This situation will change, and that’s something to look forward to.”
“The economic benefit is combined with meaning, experience, and connections. I think a lot of organizations that do a good job of retaining talent or customers would say something similar.”
“But the most attractive products and services require active engagement. For example, you can’t join a social networking Web site without actually engaging with other people in that network. I call the second model the “participation economy” in my book — it’s an economy based on people engaging, seeking influence, and taking part far more assertively in their consumption. Companies need to provide platforms that support this — by letting people more actively participate in the outcomes that they’re looking for, which are a healthy and productive society and reasonably healthy and long lives.”
“when it’s easier to see their options, people will tend to make better decisions. Getting there is not just a matter of economics or policy; it takes better design.”
- See trend two = Wheeler
It’s about shared work … http://www.byteeoh.com/?p=436#more-436
Integrated Communication Strategy for a Human Services Department
Understanding Users of Social Networks (100909)
Executive Summary: Many business leaders are mystified about how to reach potential customers on social networks such as Facebook. Professor Mikolaj Jan Piskorski provides a fresh look into the interpersonal dynamics of these sites and offers guidance for approaching these tantalizing markets. Key concepts include:
* Online social networks are most useful when they address failures in the real world. * Pictures are the killer app of social networks. * Women and men use these sites differently. * Businesses shouldn't consider SNs as just another channel.
Centre for Learning and Performance Technologies (C4LPT)http://www.c4lpt.co.uk/index.html
Transparency and communication require knowledge. One of the places evolving thoughts about these issues can be found here. (101109 gl-b)
The next cool thing? Edwin- what do you say?
Thanks to Jaimey Walking Bearhttp://www.govloop.com/profile/JaimeyWalkingBear?xg_source=profiles_friendList
Transparency and Performance in Government from Mercatus Center at George Mason University (10/21/2009)http://www.mercatus.org/PublicationDetails.aspx?id=28370
11/22/2009 10:45 AM posted by Gerry La Londe-Berg
There have been several useful discussions in GovLoop concerning social networking and knowledge management. I would recommend a thorough review of them.
The first one by Andrew Mulholland is useful in it’s analysis.
The next one started by Andrew Krzmarzick has 45 comments (this morning) – which means it’s a full blown dialogue.
I hope these suggestions are helpful.