Date   

March 2013 SIKM Call: Nancy Settle-Murphy - Leading effective virtual teams #monthly-call #remote-work

nsettlemurphy <nancy@...>
 

Hi Connie and everyone else,

Thanks for bringing this to my attention. Even when the period is removed, if I try to directly link to the survey from here, I get an error. However, when I paste the link into my browser, it works fine.

So I would ask you to either answer the questions in my original post with a response post of your own, OR paste this link into your browser and complete the Survey Monkey survey.

Correct link is: http://www.surveymonkey.com/s/S8WG65B

Thanks and apologies for any inconvenience,

Nancy

--- In sikmleaders@..., Connie Crosby <conniecrosby@...> wrote:

Thanks, Nancy.

The link doesn't work; I think a period got mixed in. Here it is again for
anyone trying to click through without success:
http://www.surveymonkey.com/s/S8WG65B<http://www.surveymonkey.com/s/S8WG65B.>

Cheers,
Connie

Connie Crosby
Crosby Group Consulting
Toronto, Ontario, Canada
416-919-6719 | connie@... | http://twitter.com/conniecrosby
http://www.crosbygroup.ca | http://conniecrosby.blogspot.com |
http://slaw.ca

,_._,___


Re: March 2013 SIKM Call: Nancy Settle-Murphy - Leading effective virtual teams #monthly-call #remote-work

Connie Crosby
 

Thanks, Nancy. 

The link doesn't work; I think a period got mixed in. Here it is again for anyone trying to click through without success:  http://www.surveymonkey.com/s/S8WG65B

Cheers,
Connie

Connie Crosby
Crosby Group Consulting
Toronto, Ontario, Canada
416-919-6719 | connie@... | http://twitter.com/conniecrosby
http://www.crosbygroup.ca | http://conniecrosby.blogspot.com | http://slaw.ca

,_._,___


Re: March 2013 SIKM Call: Nancy Settle-Murphy - Leading effective virtual teams #monthly-call #remote-work

Maria Brindlmayer
 

See my answers:
 
- What type of virtual teams do you typically lead? (e.g.. Ongoing teams? Project teams? Global teams?)
 All of the above.

- What are your greatest challenges when it comes to leading virtual teams?
-- Keeping energy and interest going; keeping engagement up
-- Understanding everyone's needs
-- Frequency and format of interaction (how much is too much/too little; instant messages or not; email vs. phone)
-- How to get the "water cooler information" flowing without water cooler or common/kitchen space
-- at a tactical level: how to keep members engaged on conference calls; how to make sure everyone is heard, not just the loudest people; how to get the body language messages without seeing people;

- What would you most like to learn about during this session?
-- How do other people find answers to the above challenges? What are best practices?

- What percentage of your virtual meetings typically include people from multiple national cultures?
-- Most of them
 
Thanks in advance, and looking forward to seeing you then!


 

On Tue, Mar 5, 2013 at 12:00 PM, nsettlemurphy <nancy@...> wrote:
 

Hi everyone,

Really looking forward to leading our March 19 session on Leading Effective Virtual Teams. Since there's a universe of content to cover in very little time, I want to make sure I hit the high notes. Toward that end, I'd appreciate hearing a bit more about your experiences and challenges in leading virtual teams.

I've developed a short Survey on Survey Monkey so you can help me shape the content and emphasis of our session (I promise - should take no more than 5 minutes at best!: http://www.surveymonkey.com/s/S8WG65B.

If you prefer to respond to this post here in our Yahoo group, that's great, too. Here's what "'d most likek to know:

- What type of virtual teams do you typically lead? (e.g.. Ongoing teams? Project teams? Global teams?)

- What are your greatest challenges when it comes to leading virtual teams?

- What would you most like to learn about during this session?

- What percentage of your virtual meetings typically include people from multiple national cultures?

Thanks in advance, and looking forward to seeing you then!




--
---------------------------------------------------
Maria Brindlmayer
cell: 202-365-2440


Re: A Comprehensive "21st Century Organization Science" #name

Simard, Albert <albert.simard@...>
 

Neil –

 

I don’t know what one would call such a science (other than “organizational science”), although most of your topics involve a social element, in contrast to contemporary management science which focuses on structure and work processes.  I’m thinking that social or socio- might have to be part.  Sounds like my current challenge of integrating structured and unstructured approaches into one knowledge services architecture. 

