Date   

Re: The effect of remote working on memory #remote-work

Nancy Dixon
 

I like it
Nancy

On Apr 13, 2020, at 7:40 PM, Patrick Lambe via groups.io <plambe@...> wrote:

One practice I have found useful in Zoom is to use the chat channel as (a) a pipeline for questions/observations (as someone is speaking, you post in the chat channel and wait your turn to be called by the facilitator) and this leads naturally to (b) as a record of the conversation, with key points being captured there, and replies being captured as you go.

P

Patrick Lambe
Partner
+65 62210383

<email footer small.jpeg>


twitter: @plambesg

Knowledge mapping made easy: www.aithinsoftware.com

On 14 Apr 2020, at 2:31 AM, Tom Short <tshortconsulting@...> wrote:

Wow - interesting observation, Dennis. That's one I've not heard of before or experienced myself. I wonder if this has something to do with the type of meeting. Some meetings have a clear agenda and objective, which helps keep everyone focused on task. I would think these types of meetings would be easier to recall, at least in terms of what outcomes were created. Versus meetings aimed at sense making in service of decision making. For these, the journey is just as important as the destination. Who said what is important; and so is the overall vibe in the room. Attendee's reactions - verbal and non-verbal - are key. Level of attention everyone is paying. Tone and volume of a speaker's voice matters. Pregnant pauses that are allowed to float without someone feeling the need to jump in. 

All of these are difficult to monitor/gauge/enact in a Zoom meeting, and so it makes it more challenging to make the meeting productive. And probably also more difficult to recall the necessarily stilted dialogue and who said what. 

At least, that's been my experience of virtual/remote working over the years. 
--
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts




Re: The effect of remote working on memory #remote-work

Patrick Lambe
 

One practice I have found useful in Zoom is to use the chat channel as (a) a pipeline for questions/observations (as someone is speaking, you post in the chat channel and wait your turn to be called by the facilitator) and this leads naturally to (b) as a record of the conversation, with key points being captured there, and replies being captured as you go.

P

Patrick Lambe
Partner
+65 62210383



twitter: @plambesg

Knowledge mapping made easy: www.aithinsoftware.com

On 14 Apr 2020, at 2:31 AM, Tom Short <tshortconsulting@...> wrote:

Wow - interesting observation, Dennis. That's one I've not heard of before or experienced myself. I wonder if this has something to do with the type of meeting. Some meetings have a clear agenda and objective, which helps keep everyone focused on task. I would think these types of meetings would be easier to recall, at least in terms of what outcomes were created. Versus meetings aimed at sense making in service of decision making. For these, the journey is just as important as the destination. Who said what is important; and so is the overall vibe in the room. Attendee's reactions - verbal and non-verbal - are key. Level of attention everyone is paying. Tone and volume of a speaker's voice matters. Pregnant pauses that are allowed to float without someone feeling the need to jump in. 

All of these are difficult to monitor/gauge/enact in a Zoom meeting, and so it makes it more challenging to make the meeting productive. And probably also more difficult to recall the necessarily stilted dialogue and who said what. 

At least, that's been my experience of virtual/remote working over the years. 
--
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts



Re: Why virtual collaboration is different from remote working or home working #remote-work

Douglas Weidner
 

Thanks Rachad,
You defined the assets and activities much better than I did. Thank you.

I assume for example--almost intuitively and hopefully correctly, that the substitution of a synchronous virtual format for F2F can be done with no sacrifice to efficacy - both efficiency - e.g., time and effectiveness - e.g., learning outcome. The recording advantages for later on-demand viewing, and other digital capabilities are a probable plus. We often say 'frosting on the cake.'

My concern is less the traditional validation/verification (often quizzing), but rather the alternative actual learning approach often called 'learn-by-doing.'  Probably more like your below 'group work activities'.
Knowledge validation and verification: this is where student is meant to demonstrate his/ her ability to reproduce the lesson content through a series of individual or group work activities. Real-time whiteboard applications, and online quizzes can support this process. Cavilam vichy can be a potential virtual tool for for validation and verification processes. 

But, my real question is without any preconceived notions (aka bias), as I'm committed to adding virtual for our traditional F2F and self-paced e-learning modes. But I am developing lesson plans and need to better understand timing and ultimate efficacy.concerning whether online, probably asynchronous exercises can be done with as much efficacy as the traditional F2F mode, including student (Learner-to-Learner) collaboration and Instructor critique and feedback.

Everyone agrees that it is possible to replace F2F/whiteboards with virtual, but no one seems to know which is better and by how much.

I can guess and validate by trial and error, or I can be smarter and base my design on evidence-based input...if anyone is analytical enough to drill down that far.

Cheers. Stay healthy,
Douglas Weidner
Chief CKM Instructor
KM Institute

 



On Mon, Apr 13, 2020 at 3:04 PM Rachad Najjar <rachadbn@...> wrote:

Hi Doug, 

Much appreciated your note. 

Classroom learning is a great example to virtualize it, especially with the confinement period.

Let's start with defining the knowledge roles for the
virtual classroom activity. 

  • Knowledge roles/ actors in the context of classroom learning:
    • Knowledge producerthe teacher – originator of the lesson – who makes tacit knowledge explicit.
    • knowledge intermediarythe teacher assistant who prepares the lesson for reuse by eliciting it, indexing it and documenting it.
    • knowledge consumerthe student who retrieve the lesson content and seek to apply it.
Then what might be knowledge processes and supporting technologies in the virtual classroom (lecture & exercise) are:

  • Knowledge processes & supporting technologies in the context of virtual classroom learning:
    • Knowledge acquisition: the interaction between the teacher and the student leads to externalizing the teacher knowledge and internalizing it into the student mind. Synchronous video conferencing might be recommended for this process augmented with the ability to integrate digital illustration of human anatomy. For example, Human Anatomy Atlas could be a great digital resource to enrich the tacit – explicit learning experience.
    • Knowledge capture and documentation: making available the lesson session through asynchronous on-demand video tutorials. The knowledge intermediary (teacher assistant) may capture the session, organize and document the video repository and may attach additional resources. Google G Suite may present a possible candidate for the capture and documentation process.
    • Knowledge validation and verification: this is where student is meant to demonstrate his/ her ability to reproduce the lesson content through a series of individual or group work activities. Real-time whiteboard applications, and online quizzes can support this process. Cavilam vichy can be a potential virtual tool for for validation and verification processes. 


