Social Media in Government
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The document discusses two encyclopedias from 1995 - Microsoft Encarta and Wikipedia. It notes that in 1995, an economist would likely say Encarta would become the largest, but by 2010 Wikipedia had become the most popular encyclopedia in the world with millions of articles and contributors while Encarta had shut down. It then discusses principles for engaging knowledge workers, capturing knowledge within organizations, and community and network structures to facilitate knowledge sharing.
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Social Media in Government
- 1. Transforming what people know into action Albert Simard Knowledge Manager Effective Strategies for Social Media Ottawa Ontario, Nov. 24-25, 2010 Deriving Organizational Value from Social Networks:
- 5. Ideas have a life cycle They’re used They’re born They grow They mature
- 6. Knowledge has a similar cycle Creation Collaboration Organization Authorization
- 9. Incentive Framework Peter Stoyko (2010) Creativity Willingness Engagement Productivity Attitudes Motivation Functionality Behavior Compliance Organizational Results Individual Response Type of Incentive
- 33. Capturing Value Bring it into the organizational structure Stabilize it; make it work
- 45. Key Messages Management authorizes the use of knowledge to enable action. A knowledge organization engages people to enhance creativity Community collaboration validates individual knowledge Community knowledge must be put into an organizational context.
Notes de l'éditeur
- Successful social networks follow a number of principles. Describe the four.
- A SWOT analysis is strongly recommended before developing and implementing a social network in government agencies. Describe the four aspects.
- The key question is: if a department participates in a social network, how does it “capture value” from commonly held external intellectual property? The answer, in a few words, is to bring it inside the organization. The common property has to be stabilized. A report, policy, or regulation cannot change once it is formalized. Internal value has to be added by ensuring that it works. For example, in policy, all stakeholder concerns must be addressed; in business, an innovation must be producible and marketable. A key implication is that a department must retain enough internal core capacity to be able to add value to commonly-held IP.
- We developed an organizational framework that includes pretty much everything that one needs to run an organization. Simply put, people use tools and process within a governance structure to increase the value of content and provide services. One cannot pick and choose which elements of the framework to implement or emphasize. They are all necessary to running an organization.
- Managers won’t fund what they don’t understand. Managers won’t abandon what worked (or didn’t) before. Managers will oppose loss of resources. Managers want short-term-low-risk deliverables.