 

Meanwhile, I’ll pick up on your term “smart” organization.  I’ll start with a description of a smart organization compiled from a discussion in this group a couple of years ago.

 

A knowledge organization is not a collection of smart individuals.  It is collectively smart at an enterprise level.  This implies corporate-scale equivalents of what it means for an individual to be smart.  A smart organization is:

 

  • knowledgeable and competent in core areas,
  • alert and responsive to environmental stimuli,
  • astute in its perception and judgement of its environment,
  • capable of quickly learning and adapting to change,
  • proficient at recalling past experience from memory,
  • clever in finding innovative solutions to old problems,
  • imaginative at relating seemingly disparate things,
  • skilled at analysis, synthesis, and reasoning,
  • resourceful at accomplishing objectives with existing resources, and
  • articulate in explaining its positions.

 

These attributes provide a check list of the capabilities of a smart organization.  Each should be possessed in some measure, to an extent based on the specific business needs of the organization.  The knowledge services best practices provides a guide for enhancing these attributes.

 

Al Simard


Re: March 2013 SIKM Call: Nancy Settle-Murphy - Leading effective virtual teams #monthly-call #remote-work

Simard, Albert <albert.simard@...>
 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of nsettlemurphy
Sent: March-05-13 12:01 PM
To: sikmleaders@...
Subject: [sikmleaders] Leading Effective Virtual Teams - 3/19 session - your challenges?

 

 

Hi everyone,

Really looking forward to leading our March 19 session on Leading Effective Virtual Teams. Since there's a universe of content to cover in very little time, I want to make sure I hit the high notes. Toward that end, I'd appreciate hearing a bit more about your experiences and challenges in leading virtual teams.

I've developed a short Survey on Survey Monkey so you can help me shape the content and emphasis of our session (I promise - should take no more than 5 minutes at best!: http://www.surveymonkey.com/s/S8WG65B.

If you prefer to respond to this post here in our Yahoo group, that's great, too. Here's what "'d most likek to know:

- What type of virtual teams do you typically lead? (e.g.. Ongoing teams? Project teams? Global teams?)

Face-to-face dialogue groups to understand how previously undefined complex systems and processes work.  It is extremely difficult to get synergy over a conference call.

- What are your greatest challenges when it comes to leading virtual teams?

Making sure that everyone is equal, their opinions are heard and respected, and listening very carefully to what participants say.  Often they sense a problem but can’t fully express it.  When all participants are more or less equal, anyone might “discover” a solution.    When there is a knowledge gap between the leader and the members, however, listening becomes critical because the leader often has to discover and articulate the problem and solution.  I have personally been amazed at people’s ability to sense that something isn’t right even though they don’t know what it is.

- What would you most like to learn about during this session?

Whatever wisdom you have to offer.


- What percentage of your virtual meetings typically include people from multiple national cultures?

None – all were within an organizational context with no cultural issues.

Thanks in advance, and looking forward to seeing you then!


A Comprehensive "21st Century Organization Science" #name

Neil Olonoff
 

I can envision a future, holistic organization science curriculum that brings all the pieces of the puzzle together in a grand synthesis.

As a starting point: what would this future organization science be called? 

Neil Olonoff 


March 2013 SIKM Call: Nancy Settle-Murphy - Leading effective virtual teams #monthly-call #remote-work

nsettlemurphy <nancy@...>
 

Hi everyone,

Really looking forward to leading our March 19 session on Leading Effective Virtual Teams. Since there's a universe of content to cover in very little time, I want to make sure I hit the high notes. Toward that end, I'd appreciate hearing a bit more about your experiences and challenges in leading virtual teams.

I've developed a short Survey on Survey Monkey so you can help me shape the content and emphasis of our session (I promise - should take no more than 5 minutes at best!: http://www.surveymonkey.com/s/S8WG65B.

If you prefer to respond to this post here in our Yahoo group, that's great, too. Here's what "'d most likek to know:

- What type of virtual teams do you typically lead? (e.g.. Ongoing teams? Project teams? Global teams?)