Thank you

Rachad 

 

 


Re: Why virtual collaboration is different from remote working or home working #remote-work

 

Rachad - are you equating digital transformation with use of virtual collaboration platforms/tools/technologies? 

Fundamentally I think that many companies and some practitioners place too much emphasis on rolling out the latest shiny tool and fixate on adoption as the primary success metric, without stopping to consider where and how (or if!) value is being created. I have sometimes referred to this as "the tin can telephone problem." Tin can telephones are technically feasible - we made them when I was a kid. Sure, they would work. But in terms of solving a "real" problem, not so much. Easier to just open a window and shout across the back yard! Just because you can, doesn't mean you should. 

So, too, with virtual collaboration tech. Robust use cases that address a real, felt business need are often given little thought. When things return to normal - and they will - it would be a mistake to assume that now that we've got all this Corona practice working virtually we can do away or greatly reduce f2f meetings. (Check out Dennis Pearce's thread started today for more on this). 

--
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts


Re: Why virtual collaboration is different from remote working or home working #remote-work

 

Hi Cathy, 

Much appreciated your note. 

The opportunity has presented itself for us to accelerate the digital transformation. I find it unfortunate if the top management returned to old habits and comfort zone without taking lessons out of this health crisis. 

  • Great learning content in Digital leadership - ESN as launchpad. I'm gonna definitely reuse a lot of teachings and knowledge presented in the slides.  
  • I was privileged to be part of Dan Ranta team at GE. we have presented our story during the  SIKM Leaders community, Nov. 19, 2019 : KM at GE Slides and    Audio Recordings . I'm still carrying the burden to continue Dan's legacy at GE. 
  • Something's on overload - but it's not collaboration. A great education material to define and differentiate the nature of collaboration context. I find it complementary to one of my scientific research article  Proposal of a framework for characterizing virtual collectives


it makes me uncomfortable and worried to witness companies conducting buzz words trainings i.e.: "coaching for performance", "leadership agility", "change - an emotional experience" without making any radical or fundamental shift towards the digital transformation. 

Thank you

Rachad  


Re: Why virtual collaboration is different from remote working or home working #remote-work

 

Hi Doug, 

Much appreciated your note. 

Classroom learning is a great example to virtualize it, especially with the confinement period.

Let's start with defining the knowledge roles for the
virtual classroom activity. 

  • Knowledge roles/ actors in the context of classroom learning:
    • Knowledge producerthe teacher – originator of the lesson – who makes tacit knowledge explicit.
    • knowledge intermediarythe teacher assistant who prepares the lesson for reuse by eliciting it, indexing it and documenting it.
    • knowledge consumerthe student who retrieve the lesson content and seek to apply it.
Then what might be knowledge processes and supporting technologies in the virtual classroom (lecture & exercise) are:

  • Knowledge processes & supporting technologies in the context of virtual classroom learning:
    • Knowledge acquisition: the interaction between the teacher and the student leads to externalizing the teacher knowledge and internalizing it into the student mind. Synchronous video conferencing might be recommended for this process augmented with the ability to integrate digital illustration of human anatomy. For example, Human Anatomy Atlas could be a great digital resource to enrich the tacit – explicit learning experience.
    • Knowledge capture and documentation: making available the lesson session through asynchronous on-demand video tutorials. The knowledge intermediary (teacher assistant) may capture the session, organize and document the video repository and may attach additional resources. Google G Suite may present a possible candidate for the capture and documentation process.
    • Knowledge validation and verification: this is where student is meant to demonstrate his/ her ability to reproduce the lesson content through a series of individual or group work activities. Real-time whiteboard applications, and online quizzes can support this process. Cavilam vichy can be a potential virtual tool for for validation and verification processes. 


Thank you

Rachad 

 

 


Re: The effect of remote working on memory #remote-work

 

Wow - interesting observation, Dennis. That's one I've not heard of before or experienced myself. I wonder if this has something to do with the type of meeting. Some meetings have a clear agenda and objective, which helps keep everyone focused on task. I would think these types of meetings would be easier to recall, at least in terms of what outcomes were created. Versus meetings aimed at sense making in service of decision making. For these, the journey is just as important as the destination. Who said what is important; and so is the overall vibe in the room. Attendee's reactions - verbal and non-verbal - are key. Level of attention everyone is paying. Tone and volume of a speaker's voice matters. Pregnant pauses that are allowed to float without someone feeling the need to jump in. 

All of these are difficult to monitor/gauge/enact in a Zoom meeting, and so it makes it more challenging to make the meeting productive. And probably also more difficult to recall the necessarily stilted dialogue and who said what. 

At least, that's been my experience of virtual/remote working over the years. 
--
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts


Re: Why virtual collaboration is different from remote working or home working #remote-work

 

Rachad,  This is a timely reflection and also an opportunity for meaningful change in approaches.   I

Virtual leadership:  In my experience, managers/leaders have missed the shift to digital transformation in what it means for the way people interact and work in the modern organization - that is, they remain locked into earlier modalities of communication and leading (email, distribution lists, cascading information, out of the loop in using collaboration technologies in their own workflows, task review).   Digital and collaboration technologies afford more social, transparent, context rich ways of leading, and also affords the opportunity for those not in formal leadership roles to express it via visible knowledge sharing, high levels of network connectivity within and without the organization etc.  Last year I gave a talk at SocialNow on Digital Leadership, which might be pertinent to the shifting virtual work environment.  While nominally it was about using Enterprise Social Networks, it's the behaviors, not the particular form of social/collaborative technology that is relevant.  Topics on Digital Leadership

Communities and networks:   I would welcome ideas on how to inspire leaders and encourage individuals to participate more in communities.  We have seen in our own SIKM community impactful stories of knowledge networks/communities (ie. Dan Ranta).   The sense of business value or organizational value is a missing piece of management science, if you will. 

