Date   

Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Bernadette Boas <bernadette.boas@...>
 

Tom, Validas and others,

 

I know I am late to this discussion, but having just gone through some experiences lately, I thought I would share:

 

I agree that many people, employed and unemployed, do not build a network, and work that network , while they have a job, or when they do not. And why not, even when you have a job a network is key to new projects, challenges and opportunities, even new jobs.

 

Though I just started my own business, I spent the first part of the year with an Outplacement Group, that did a fantastic job in training, coaching and teaching how to network a room, gather key information and contacts from current and new acquaintances and sources, and how to leverage all of that new found network in your job search, promotion, etc.  Some of their pointers were:

 

-          Stressed that the best time to look for a job was when you have a job – therefore building, maintaining and enhancing your network is critical

-          Held “Working the Room” networking training sessions using mock scenarios for making introductions, asking the right questions, and closing for a valuable contact or source name

-          Stressed that people should not position their networking discussions as ‘job search’, but more so information gathering sessions to collect ideas, suggestions and guidance from the individual, vs. wanting to know something about a job.

o   This concept was the key piece to the issue; current networks do not have new information to share.

§  They absolutely do, but since they know you so well, and ‘the hunt for a job opening’ is the usual thing someone is asking for when ‘must do networking’, their mind gets turned off to new ideas, what they are thinking is “oh gosh, I do not know of any job openings or have any’

§  I have learned and it is preached, everyone wants to help you, therefore be sure to ask and position what it is you may need properly, so they can.

o   Instead, use every networking activity as ‘information gathering’, collecting ideas, suggestions and guidance from new folks, and especially from your current long standing network. When requesting time with someone; tell them that “I want to gather your ideas, suggestions and guidance” that will support my networking activities…..and you will be amazed at how many contacts and new ideas they will share.

§  I have significant proof that this approach works, as my current network was and is key to my ability to find opportunities, projects and clients.

o   And again, as Valdis said below, none of us can look at networking as a temporary short term thing. We never know what is going to happen; good or bad, we need to work and grow our network for any of it that may occur.

o   Pay Forward – in the last several months, I have focused a good amount of time on helping others find jobs, leads and contacts; even before I was provided any. I have found that paying forward and helping others, has a 2-3 time return back, of contacts, leads and opportunities. When people see that you are helping others and opening your network to them, they work really hard to help you.:)

 

 

One last thing: there is great debates on whether size of networks, and ensuring all are quality contacts for you, is a critical element for successful networks. I too have learned that a not so quality contact may not be useful to me today, but down the road, they could be. Therefore, unless someone is completely harmful to your network, add them. You never know when you can use them. And again, I have found 1-2 instances of that happening with me.

 

I hope that is useful.

 

 

Bernadette Boas

678-438-1908

The Boas Group

Bernadette.boas@...

 

“Driving Change, Delivering You Results”

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Valdis Krebs
Sent: Tuesday, June 10, 2008 6:41 PM
To: sikmleaders@...
Subject: Re: [sikmleaders] Re: Counter-intuitive finding regarding one's personal social network

 

Tom,

None, as far as I know. I am coaching several recently riffed friends
in "network building". The only thing many of these professional
outplacement firms[every friend got a different firm based on his/her
past employer] do is to proclaim networking as a "must do" activity --
but they do not back it up with training/coaching/teaching.

The one common problem I see in most of my recently riffed friends is
they did NOT build their network before they needed it. And what ties
they had were all massively redundant to their immediate corporate
colleagues -- many who got let go together with them.

They are madly networking now, but everyone they now meet knows they
have a transaction they are anxious to pull out of their back
pocket... "needy networking" [as I call it] has a large failure rate.

The message I keep repeating: The network you are building now should
not atrophy once you get your new job! In fact use your new job to
expand and diversify your network -- always have several paths in case
your job ends tomorrow. I also keep reminding them that quantity is
not the answer -- build a strategic, wide-ranging network, with both
strong and weak ties. Size is not the prize -- it is reach that
matters.

Valdis

On Jun 10, 2008, at 4:40 PM, Tom Short wrote:

> Now I find myself
> wondering how many of the job search agencies are aware of these
> findings, and incorporate the conclusions into their "how to"
> materials on networking for job seekers. I haven't seen anything
> about "weak ties" being so valuable. Interesting!