- What are your greatest challenges when it comes to leading virtual teams?

- What would you most like to learn about during this session?

- What percentage of your virtual meetings typically include people from multiple national cultures?

Thanks in advance, and looking forward to seeing you then!


Social Network Analysis Course on Coursera starts today #learning #SNA-ONA-VNA

Stan Garfield
 

https://www.coursera.org/course/sna 

Social Network Analysis

Lada Adamic

This course will use social network analysis, both its theory and computational tools, to make sense of the social and information networks that have been fueled and rendered accessible by the internet.

Current Session:

Mar 4th 2013 (9 weeks long)
Workload: 5-7 hours/week (8-10 if completing additional programming exercises) 


Gamification Course on Coursera Starts April 1 #gamification #learning

Stan Garfield
 

https://www.coursera.org/course/gamification 

Gamification

Kevin Werbach

Gamification is the application of game elements and digital game design techniques to non-game problems, such as business and social impact challenges. This course will teach you the mechanisms of gamification, why it has such tremendous potential, and how to use it effectively.

Next Session:

Apr 1st 2013 (6 weeks long)
Workload: 4-8 hours/week 


Re: Knowledge services #knowledge-services

Simard, Albert <albert.simard@...>
 

Dale –

 

Thanks for the Kudos.  Wait until you see the knowledge services architecture that I’m developing to implement the framework.  It challenges a second major KM assumption – that everyone is on the same page.

 

Al

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of dalearseneault@...
Sent: March-02-13 10:37 AM
To: sikmleaders@...
Subject: [sikmleaders] Re: knowledge services

 

 

AL!! Your best yet! I love the connections you've made between theoretical and practical. Bravo.

Dale

--- In sikmleaders@..., "Simard, Albert" wrote:
>
> Greetings fellow SIKMers -
>
>
> * What if, instead of trying to change an organization's culture as a precursor to KM, we adapted KM to the existing culture?
>
> * Why do we find references to "authoritative knowledge" in the regulatory literature but not in the knowledge management literature?
>
> * How does knowledge work move knowledge from creation to application?
>
> Find answers to these and many other interesting questions in a recently published paper:
>
> http://cradpdf.drdc-rddc.gc.ca/PDFS/unc118/p536618_A1b.pdf
>
> The paper is unclassified and distribution is not restricted; it may be shared openly. You may wish to read the 7-page summary first (section 11, pp 169-170) and then drill down, as your interests lie. Head's up before hitting the "print" button; it is 250 pages long!
>
> I'll be happy to answer questions or discuss this paper further.
>
> Albert Simard
> Knowledge Manager
> Defence Research & Development
> Knowledge & Information Management Directorate
> 305 Rideau St. 9AH11
> Ottawa, Ontario K1A 0K2
>
> Tel: 613-943-3501
> Fax: 613-996-7063
>


New Trends in Knowledge Management #hot-topics

Adrienne Makkay-Chambers
 

Dear All

I am in the process of putting together a presentation on Knowlegde Management and am seeking your opinion regarding the following issues:

1) How you would define Knowledge Management these days?
2) What you think the most important trends are?
3) Any outstanding success stories in your experience?

Thank you for your help in advance!

Looking forward to hearing from you,

With kind regards,


Adrienne Makkay-Chambers
Proprietor, HR Consultant, Trainer and Executive Coach
'The British Connection'


Re: Knowledge services #knowledge-services

Dale Arseneault
 

AL!! Your best yet! I love the connections you've made between theoretical and practical. Bravo.

Dale

--- In sikmleaders@..., "Simard, Albert" <albert.simard@...> wrote:

Greetings fellow SIKMers -


* What if, instead of trying to change an organization's culture as a precursor to KM, we adapted KM to the existing culture?

* Why do we find references to "authoritative knowledge" in the regulatory literature but not in the knowledge management literature?

* How does knowledge work move knowledge from creation to application?

Find answers to these and many other interesting questions in a recently published paper:

http://cradpdf.drdc-rddc.gc.ca/PDFS/unc118/p536618_A1b.pdf

The paper is unclassified and distribution is not restricted; it may be shared openly. You may wish to read the 7-page summary first (section 11, pp 169-170) and then drill down, as your interests lie. Head's up before hitting the "print" button; it is 250 pages long!