Persistent adoption of collaboration technologies:  This is one area that remains trapped in a misplaced emphasis on technology adoption rollout as sufficient to the task.  I have been involved in extensive, enterprise shifts to social and collaboration technologies across organizations.   You are quite correct on the literacy - adoption and engagement programs drop off rapidly after tools are made available.  Collaboration technologies are enablers to more connected, transparent and easily expanded workflows and knowledge.  To the first point on Virtual Leadership - leaders often have very little visceral experience with the tools and reinforce, by their own behaviors, a reliance on old models (especially email).  Second, individual knowledge workers benefit from sustained adoption and engagement - not with just the tools, per se, but with the expanded contexts they bring.  There are some points in this post about Digital Work Practice that I find can be really key to that Persistent Adoption of Collaboration Technologies 

A thoughtful post, Rachad and this could be a moment of leverage that has been missing from the "Digital Transformation" efforts in organizaitons pre-COVID.

Catherine



CATHERINE SHINNERS

DIGITAL WORKPLACE for Business Transformation

650.704-3889 mercedgroup.com Silicon Valley USA   

catherineshinners@...

 

digital workplace | communications  |  knowledge management | community management | Prosci certified change professional






On Mon, Apr 13, 2020 at 8:44 AM Rachad Najjar <rachadbn@...> wrote:

Hello, 

Why virtual collaboration is different from remote working or home working?

i'm sharing my experience and thoughts and would love to hear from you!


----------------------------------------------------------------------------------------------
With the global health situation impacting the way we interact, we find ourselves working from home and are required to continue delivering on our work priorities. Working from home may not necessary present the best ergonomic, private and inspiring space to be productive. Also, to solely rely on virtual collaboration technologies may not fulfill and achieve our work priorities. Still, we are locked down at home and counting on the different collaboration technologies as the only medium to connect with our colleagues and managers.

Some employees may have difficulties in forming a private space to focus on their tasks and keep an optimum performance level. Others are unfamiliar or may feel at unease while using these virtual collaborative technologies. Few employees may lack some suppleness to adapt to the pressing circumstances of being away from their habitual working space at the office. While the rest may lack some behavior agility and find themselves with the inability to handle the new situation.

Practically, we are involved in intensive virtual collaboration activities ranging from simple communication of information to much more complex technical knowledge exchange for problem-solving and project support. In fact, we are all trying to cope with the new reality, adapt our behaviors to the new working conditions and attempt to accomplish our objectives with the desired mastery level. Consequently, remote working is not the same as of virtual collaboration.

The main difference between virtual collaboration and remote working entails a productive working space and a collaborative working mode – all in a virtual paradigm. The virtual collaboration challenge is elevated to find the right balance between being well at my working space and doing the job with proficiency. More precisely, the challenge to keep engaged and productive knowledge workers in a virtual setup is two-folded: 

1) what are the elements of a remote, safe and a productive working space?
2) what are the enablers for an effective virtual and collaborative working mode?

1) On the first question, I’ll reflect with some elements to consider while working remotely and ensuring a safe and a productive working space. First and foremost, employees are encouraged to declare their remote working days into the company HR systems. Having declared their remote days, they will make sure that they are covered by the health insurance program and are complying with all legal terms. Telemedicine or remote consultation should be provided by the company and recognized by the official and public health entities. Daily routines should be set coupled with their dedicated and private space. For example, at home a meeting space should be arranged to conduct online video conferencing in a well-defined time slot during the day. The rest of the family members may adhere to this video conferencing routine. Special equipment and network configuration may be needed to access company confidential or proprietary information. A VPN connection is required to access business specific applications. A second screen and any other ergonomic hardware or material might be needed for the comfort and the ease of use while being productive.

2) On the second question, I’ll detail the key enablers for an effective virtual and collaborative working mode, and they are as follow: virtual leadership, knowledge networks, collaboration-oriented business processes and persistent adoption of collaborative technologies. 

Virtual leadership rather than remote management: “…this is not what I asked for or expected to get!” this conflictual statement is increasingly probable in a virtual context. Conflicts generated due to lack of common knowledge, agreed expectations and consensual behaviours may be mediated through learning collectively about the team outcomes and the team constituents. A shared knowledge about each and every members’ skills and competencies, and a clear reflection about the virtual team environment are required to moderate the virtual team conflicts. It’s the utmost virtual leader responsibility to promote relationships building over task-oriented management. The virtual leader may provide necessary coaching, guidance, facilitate bonding activities and informal exchange among the distributed team members. Indeed, it’s the virtual leader responsibility to grow trust-based interaction and connectivity. Focusing on task completion and follow up while suppressing the virtual team cohesiveness may quickly draw quality and performance issues.

Reinvigorating knowledge sharing communities and networks of expertise which are the organization pillars to maintain a cohesive and coherent distributed human capital. Knowledge communities amplify the inherent ability of the human which is Intelligence. Knowledge sharing communities contribute to an effective virtual collaboration by structuring and organizing the technical exchange of know-how and by curating the developed experiences and solutions. Knowledge sharing communities also support the development of new expertise. The knowledge we share is the knowledge we use and leverage through the one-to-many knowledge transfer processes.

Re-designing business processes with collaboration principles in mind. Activities such as: “methodology development”, “standard revision”, feedback collection”, “customer troubleshooting” can all be designed with collaboration as main driver. For example, in a context of continuous improvement, a leader has asked his staff to collect the top 10 most impacting problems for an engineering application. Quickly, emails exchange has become cumbersome, duplicative, chaotic and turned into a noisy machine with a lot of divergence. The gathered engineering problems included personal problems and complains. The same activity was implemented through online community platform where the collected problems and issues were organized, tagged and voted up. The activity of collecting the most impacting problems was better performed through the collaborative technologies. Therefore, activities that are intrinsically collaborative should be accomplished by the collaborative technologies. It’s worth to mention that generic collaborative technologies have the same effect as of email-based communication. It’s crucial to consider a fit between the activity requirements and the technology offered functionalities for the best implementation.