Re: How to effectively operate on two separate networks? #CoP

Sharon Wilson
 
Edited

There may be some learnings in the US government with its
Intellipedia. Two CIA employees, Sean Dennehy and Don Burke,
presented "From the Bottom-Up: building the 21st Century
Intelligence Community" today at the Enterprise 2.0 conference in
Boston.

http://web.archive.org/web/20080804031402/http://www.informationweek.com/news/internet/web2.0/showArticle.jhtml?articleID=208400903

Regards from Boston,
Sharon


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Valdis Krebs <valdis@...>
 

A better way to think of weak ties is as "bridging" ties -- connections you have to people that run in different circles and therefore have access to different information/knowledge/opinions/ ideas/etc than you do.

Valdis

On Jun 10, 2008, at 5:32 PM, Erick Thompson wrote:

Tom,

One more tidbit on weak ties.

A close friend and colleague from British Telecom once told me that your close knit group of strong ties will give you great access and deep sharing, but not so much new knowledge and connections because you already read the same books, think the same thoughts as your close group.

It is the weak ties where you get the greatest extension of your knowledge, network and new perspectives.

Erick J Thompson
Partner | Interactive Knowledge Solutions LLC
erick@...
(612) 235-6358 Office | (612) 605-4827 Fax
(612) 384-0980 Mobile



From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Tom Short
Sent: Tuesday, June 10, 2008 3:40 PM
To: sikmleaders@...
Subject: [sikmleaders] Re: Counter-intuitive finding regarding one's personal social network

Thanks, all, for your thoughts, pointers and insights. The
Granovetter work was especially illuminating and helpful. Hadn't
heard of him before - very helpful pointer.

So that pretty much clears up my question. Now I find myself
wondering how many of the job search agencies are aware of these
findings, and incorporate the conclusions into their "how to"
materials on networking for job seekers. I haven't seen anything
about "weak ties" being so valuable. Interesting!


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Valdis Krebs <valdis@...>
 

Tom,

None, as far as I know. I am coaching several recently riffed friends in "network building". The only thing many of these professional outplacement firms[every friend got a different firm based on his/her past employer] do is to proclaim networking as a "must do" activity -- but they do not back it up with training/coaching/teaching.

The one common problem I see in most of my recently riffed friends is they did NOT build their network before they needed it. And what ties they had were all massively redundant to their immediate corporate colleagues -- many who got let go together with them.

They are madly networking now, but everyone they now meet knows they have a transaction they are anxious to pull out of their back pocket... "needy networking" [as I call it] has a large failure rate.

The message I keep repeating: The network you are building now should not atrophy once you get your new job! In fact use your new job to expand and diversify your network -- always have several paths in case your job ends tomorrow. I also keep reminding them that quantity is not the answer -- build a strategic, wide-ranging network, with both strong and weak ties. Size is not the prize -- it is reach that matters.

Valdis

On Jun 10, 2008, at 4:40 PM, Tom Short wrote:

Now I find myself
wondering how many of the job search agencies are aware of these
findings, and incorporate the conclusions into their "how to"
materials on networking for job seekers. I haven't seen anything
about "weak ties" being so valuable. Interesting!


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Erick Thompson <erick@...>
 

Tom, 

 

One more tidbit on weak ties.

 

A close friend and colleague from British Telecom once told me that your close knit group of strong ties will give you great access and deep sharing, but not so much new knowledge and connections because you already read the same books, think the same thoughts as your close group.  

 

It is the weak ties where you get the greatest extension of your knowledge, network and new perspectives.

 

Erick J Thompson

Partner | Interactive Knowledge Solutions LLC

erick@...

(612) 235-6358  Office | (612) 605-4827  Fax

(612) 384-0980  Mobile

 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Tom Short
Sent: Tuesday, June 10, 2008 3:40 PM
To: sikmleaders@...
Subject: [sikmleaders] Re: Counter-intuitive finding regarding one's personal social network

 

Thanks, all, for your thoughts, pointers and insights. The
Granovetter work was especially illuminating and helpful. Hadn't
heard of him before - very helpful pointer.

So that pretty much clears up my question. Now I find myself
wondering how many of the job search agencies are aware of these
findings, and incorporate the conclusions into their "how to"
materials on networking for job seekers. I haven't seen anything
about "weak ties" being so valuable. Interesting!


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Tom Short <tman9999@...>
 

Thanks, all, for your thoughts, pointers and insights. The
Granovetter work was especially illuminating and helpful. Hadn't
heard of him before - very helpful pointer.

So that pretty much clears up my question. Now I find myself
wondering how many of the job search agencies are aware of these
findings, and incorporate the conclusions into their "how to"
materials on networking for job seekers. I haven't seen anything
about "weak ties" being so valuable. Interesting!