I'll be happy to answer questions or discuss this paper further.

Albert Simard
Knowledge Manager
Defence Research & Development
Knowledge & Information Management Directorate
305 Rideau St. 9AH11
Ottawa, Ontario K1A 0K2

Tel: 613-943-3501
Fax: 613-996-7063


Knowledge services #knowledge-services

Simard, Albert <albert.simard@...>
 

Greetings fellow SIKMers –

 

·         What if, instead of trying to change an organization’s culture as a precursor to KM, we adapted KM to the existing culture?

·         Why do we find references to “authoritative knowledge” in the regulatory literature but not in the knowledge management literature?

·         How does knowledge work move knowledge from creation to application?

 

Find answers to these and many other interesting questions in a recently published paper:

 

http://cradpdf.drdc-rddc.gc.ca/PDFS/unc118/p536618_A1b.pdf

 

The paper is unclassified and distribution is not restricted; it may be shared openly.  You may wish to read the 7-page summary first (section 11, pp 169-170) and then drill down, as your interests lie.  Head’s up before hitting the “print” button; it is 250 pages long!

 

I’ll be happy to answer questions or discuss this paper further. 

 

Albert Simard

Knowledge Manager

Defence Research & Development

Knowledge & Information Management Directorate

305 Rideau St. 9AH11

Ottawa, Ontario K1A 0K2

 

Tel: 613-943-3501

Fax: 613-996-7063

 


Re: Alternative to Jive software for smaller companies #social-business #tools

Michael Dieterle
 

Hi Lisa,

We have successfully deployed Igloo Software at my company with 250 users. It offers everything Jive does at a more reasonable price. It is designed for little overhead and therefore, cloud-based, in case that'll become an option for you.

Best Regards,


Michael Dieterle

Global Knowledge Manager

Siegel+Gale


Re: Alternative to Jive software for smaller companies #social-business #tools

Susan Genden
 

When I was researching social learning software about a year ago, I discovered a company called Wisetail that Bersin Research was using. I am not sure if this would be what you want, but I was impressed by this smaller company.  I have also looked into or tried out Jive, Success Factors, Newsgator, and have some familiarity with the different vendors. Wisetail is: http://www.wisetail.com/lab/.

I would be interested in hearing more about IBM Connections.

Thanks,

Susan Genden
Instructional Designer/Performance Consultant
Twitter: @susangenden



Re: Forming a steering committee: Best practices and lessons learned #governance

Stan Garfield
 

Al, we can wait a few days. Thanks.


Re: Forming a steering committee: Best practices and lessons learned #governance

Stan Garfield
 

> I've described this process and a lot of other stuff in a recently published paper. If you send me your e-mail, I'll send you a copy.
> Al Simard

Al, thanks for your reply and offer to share your paper.  To avoid further individual replies asking for your paper, please reply to this thread with either a link to the paper or with the paper attached (which you can do if you reply by email).


Re: Forming a steering committee: Best practices and lessons learned #governance

Patti Anklam <patti@...>
 

Yes, please!!!

 

 

Patti Anklam

Net Work: Leveraging Content, Knowledge and Networks

Harvard, MA 01451

+1(978)456-4175

 

 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Wilson, Lynn (GE Capital)
Sent: Tuesday, February 26, 2013 9:57 AM
To: sikmleaders@...
Subject: [!! SPAM] RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

That would be much appreciated!

 

Lynn Wilson
Vice President Knowledge Management
GE
Energy Financial Services, investment strategy
Phone: 203-961-5777
Fax: 203-357-3559
Email: lynn.wilson@...
www.geenergyfinancialservices.com
P Please consider the environment before printing this email

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Steven Wieneke
Sent: Tuesday, February 26, 2013 9:54 AM
To: sikmleaders@...
Subject: RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

Al,

 

Please forward a copy of the paper you described.