Persistent adoption of collaborative technologies. Despite the fact that we are living in the fourth industrial revolution – disruptive technologies and trends – we are still lacking literacy in the use of the collaborative technologies. Trainings are recommended and they are the preliminary action to get familiar with the tools. A deep understanding of why employees use these collaborative technologies and what do they use them for is critical to assure a continuous adoption of these collaborative tools. With their abundance, employees have an active role to choose which collaborative tool will meet given needs. It’s more likely that employees will seek to reuse a given collaborative technology when they satisfy certain aspirations and achieve gratification. The benefits from the usage of these collaborative technologies are perceived to enhance one’s knowledge, strengthen social interaction, provide learning opportunities, enable discovery, and above all generate a sense of satisfaction and gratification.

If the global health crisis has taught us anything about the way we interact and work, it will be the incapacity of our classical systems and working methods to face the rapid changes in a VUCA (volatility, uncertainty, complexity, and ambiguity) world. It’s the best time to reconsider some of our habits, purposely re-question our routines, and unlearn some of our biases. We certainly need to leverage our fascinating human ability to adapt and evolve our beliefs and behaviors to survive the new reality!

I’d like to hear from you and know your thoughts.  

Thank you,
Rachad


Re: Why virtual collaboration is different from remote working or home working #remote-work

Douglas Weidner
 

Rachad,


 Nice start on a very timely topic with less than obvious methods.

Let's consider a scenario (Learning) with which we can all relate, in order to make a deeper dive into two alternative virtual task-types.

This is an oversimplification, but think of virtual learning as having two components: lecture and exercises. I would hypothesize that virtual lectures/discussions might be analogous to a F2F meeting with discussions. Further, whether F2F or virtual, either mode should be reasonably efficient. 

But, what about doing in-class exercises, equivalent to table-top or whiteboard exercises in F2F mode. How would you make exercises (collaborative work products) equally effective? Consider you have both synchronous (same time - F2F) and asynchronous (different time - such as email chats, not real-time texting with a partner) possibilities.

In other words, what processes -- and secondarily technologies, optimize exercise-type work (solving problems and project support to use your words)?

Douglas Weidner

On Mon, Apr 13, 2020 at 11:44 AM Rachad Najjar <rachadbn@...> wrote:

Hello, 

Why virtual collaboration is different from remote working or home working?

i'm sharing my experience and thoughts and would love to hear from you!


----------------------------------------------------------------------------------------------
With the global health situation impacting the way we interact, we find ourselves working from home and are required to continue delivering on our work priorities. Working from home may not necessary present the best ergonomic, private and inspiring space to be productive. Also, to solely rely on virtual collaboration technologies may not fulfill and achieve our work priorities. Still, we are locked down at home and counting on the different collaboration technologies as the only medium to connect with our colleagues and managers.

Some employees may have difficulties in forming a private space to focus on their tasks and keep an optimum performance level. Others are unfamiliar or may feel at unease while using these virtual collaborative technologies. Few employees may lack some suppleness to adapt to the pressing circumstances of being away from their habitual working space at the office. While the rest may lack some behavior agility and find themselves with the inability to handle the new situation.

Practically, we are involved in intensive virtual collaboration activities ranging from simple communication of information to much more complex technical knowledge exchange for problem-solving and project support. In fact, we are all trying to cope with the new reality, adapt our behaviors to the new working conditions and attempt to accomplish our objectives with the desired mastery level. Consequently, remote working is not the same as of virtual collaboration.

The main difference between virtual collaboration and remote working entails a productive working space and a collaborative working mode – all in a virtual paradigm. The virtual collaboration challenge is elevated to find the right balance between being well at my working space and doing the job with proficiency. More precisely, the challenge to keep engaged and productive knowledge workers in a virtual setup is two-folded: 

1) what are the elements of a remote, safe and a productive working space?
2) what are the enablers for an effective virtual and collaborative working mode?

1) On the first question, I’ll reflect with some elements to consider while working remotely and ensuring a safe and a productive working space. First and foremost, employees are encouraged to declare their remote working days into the company HR systems. Having declared their remote days, they will make sure that they are covered by the health insurance program and are complying with all legal terms. Telemedicine or remote consultation should be provided by the company and recognized by the official and public health entities. Daily routines should be set coupled with their dedicated and private space. For example, at home a meeting space should be arranged to conduct online video conferencing in a well-defined time slot during the day. The rest of the family members may adhere to this video conferencing routine. Special equipment and network configuration may be needed to access company confidential or proprietary information. A VPN connection is required to access business specific applications. A second screen and any other ergonomic hardware or material might be needed for the comfort and the ease of use while being productive.

2) On the second question, I’ll detail the key enablers for an effective virtual and collaborative working mode, and they are as follow: virtual leadership, knowledge networks, collaboration-oriented business processes and persistent adoption of collaborative technologies. 

Virtual leadership rather than remote management: “…this is not what I asked for or expected to get!” this conflictual statement is increasingly probable in a virtual context. Conflicts generated due to lack of common knowledge, agreed expectations and consensual behaviours may be mediated through learning collectively about the team outcomes and the team constituents. A shared knowledge about each and every members’ skills and competencies, and a clear reflection about the virtual team environment are required to moderate the virtual team conflicts. It’s the utmost virtual leader responsibility to promote relationships building over task-oriented management. The virtual leader may provide necessary coaching, guidance, facilitate bonding activities and informal exchange among the distributed team members. Indeed, it’s the virtual leader responsibility to grow trust-based interaction and connectivity. Focusing on task completion and follow up while suppressing the virtual team cohesiveness may quickly draw quality and performance issues.

Reinvigorating knowledge sharing communities and networks of expertise which are the organization pillars to maintain a cohesive and coherent distributed human capital. Knowledge communities amplify the inherent ability of the human which is Intelligence. Knowledge sharing communities contribute to an effective virtual collaboration by structuring and organizing the technical exchange of know-how and by curating the developed experiences and solutions. Knowledge sharing communities also support the development of new expertise. The knowledge we share is the knowledge we use and leverage through the one-to-many knowledge transfer processes.