Re: How to effectively operate on two separate networks? #CoP

Lee, Jim <jlee@...>
 

Tom,

 

Regarding the efficiency and requirements of working in two networks—I am familiar with those working in that environment as my clients. Both the US State Department as well as the US Navy have secure networks, NOFORN, classified, unclassified, unsecure networks to work within (or around). If you would like me to connect you to some personnel in each, please feel free to contact me directly.

 

 

Jim Lee, PMP

APQC

123 North Post Oak Lane

Houston, TX 77024

O: +1.713.893.7790   C: +1.216.338.3548

email: jlee@...

Yahoo, AOL, Skype IM: jimpmp2000

Windows Live Messenger: jimleesr@...

text messaging: 2163383548@...

 

 


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Carol H. Tucker
 


Re: How to effectively operate on two separate networks? #CoP

Gardner, Mike <Micheal.Gardner@...>
 

I have tried to provide some response to this question:
-How do you avoid duplication of information on both networks?
This is never easy but a few suggestions may be having clear processes
for what can be stored where. Is there a clear set of guidance as to
what is allowed in classified sites and what can then be promoted from
unclassified to classified sites. This is really just an administrative
/ governance approach that could assist in making sure the right content
is where it is meant to be
The second possibility is to use content rationalization tools to
identify duplicate content across the environments. There are tools
available that can be run against an environment and then against a
second environment and identify where there is duplication of content.
This is obviously not stopping content being loaded in the first place
but they can help in rationalizing what is there afterwards

-How do you keep info in synch?
Given the environments there are often times when you do need to
maintain duplicate content. Keeping this in synch is never easy. If
using metadata against documents you could identify a metadata tag to
highlight the fact that there is a duplicate document which might assist
a little (very manual and prone to errors, but probably as effective as
anything else).

-How do you seamlessly raise info from high to low and vice versa
when required?
Would have thought this has to be through defined workflows and
governance which are initiated when content needs to be raised from one
network to the other. Obviously there is no right or wrong answer, but
you might consider where the key overlaps are and concentrate on these.
Maybe create a templates section in the authorized section which can
then be used to take content out of down to the unauthorized section,
with feedback loops available for the improvements identified.

-How do you deal with an operation or exercise that has
approximately 50% unclass info and 50% classified info but that are
dealing with the same problems or issues?
Again think this is governance. Make sure there is a clear definition of
what classified means. Make sure that there s a clear definition as to
when to promote content to the classified network. Make sure there is a
way to identify templates that are classified and can be taken down and
used in the unclassified area.

-How to avoid over or under classification of info to make it "fit"
on the most convenient network?
This has to be a governance issue. Maybe with some support from things
like workflow.


Mike Gardner
EDS CIO EKM Team - EDS Taxonomist & Content Rationalization Leader
Telephone: +44 (0)1332 663964 (Home Office)
Mobile: +44 (0)7790 492991
Work from home, Derby, UK
micheal.gardner@...

We deliver on our commitments so you can deliver on yours.

This email contains information which is confidential and may be
privileged. Unless you are the intended addressee (or authorised to
receive for the addressee) you may not use, forward, copy or disclose to
anyone this email or any information contained in this email. If you
have received this email in error, please advise the sender by reply
email immediately and delete this email.

Electronic Data Systems Ltd
Registered Office:, Lansdowne House, Berkeley Square, London W1J 6ER
Registered in England no: 53419
VAT number: 432 99 5915

-----Original Message-----
From: sikmleaders@... [mailto:sikmleaders@...]
On Behalf Of condontm
Sent: 09 June 2008 10:01
To: sikmleaders@...
Subject: [sikmleaders] How to effectively operate on two seperate
networks?

Bonjour SIKM Leaders!

I am a Knowledge Manager at NATO HQ in Brussels Belgium and I would like
to get your thoughts on the following problem.

NATO HQ is in the process of totally revamping their network
infrastructure and their information environment and we have come to a
point on deciding what applications and processes will reside on the two
HQ networks (unclassified and classified) and how information flows
through the HQs and beyond.

I was wondering if you had any words of wisdom or could share any
lessons learnt on how to effectively work in a split network
environment. NATO is a multinational government ogranization but I
assume corporations have similar issues.

Issues include:
-How do you avoid duplication of information on both networks?
-How do you keep info in synch?
-How do you seamlessly raise info from high to low and vice versa
when required?
-How do you deal with an operation or exercise that has
approximately 50% unclass info and 50% classified info but that are
dealing with the same problems or issues?
-How to avoid over or under classification of info to make it "fit"
on the most convenient network?