 

Thanks,

 

Steve

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Simard, Albert
Sent: Friday, February 22, 2013 5:07 PM
To: sikmleaders@...
Subject: RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

 

 

Linda - 

1. What level of senior management has worked best for you?

It has to be high enough that the members have budgets, staff, and resources that they can commit to supporting the initiative.  In our scheme of things, no lower than a Director or Director General.


2. What works best in convincing them to become committee members?

The committee is chaired by a senior member of the executive (one level above the members) and explicitly recognized as important by the executive committee.  You have to demonstrate that they and the groups that they supervise will benefit from the initiative.  Find out what keeps them awake at night and then propose KM solutions (if appropriate).


3. How do you get enough focused time from very senior leaders to make progress/ get decisions made?

Practitioners should prepare their material thoroughly and pre brief the executives so that they can make decisions without spending a lot of time.  KEEP IT SIMPLE!  Put KM in a business context.  Don’t expect them to “connect the dots” or do your work for you. 


4. Any other information you have and/or advice you would give?

I’ve described this process and a lot of other stuff in a recently published paper.  If you send me your e-mail, I’ll send you a copy.

Al Simard






Re: Forming a steering committee: Best practices and lessons learned #governance

Wilson, Lynn (GE Capital) <lynn.wilson@...>
 

That would be much appreciated!

 

Lynn Wilson
Vice President Knowledge Management
GE
Energy Financial Services, investment strategy
Phone: 203-961-5777
Fax: 203-357-3559
Email: lynn.wilson@...
www.geenergyfinancialservices.com
P Please consider the environment before printing this email

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Steven Wieneke
Sent: Tuesday, February 26, 2013 9:54 AM
To: sikmleaders@...
Subject: RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

Al,

 

Please forward a copy of the paper you described.

 

Thanks,

 

Steve

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Simard, Albert
Sent: Friday, February 22, 2013 5:07 PM
To: sikmleaders@...
Subject: RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

 

 

Linda - 

1. What level of senior management has worked best for you?

It has to be high enough that the members have budgets, staff, and resources that they can commit to supporting the initiative.  In our scheme of things, no lower than a Director or Director General.


2. What works best in convincing them to become committee members?

The committee is chaired by a senior member of the executive (one level above the members) and explicitly recognized as important by the executive committee.  You have to demonstrate that they and the groups that they supervise will benefit from the initiative.  Find out what keeps them awake at night and then propose KM solutions (if appropriate).


3. How do you get enough focused time from very senior leaders to make progress/ get decisions made?

Practitioners should prepare their material thoroughly and pre brief the executives so that they can make decisions without spending a lot of time.  KEEP IT SIMPLE!  Put KM in a business context.  Don’t expect them to “connect the dots” or do your work for you. 


4. Any other information you have and/or advice you would give?

I’ve described this process and a lot of other stuff in a recently published paper.  If you send me your e-mail, I’ll send you a copy.

Al Simard





Re: Forming a steering committee: Best practices and lessons learned #governance

Steven Wieneke <swieneke@...>
 

Al,

 

Please forward a copy of the paper you described.

 

Thanks,

 

Steve

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Simard, Albert
Sent: Friday, February 22, 2013 5:07 PM
To: sikmleaders@...
Subject: RE: [sikmleaders] Forming a steering committee: Best practices and lessons learned

 

 

 

 

Linda - 

1. What level of senior management has worked best for you?

It has to be high enough that the members have budgets, staff, and resources that they can commit to supporting the initiative.  In our scheme of things, no lower than a Director or Director General.


2. What works best in convincing them to become committee members?

The committee is chaired by a senior member of the executive (one level above the members) and explicitly recognized as important by the executive committee.  You have to demonstrate that they and the groups that they supervise will benefit from the initiative.  Find out what keeps them awake at night and then propose KM solutions (if appropriate).


3. How do you get enough focused time from very senior leaders to make progress/ get decisions made?

Practitioners should prepare their material thoroughly and pre brief the executives so that they can make decisions without spending a lot of time.  KEEP IT SIMPLE!  Put KM in a business context.  Don’t expect them to “connect the dots” or do your work for you. 


4. Any other information you have and/or advice you would give?

I’ve described this process and a lot of other stuff in a recently published paper.  If you send me your e-mail, I’ll send you a copy.

Al Simard



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