Re-designing business processes with collaboration principles in mind. Activities such as: “methodology development”, “standard revision”, feedback collection”, “customer troubleshooting” can all be designed with collaboration as main driver. For example, in a context of continuous improvement, a leader has asked his staff to collect the top 10 most impacting problems for an engineering application. Quickly, emails exchange has become cumbersome, duplicative, chaotic and turned into a noisy machine with a lot of divergence. The gathered engineering problems included personal problems and complains. The same activity was implemented through online community platform where the collected problems and issues were organized, tagged and voted up. The activity of collecting the most impacting problems was better performed through the collaborative technologies. Therefore, activities that are intrinsically collaborative should be accomplished by the collaborative technologies. It’s worth to mention that generic collaborative technologies have the same effect as of email-based communication. It’s crucial to consider a fit between the activity requirements and the technology offered functionalities for the best implementation.

Persistent adoption of collaborative technologies. Despite the fact that we are living in the fourth industrial revolution – disruptive technologies and trends – we are still lacking literacy in the use of the collaborative technologies. Trainings are recommended and they are the preliminary action to get familiar with the tools. A deep understanding of why employees use these collaborative technologies and what do they use them for is critical to assure a continuous adoption of these collaborative tools. With their abundance, employees have an active role to choose which collaborative tool will meet given needs. It’s more likely that employees will seek to reuse a given collaborative technology when they satisfy certain aspirations and achieve gratification. The benefits from the usage of these collaborative technologies are perceived to enhance one’s knowledge, strengthen social interaction, provide learning opportunities, enable discovery, and above all generate a sense of satisfaction and gratification.

If the global health crisis has taught us anything about the way we interact and work, it will be the incapacity of our classical systems and working methods to face the rapid changes in a VUCA (volatility, uncertainty, complexity, and ambiguity) world. It’s the best time to reconsider some of our habits, purposely re-question our routines, and unlearn some of our biases. We certainly need to leverage our fascinating human ability to adapt and evolve our beliefs and behaviors to survive the new reality!

I’d like to hear from you and know your thoughts.  

Thank you,
Rachad


The effect of remote working on memory #remote-work

Dennis Pearce
 

Here's something I've been wondering about:

We know that techniques like "memory palace" have been around since the ancient Greeks as ways to improve memory, by associating ideas with locations.  I know that when I've been physically present in a meeting it's not too hard to later remember what was said, who said it, and even people present in the meeting who didn't participate.  This is because I can imagine the layout of the room and where the people were sitting, which act as triggers to recall the conversation.

But now all of our meetings take place in the same physical location every time, with all the participants showing up as little boxes on a screen.  How is this impacting our ability to later recall what was said?  Do we need to do more note-taking and recording in order to compensate?  Anybody know if there are any research studies in this area?


Why virtual collaboration is different from remote working or home working #remote-work

 

Hello, 

Why virtual collaboration is different from remote working or home working?

i'm sharing my experience and thoughts and would love to hear from you!


----------------------------------------------------------------------------------------------
With the global health situation impacting the way we interact, we find ourselves working from home and are required to continue delivering on our work priorities. Working from home may not necessary present the best ergonomic, private and inspiring space to be productive. Also, to solely rely on virtual collaboration technologies may not fulfill and achieve our work priorities. Still, we are locked down at home and counting on the different collaboration technologies as the only medium to connect with our colleagues and managers.

Some employees may have difficulties in forming a private space to focus on their tasks and keep an optimum performance level. Others are unfamiliar or may feel at unease while using these virtual collaborative technologies. Few employees may lack some suppleness to adapt to the pressing circumstances of being away from their habitual working space at the office. While the rest may lack some behavior agility and find themselves with the inability to handle the new situation.

Practically, we are involved in intensive virtual collaboration activities ranging from simple communication of information to much more complex technical knowledge exchange for problem-solving and project support. In fact, we are all trying to cope with the new reality, adapt our behaviors to the new working conditions and attempt to accomplish our objectives with the desired mastery level. Consequently, remote working is not the same as of virtual collaboration.

The main difference between virtual collaboration and remote working entails a productive working space and a collaborative working mode – all in a virtual paradigm. The virtual collaboration challenge is elevated to find the right balance between being well at my working space and doing the job with proficiency. More precisely, the challenge to keep engaged and productive knowledge workers in a virtual setup is two-folded: 

1) what are the elements of a remote, safe and a productive working space?
2) what are the enablers for an effective virtual and collaborative working mode?

1) On the first question, I’ll reflect with some elements to consider while working remotely and ensuring a safe and a productive working space. First and foremost, employees are encouraged to declare their remote working days into the company HR systems. Having declared their remote days, they will make sure that they are covered by the health insurance program and are complying with all legal terms. Telemedicine or remote consultation should be provided by the company and recognized by the official and public health entities. Daily routines should be set coupled with their dedicated and private space. For example, at home a meeting space should be arranged to conduct online video conferencing in a well-defined time slot during the day. The rest of the family members may adhere to this video conferencing routine. Special equipment and network configuration may be needed to access company confidential or proprietary information. A VPN connection is required to access business specific applications. A second screen and any other ergonomic hardware or material might be needed for the comfort and the ease of use while being productive.

2) On the second question, I’ll detail the key enablers for an effective virtual and collaborative working mode, and they are as follow: virtual leadership, knowledge networks, collaboration-oriented business processes and persistent adoption of collaborative technologies. 

Virtual leadership rather than remote management: “…this is not what I asked for or expected to get!” this conflictual statement is increasingly probable in a virtual context. Conflicts generated due to lack of common knowledge, agreed expectations and consensual behaviours may be mediated through learning collectively about the team outcomes and the team constituents. A shared knowledge about each and every members’ skills and competencies, and a clear reflection about the virtual team environment are required to moderate the virtual team conflicts. It’s the utmost virtual leader responsibility to promote relationships building over task-oriented management. The virtual leader may provide necessary coaching, guidance, facilitate bonding activities and informal exchange among the distributed team members. Indeed, it’s the virtual leader responsibility to grow trust-based interaction and connectivity. Focusing on task completion and follow up while suppressing the virtual team cohesiveness may quickly draw quality and performance issues.

Reinvigorating knowledge sharing communities and networks of expertise which are the organization pillars to maintain a cohesive and coherent distributed human capital. Knowledge communities amplify the inherent ability of the human which is Intelligence. Knowledge sharing communities contribute to an effective virtual collaboration by structuring and organizing the technical exchange of know-how and by curating the developed experiences and solutions. Knowledge sharing communities also support the development of new expertise. The knowledge we share is the knowledge we use and leverage through the one-to-many knowledge transfer processes.