Obviously it is easiest to keep all information at the higher level
(classified) network so that all information can be stored and used
there but then what do you do when you want to invite in partners (that
are not connected to the classified network) to participate/collaborate
or when the leadership goes on travel and they need to get critical
unclass/restricted information quickly over the internet?

Oh, I forgot to mention that the two networks must not connect for
security reasons.

Thanks,

Tom Condon
Information & Knowledge Management Officer NATO Headquarters, Brussels
Belgium
Office: +32 2 707 9851
Mobile: +32 4 725 23400
condon.thomas@...


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Valdis Krebs <valdis@...>
 

This is all explained in the book "Getting a Job" by Mark Granovetter. Written in 1974 it is very relevant today. Parts are very academic, but overall it is a very worthwhile read about how networks bring knowledge of job openings at some social distance. Granovetter is the originator of the term "strength of weak ties" ... which you have just stumbled across Tom.

Valdis

On Jun 9, 2008, at 8:23 PM, Tom Short wrote:

I'm in the midst of job hunting, looking for my next position. One of
the tools I am using extensively for this is networking - no surprises
there, I guess. I'm part of a job search work team that is operated
by the outplacement services firm I'm signed up with (part of my
severance package - very helpful), and each week we meet for a couple
hours to compare notes, help each out with ideas/suggestions/support,
etc.

When the topic of networking comes up we are all surprised to discover
that when we ask for help making new connections - for instance in a
target employer - the most help comes from people we don't know well,
or at all. This is in stark contrast with the lack of help we get
from those who we would normally consider closest to us - our close
personal friends and family members. I have experienced this myself -
it was quite surprising at first, but now I just consider it normal.

This seems quite counter-intuitive to me in terms of the way social
capital is supposed to work - or am I missing something?

Anyone know of any research on this, or have experience, either
similar to the contrary?


Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Patrick Lambe
 

I wonder if this is a function of your strong ties (people closer to you) seeing pretty much the same opportunity landscape you do, and moreover knowing your likes and dislikes, filter quite heavily before making suggestions?

Weaker ties see different opportunity landscapes from you, and don't know enough to filter.

This would be an interpretation folllowing Granovetter's classic 1973 article "The Strength of Weak Ties" 
American Journal of Sociology 78: 1360-1380.

However, the characteristics of the labour market and trust also seem to play a role in whether the weak ties work for you. see: http://individual.utoronto.ca/amarin/uploads/85749/job_info.pdf which suggests that people who are also job hunting are simply more alert and attentive to job opportunities than people who are not.

and Ronald Burt has done some good work on trust and information transfer, Structural Holes (1992) http://www.amazon.com/dp/0674843711?&camp=212361&creative=380733&linkCode=wey&tag=leavethegreat-20

Or it could just be you've been fortunate enough to bump into a bunch of nice strangers.

P


On 10 Jun 2008, at 8:23 AM, Tom Short wrote:

I'm in the midst of job hunting, looking for my next position. One of
the tools I am using extensively for this is networking - no surprises
there, I guess. I'm part of a job search work team that is operated
by the outplacement services firm I'm signed up with (part of my
severance package - very helpful), and each week we meet for a couple
hours to compare notes, help each out with ideas/suggestions/support,
etc. 

When the topic of networking comes up we are all surprised to discover
that when we ask for help making new connections - for instance in a
target employer - the most help comes from people we don't know well,
or at all. This is in stark contrast with the lack of help we get
from those who we would normally consider closest to us - our close
personal friends and family members. I have experienced this myself -
it was quite surprising at first, but now I just consider it normal.

This seems quite counter-intuitive to me in terms of the way social
capital is supposed to work - or am I missing something?

Anyone know of any research on this, or have experience, either
similar to the contrary?



Re: Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Matt Moore <laalgadger@...>
 

Tom,

I think you have just replicated one of the most
famous finding in social network research - Mark
Granovetter's 1973 paper "The Strength of Weak Ties".

http://www.stanford.edu/dept/soc/people/mgranovetter/documents/granstrengthweakties.pdf

"Of those finding a job through contacts, 16.7% said
they saw their contact often at the time, 55.6% said
occasionally and 27.8% rarely"

I sure Valdis could comment on this at length.

BTW Andrew McAfee has been using MG's tie-strength
stuff in some of his recent Enterprise 2.0
presentations.