Re-designing business processes with collaboration principles in mind. Activities such as: “methodology development”, “standard revision”, feedback collection”, “customer troubleshooting” can all be designed with collaboration as main driver. For example, in a context of continuous improvement, a leader has asked his staff to collect the top 10 most impacting problems for an engineering application. Quickly, emails exchange has become cumbersome, duplicative, chaotic and turned into a noisy machine with a lot of divergence. The gathered engineering problems included personal problems and complains. The same activity was implemented through online community platform where the collected problems and issues were organized, tagged and voted up. The activity of collecting the most impacting problems was better performed through the collaborative technologies. Therefore, activities that are intrinsically collaborative should be accomplished by the collaborative technologies. It’s worth to mention that generic collaborative technologies have the same effect as of email-based communication. It’s crucial to consider a fit between the activity requirements and the technology offered functionalities for the best implementation.

Persistent adoption of collaborative technologies. Despite the fact that we are living in the fourth industrial revolution – disruptive technologies and trends – we are still lacking literacy in the use of the collaborative technologies. Trainings are recommended and they are the preliminary action to get familiar with the tools. A deep understanding of why employees use these collaborative technologies and what do they use them for is critical to assure a continuous adoption of these collaborative tools. With their abundance, employees have an active role to choose which collaborative tool will meet given needs. It’s more likely that employees will seek to reuse a given collaborative technology when they satisfy certain aspirations and achieve gratification. The benefits from the usage of these collaborative technologies are perceived to enhance one’s knowledge, strengthen social interaction, provide learning opportunities, enable discovery, and above all generate a sense of satisfaction and gratification.

If the global health crisis has taught us anything about the way we interact and work, it will be the incapacity of our classical systems and working methods to face the rapid changes in a VUCA (volatility, uncertainty, complexity, and ambiguity) world. It’s the best time to reconsider some of our habits, purposely re-question our routines, and unlearn some of our biases. We certainly need to leverage our fascinating human ability to adapt and evolve our beliefs and behaviors to survive the new reality!

I’d like to hear from you and know your thoughts.  

Thank you,
Rachad


KM Support #request

Edwin K. Morrris
 

Dear Forward Thinkers of the Knowledge Management Community,

 

We ask for action and support from you. Pioneer Knowledge Services seeks your financial support in the form of a tax deductible donation.

 

Why help us? Because the missions of our for-profit advising (or consulting) competitors call them to generate profit (or increase shareholder wealth) by helping organizations achieve their goals. PKS’s mission calls us to bring grant and other philanthropic resources to the table, in addition to our expertise, to support organizations in realizing goals.

We are:

 

Vision: We inspire cultures that value knowledge as an asset.

 

Mission: We work with organizations to enhance their ability to gather, develop, share, and make more efficient the handling of information and knowledge that will better position organizations to achieve their goals.

 

 

If you find value by the programs we provide please consider committing to a recurring donation. Any amount is appreciated. If you are passionate about #KM please consider helping us. Please connect to https://lnkd.in/e4PNHyj

 

 

Be safe.

 

Yours in knowledge,

Edwin

 

 

Check out our latest podcast:  Because you need to know        


Edwin K. Morris
President and Founder of Pioneer Knowledge Services

Official Trademark PKS Logo 45x45

What is Knowledge Management?

Office 716.995.4461

234.542.5836 fax

https://pioneer-ks.org/  

 


Re: SUMMARY & NEXT STEPS: Are there gender differences in posting behavior in this community? #gender #peer-assist

Alina Pukhovskaya
 

Thank you Katrina for detailed update! 
I really appreciate the initiative and will check if I can be useful as volunteer too. Actually I did learn A LOT from the PDF summary that you sent out before. I am currently addressing this topic in a different community and trying to learn from both cases. 

On Wed, Apr 8, 2020 at 5:05 PM Katrina Pugh <katrinabpugh@...> wrote:
Hello, Alina and SIKM Leaders community

Thank you for asking about the SIKM gender/diversity initiative! 

We had a good response to the survey about the draft SIKM Blueprint. Next steps are to compile the ideas and topic suggestions, and to kick off a few projects with the volunteers who raised their hands. More detail to follow, but I can write that the potential projects (and initial volunteer organizers) are:

1. Community managers (Ivan Butina and Aprill Allen)

2. Live Discussions/Live Peer Assists (Nancy Dixon) 
(Many topics were crowd-sourced in the Survey.)

3. Using Groups.io (Susan Ostreicher)
(Update/make searchable our SIKM profiles, find threads, create tags, do polls, etc.)

4. Revise and post the Blueprint with your input from the survey (Stan Garfield, Kate Pugh, Nancy Dixon, Susan Ostreicher)

I'm happy to say that over 50 volunteers raised their hands, with great topic ideas. These discussions/projects will not only expand our learning, but also push forward the knowledge management / knowledge integration discipline.  

Please email Nancy, Susan or me privately if you missed the survey and want to volunteer.  

This has taken longer due to the Corona Virus, and we apologize. Stay tuned for more information on the Blueprint and projects -- and thanks for your tremendous inputs!

Kate, Nancy, Susan 

Katrina Pugh
AlignConsulting | Collaboration AI and Strategy 
Columbia University | Info and Knowledge Strategy Master's Program Faculty


On Mon, Apr 6, 2020 at 6:16 PM Alina Pukhovskaya <alina.pukhovskaya@...> wrote:
I really enjoyed this discussion. I wonder if there is a follow up that I missed? Thank you! 

Best, 
Alina Pukhovskaya 


On Wed 4 Dec 2019 at 19:12 Katrina Pugh <katrinabpugh@...> wrote:
Hello, SIKM Community
I hope you all had great a Thanksgiving in the US (and that the international community enjoyed not having to entertain a dozen people!)

I’m re-sending the summary and next steps that Nancy Dixon and I wrote from the gender and diversity discussion two weeks ago. Thank you, several of you, who have responded and volunteered. 

I’m sending my note again with the summary. Please would you let Nancy and me know if you would like to participate in a live, 1-hour Skype or Zoom with fellow SIKM’ers to evaluate the SIKM design/facilitation/operation ideas that people proposed? We’d like to have the meetings later in December at times suitable for different time zones.

Thanks
Kate

Katrina Pugh
AlignConsulting | Collaboration, Analytics and Strategy
Columbia University | Information and Knowledge Strategy Master of Science Program
Mobile: 617-967-3910

Begin forwarded message:

From: "Katrina Pugh via Groups.Io" <katrinabpugh@...>
Date: November 27, 2019 at 2:15:04 PM EST
To: SIKM@groups.io
Subject: [SIKM] SUMMARY & NEXT STEPS: Are there gender differences in posting behavior in this community?
Reply-To: SIKM@groups.io

Hello, SIKM Community 

Thank you for your courageous and insightful comments on your experience of gender and difference in our SIKM community. Nancy Dixon and I read every line in every post, parsed them, coded them, tallied common themes, and summarized this for us all to consider.(Please see attached.) (nancydixon@..., Katrinabpugh@...)

We summarized this with the goal of inquiring, not placing judgment. We may have missed some nuances or thoughts, so, please feel free to send us updates (emails in the attached).

Next steps will be two live one-hour discussions each including approximately six people, and representing a balance of genders, regions, experience levels and job types. If you would like to be a part of these discussions, please let Kate Pugh and Nancy Dixon know (emails in the attached), and if there is space available, we will contact you.. 

We hope to conduct those discussions over the next month, and bring back concrete recommendations. We will also conduct a survey of the full community to assess those recommendations. 

Thanks and Happy Thanksgiving!
Kate and Nancy

Katrina Pugh
AlignConsulting | Collaboration AI and Strategy 
Columbia University | Info and Knowledge Strategy Master's Program Faculty
Mobile 617-967-3910

--
Best regards,
Alina Pukhovskaya




Re: Organizational Virus? #COVID-19

Mila Malekolkalami
 

Hi Pavel 
Thanks for your email.
I would be grateful if you could send me your paper and its explanations.

Thanks.🌷 


On Sat, Apr 11, 2020 at 4:08 PM, Pavel Kraus
<p.kraus@...> wrote:
Hi Mila,

we at Swiss Knowledge Management Forum have been using our 3 Sphere Model to arrange KM-Techniques into a continuum of knowledge, action and information.
This could be also beneficial in any type of audit, because it clarifies right or wrong usage of methods, techniques and technology.

Since its launch, this model has already successfully prevented costly start-up errors in KM projects. Recently, we have discussed it together with Edwin Morris in his show:
https://www.youtube.com/watch?v=cFd2Qpb_cj0

If interested, I can elaborate more on this.
Pavel
 
Hello every one!
I'm writing an article about a knowledge audit model in hospitals ( related to covid-19).
The method is literature review and then suggest a model for auditing knowledge.
I want to use the models introduced from 2015 to 2020.
But I can't find a source that includes these kinds of models in order or even introduces them.
Could you please introduce me a source if you have any information about it?
I need some help to continue😊
Thanks


On Fri, Mar 27, 2020 at 6:11 PM, Dennis Pearce
I recently wrote a blog post arguing that coronavirus is an an organizational virus as well as a biological one.  Would be interested in others' thoughts on this.
https://www.linkedin.com/pulse/coronavirus-organizational-virus-just-human-one-dennis-pearce/


Re: Organizational Virus? #COVID-19

 

Hi Mila,

we at Swiss Knowledge Management Forum have been using our 3 Sphere Model to arrange KM-Techniques into a continuum of knowledge, action and information.
This could be also beneficial in any type of audit, because it clarifies right or wrong usage of methods, techniques and technology.

Since its launch, this model has already successfully prevented costly start-up errors in KM projects. Recently, we have discussed it together with Edwin Morris in his show:
https://www.youtube.com/watch?v=cFd2Qpb_cj0

If interested, I can elaborate more on this.
Pavel
 

Hello every one!
I'm writing an article about a knowledge audit model in hospitals ( related to covid-19).
The method is literature review and then suggest a model for auditing knowledge.
I want to use the models introduced from 2015 to 2020.
But I can't find a source that includes these kinds of models in order or even introduces them.
Could you please introduce me a source if you have any information about it?
I need some help to continue😊
Thanks


On Fri, Mar 27, 2020 at 6:11 PM, Dennis Pearce
I recently wrote a blog post arguing that coronavirus is an an organizational virus as well as a biological one.  Would be interested in others' thoughts on this.
https://www.linkedin.com/pulse/coronavirus-organizational-virus-just-human-one-dennis-pearce/


Data wrangling for data management #data-science

 

Hi all, and hope everyone is safe …

 

I’m busy developing an entirely remote technical training course for teaching data wrangling and validation for a team of people in Cote d’Ivoire. All the material is released under open licence at:

 

https://github.com/whythawk/data-wrangling-and-validation

 

The content is in French and English, and I’d love feedback (this is being collated at high speed from existing course material that has usually been taught in-person).

 

First lesson is up, and the remaining lessons will go up over the next two weeks.

 

Regards

 

Gavin

 

>--------------------<

Gavin Chait is a data scientist and development economist at Whythawk.

uk.linkedin.com/in/gavinchait | twitter.com/GavinChait | gavinchait.com

 


Re: Courses on Narrative Design? #storytelling #learning

 
Edited

Thanks, everyone. So many great pointers to resources on this topic in one place! FYI, the LinkedIn post Stan recommended is one to bookmark for future reference (along with this thread). 
--
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts


Re: SUMMARY & NEXT STEPS: Are there gender differences in posting behavior in this community? #gender #peer-assist

Katrina Pugh
 

Hello, Alina and SIKM Leaders community

Thank you for asking about the SIKM gender/diversity initiative! 

We had a good response to the survey about the draft SIKM Blueprint. Next steps are to compile the ideas and topic suggestions, and to kick off a few projects with the volunteers who raised their hands. More detail to follow, but I can write that the potential projects (and initial volunteer organizers) are:

1. Community managers (Ivan Butina and Aprill Allen)

2. Live Discussions/Live Peer Assists (Nancy Dixon) 
(Many topics were crowd-sourced in the Survey.)

3. Using Groups.io (Susan Ostreicher)
(Update/make searchable our SIKM profiles, find threads, create tags, do polls, etc.)