Matt

P.S. GOod luck with finding a job.


Counter-intuitive finding regarding one's personal social network #jobs #SNA-ONA-VNA

Tom Short <tman9999@...>
 

I'm in the midst of job hunting, looking for my next position. One of
the tools I am using extensively for this is networking - no surprises
there, I guess. I'm part of a job search work team that is operated
by the outplacement services firm I'm signed up with (part of my
severance package - very helpful), and each week we meet for a couple
hours to compare notes, help each out with ideas/suggestions/support,
etc.

When the topic of networking comes up we are all surprised to discover
that when we ask for help making new connections - for instance in a
target employer - the most help comes from people we don't know well,
or at all. This is in stark contrast with the lack of help we get
from those who we would normally consider closest to us - our close
personal friends and family members. I have experienced this myself -
it was quite surprising at first, but now I just consider it normal.

This seems quite counter-intuitive to me in terms of the way social
capital is supposed to work - or am I missing something?

Anyone know of any research on this, or have experience, either
similar to the contrary?


Re: Looking for a twist on an age-old problem.... #expertise-location

Valdis Krebs <valdis@...>
 

OK, I don't see sociology as 30,000 feet only... but ethnography works
for me! Anthropology works for others. The important part is the
human social element of learning and teaching and diffusion.

Valdis

On Jun 9, 2008, at 12:04 PM, John D. Smith wrote:

Valdis,

Instead of "The sociology is MORE important than the technology!"
woudn't it
be "the ETHNOGRAPHY is more important than the technology..."?

All the issues you bring up are up close and very personal. All of
them are
social, but to me sociology says "distance, 30,000 feet view"...

John
*
* John D. Smith ~ Voice: 503.963.8229 ~ Skype: smithjd
* Portland, Oregon, USA http://www.learningAlliances.net
* see http://technologyforcommunities.com/tools/
* “You can't improvise on nothing, man,
you've gotta improvise on something.” -- Charles Mingus


------------------------------------

Yahoo! Groups Links



Re: Looking for a twist on an age-old problem.... #expertise-location

John D. Smith <john.smith@...>
 

Valdis,

Instead of "The sociology is MORE important than the technology!" woudn't it
be "the ETHNOGRAPHY is more important than the technology..."?

All the issues you bring up are up close and very personal. All of them are
social, but to me sociology says "distance, 30,000 feet view"...

John
*
* John D. Smith ~ Voice: 503.963.8229 ~ Skype: smithjd
* Portland, Oregon, USA http://www.learningAlliances.net
* see http://technologyforcommunities.com/tools/
* “You can't improvise on nothing, man,
you've gotta improvise on something.” -- Charles Mingus


Re: Looking for a twist on an age-old problem.... #expertise-location

Valdis Krebs <valdis@...>
 

You make a couple of good points Mike. They fit in with my experience with these issues.
1) NEVER let people rate their own expertise/ability/knowledge. Let the knowledge seekers reveal who is useful and in which context. X is useful when I need a detailed answer, Y is good for a quick answer and Z is good for answers about client ABC.
2) Don't look at gross knowledge/expertise, look at ACCESSIBLE knowledge/expertise. I have seen dozens and dozens of situations where an organization hires the "best and the brightest" and the person flops. They ARE brilliant but can't fit into the culture or they ARE expert AND a jerk at the same time. In both cases the knowledge /expertise is NOT available to the organization -- you are overpaying for unused talent! Look at who is used/utilized -- find out why. Learn from the emergent.
3) Searching experts does not always work... you often need to access expertise/knowledge via relationships. Not only to access the right knowledge[see 1 above], but the transfer of the knowledge often requires more than just emailing a Powerpoint or a PDF. Complex knowledge transfer requires mentoring/coaching/iteration -- i.e. a relationship, focus on a particular context. and willingness for both parties to proceed.

The sociology is MORE important than the technology!

Valdis

On Jun 9, 2008, at 8:09 AM, Gardner, Mike wrote:

The problem of expertise location is firstly one of what is meant by
expertise and who is defining that expertise. For instance, are users
defining their own expertise, or is it based on corporate toolsets which
maintain expertise. Facebook type approaches are all based on users
defining their own expertise. This can mean users over-estimate their
capabilities in some cases (while others underestimate their
capabilities). What can be needed is some way to rate those experts as
well (though politically this can be difficult).
The key is simply having an ability to define expertise from a
consistent list of expertise capabilities and an ability to easily
search all the experts. The additional functions such as relationships
between those staff (sometimes shown in social networking applications)
is simply additional (useful) information.