4. Revise and post the Blueprint with your input from the survey (Stan Garfield, Kate Pugh, Nancy Dixon, Susan Ostreicher)

I'm happy to say that over 50 volunteers raised their hands, with great topic ideas. These discussions/projects will not only expand our learning, but also push forward the knowledge management / knowledge integration discipline.  

Please email Nancy, Susan or me privately if you missed the survey and want to volunteer.  

This has taken longer due to the Corona Virus, and we apologize. Stay tuned for more information on the Blueprint and projects -- and thanks for your tremendous inputs!

Kate, Nancy, Susan 

Katrina Pugh
AlignConsulting | Collaboration AI and Strategy 
Columbia University | Info and Knowledge Strategy Master's Program Faculty



On Mon, Apr 6, 2020 at 6:16 PM Alina Pukhovskaya <alina.pukhovskaya@...> wrote:
I really enjoyed this discussion. I wonder if there is a follow up that I missed? Thank you! 

Best, 
Alina Pukhovskaya 


On Wed 4 Dec 2019 at 19:12 Katrina Pugh <katrinabpugh@...> wrote:
Hello, SIKM Community
I hope you all had great a Thanksgiving in the US (and that the international community enjoyed not having to entertain a dozen people!)

I’m re-sending the summary and next steps that Nancy Dixon and I wrote from the gender and diversity discussion two weeks ago. Thank you, several of you, who have responded and volunteered. 

I’m sending my note again with the summary. Please would you let Nancy and me know if you would like to participate in a live, 1-hour Skype or Zoom with fellow SIKM’ers to evaluate the SIKM design/facilitation/operation ideas that people proposed? We’d like to have the meetings later in December at times suitable for different time zones.

Thanks
Kate

Katrina Pugh
AlignConsulting | Collaboration, Analytics and Strategy
Columbia University | Information and Knowledge Strategy Master of Science Program
Mobile: 617-967-3910

Begin forwarded message:

From: "Katrina Pugh via Groups.Io" <katrinabpugh@...>
Date: November 27, 2019 at 2:15:04 PM EST
To: SIKM@groups.io
Subject: [SIKM] SUMMARY & NEXT STEPS: Are there gender differences in posting behavior in this community?
Reply-To: SIKM@groups.io

Hello, SIKM Community 

Thank you for your courageous and insightful comments on your experience of gender and difference in our SIKM community. Nancy Dixon and I read every line in every post, parsed them, coded them, tallied common themes, and summarized this for us all to consider.(Please see attached.) (nancydixon@..., Katrinabpugh@...)

We summarized this with the goal of inquiring, not placing judgment. We may have missed some nuances or thoughts, so, please feel free to send us updates (emails in the attached).

Next steps will be two live one-hour discussions each including approximately six people, and representing a balance of genders, regions, experience levels and job types. If you would like to be a part of these discussions, please let Kate Pugh and Nancy Dixon know (emails in the attached), and if there is space available, we will contact you.. 

We hope to conduct those discussions over the next month, and bring back concrete recommendations. We will also conduct a survey of the full community to assess those recommendations. 

Thanks and Happy Thanksgiving!
Kate and Nancy

Katrina Pugh
AlignConsulting | Collaboration AI and Strategy 
Columbia University | Info and Knowledge Strategy Master's Program Faculty
Mobile 617-967-3910

--
Best regards,
Alina Pukhovskaya


Podcasts & Videocasts: Chatbots #video #podcast #AI

Matt Moore <innotecture@...>
 

Hi,


I hope everyone is staying safe.

We ran the chatbot event last night.
Bora Wiemann - Overview & Bosch case study: https://www.youtube.com/watch?v=Qj2cMBnCuFY
Indra - UTS Library case study: https://www.youtube.com/watch?v=_JnBabm1Cd0
Aoife - Chatbots in marketing: https://www.youtube.com/watch?v=jPw-SQkgmV4
Panel Q&A: https://infoinnouts.podbean.com/e/panel-qa-chatbots/

Regards,

Matt Moore


Re: Courses on Narrative Design? #storytelling #learning

John Hovell
 

Ah yes, thanks Stan, Matt, Kate and no doubt more coming… Building on Kate’s reminder, here’s the recent virtual knowledge café (first few minutes anyway) from John Lewis - https://www.youtube.com/watch?v=a1mWCsrCbb4&feature=youtu.be

 

Thanks,

John

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Katrina Pugh
Sent: Wednesday, April 8, 2020 1:25 PM
To: SIKM@groups.io
Subject: Re: [SIKM] Courses on Narrative Design?

 

Hello, Tom, John, SIKM 

Try John Lewis’ “Story Thinking” - a novel way of imagining the future through narrative. 

 

Cheers

Kate

Katrina Pugh

AlignConsulting | Collaboration, Analytics and Strategy

Columbia University | Information and Knowledge Strategy Master of Science Program

Mobile: 617-967-3910



On Apr 8, 2020, at 12:56 PM, John Hovell <johnhovell@...> wrote:



Hi Tom and SIKM,

 

Regarding #NarrativeDesign and #Storytelling, a few names that come to mind are Steve Denning, Madelyn Blair, Thaler Pekar, Svend Erik Engh, Cilian Fennell, Victoria Ward, and Golden Fleece Group might still exist. I’m embarrassing probably forgetting several names, apologies. They may or may not have online courses, but surely would know of some recommendations, and post quite a bit online…

 

Hope that helps with the search?

John

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Tom Short
Sent: Wednesday, April 8, 2020 12:48 PM
To: SIKM@groups.io
Subject: [SIKM] Courses on Narrative Design?

 

Ok, KMers. A quick google search on “narrative design courses” produced a long list of results, all revolving around video game design - which is distinctly not my interest. More along the lines of narrative design as it applies to business and marketing.

Time to tap into the SIKM braintrust. Any good online (or IRL) courses on narrative design that you would recommend? #NarrativeDesign #Storytelling

Thanks in advance for any info/tips/pointers/reviews!
 
-Tom
--

Tom Short Consulting
TSC

+1 415 300 7457

All of my previous SIKM Posts

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