Re: Looking for a twist on an age-old problem.... #expertise-location

Gardner, Mike <Micheal.Gardner@...>
 

I don't think there are two different things here as current tools are
providing these types of functionality in to a single application. The
problem of expertise location is firstly one of what is meant by
expertise and who is defining that expertise. For instance, are users
defining their own expertise, or is it based on corporate toolsets which
maintain expertise. Facebook type approaches are all based on users
defining their own expertise. This can mean users over-estimate their
capabilities in some cases (while others underestimate their
capabilities). What can be needed is some way to rate those experts as
well (though politically this can be difficult).
The key is simply having an ability to define expertise from a
consistent list of expertise capabilities and an ability to easily
search all the experts. The additional functions such as relationships
between those staff (sometimes shown in social networking applications)
is simply additional (useful) information.


Mike Gardner
EDS CIO EKM Team - EDS Taxonomist & Content Rationalization Leader
Telephone: +44 (0)1332 663964 (Home Office)
Mobile: +44 (0)7790 492991
Work from home, Derby, UK
micheal.gardner@...

We deliver on our commitments so you can deliver on yours.

This email contains information which is confidential and may be
privileged. Unless you are the intended addressee (or authorised to
receive for the addressee) you may not use, forward, copy or disclose to
anyone this email or any information contained in this email. If you
have received this email in error, please advise the sender by reply
email immediately and delete this email.

Electronic Data Systems Ltd
Registered Office:, Lansdowne House, Berkeley Square, London W1J 6ER
Registered in England no: 53419
VAT number: 432 99 5915

-----Original Message-----
From: sikmleaders@... [mailto:sikmleaders@...]
On Behalf Of imthebigq
Sent: 06 June 2008 14:50
To: sikmleaders@...
Subject: [sikmleaders] Looking for a twist on an age-old problem....

I'm interested in finding organizations that have solved the problem of
expertise location. Who's good at knowing who they know? We old- timers
in the KM business have grown up with purpose built expertise locator
applications, but what about the ability to use social networking ways?
Can they both peacefully co-exist? Should they?

Any organization from anywhere is fair game. In fact, I'd love to find
non-North American organizations that have figured it out.

Thanks in advance for any help.

jim


How to effectively operate on two separate networks? #CoP

Tom Condon
 

Bonjour SIKM Leaders!

I am a Knowledge Manager at NATO HQ in Brussels Belgium and I would
like to get your thoughts on the following problem.

NATO HQ is in the process of totally revamping their network
infrastructure and their information environment and we have come to
a point on deciding what applications and processes will reside on
the two HQ networks (unclassified and classified) and how information
flows through the HQs and beyond.

I was wondering if you had any words of wisdom or could share any
lessons learnt on how to effectively work in a split network
environment. NATO is a multinational government ogranization but I
assume corporations have similar issues.

Issues include:
-How do you avoid duplication of information on both networks?
-How do you keep info in synch?
-How do you seamlessly raise info from high to low and vice versa
when required?
-How do you deal with an operation or exercise that has
approximately 50% unclass info and 50% classified info but that are
dealing with the same problems or issues?
-How to avoid over or under classification of info to make
it "fit" on the most convenient network?

Obviously it is easiest to keep all information at the higher level
(classified) network so that all information can be stored and used
there but then what do you do when you want to invite in partners
(that are not connected to the classified network) to
participate/collaborate or when the leadership goes on travel and
they need to get critical unclass/restricted information quickly over
the internet?

Oh, I forgot to mention that the two networks must not connect for
security reasons.

Thanks,

Tom Condon
Information & Knowledge Management Officer
NATO Headquarters, Brussels Belgium
Office: +32 2 707 9851
Mobile: +32 4 725 23400
condon.thomas@...


Re: Looking for a twist on an age-old problem.... #expertise-location

Jerry Ash <jash@...>
 

Hi Jim.

I did a case report for Inside Knowledge magazine several years ago on a expertise locator system at Lend Lease Corp. in Australia that was NOT software driven. You can read a text version of the article at:

http://www.kwork.org/Stars/cullen_rumizen.html#PDF
--
Jerry Ash
* Managing Editor, Inside Knowledge magazine
* Author, 'New Generation Knowledge Management' series
* Founder, manager, Association of Knowledgework (AOK)
* KM Coach

Email: jash@...
Phone: 813.634.4397
URLs: www.IKmagazine.com | www.kwork.org


Re: Looking for a twist on an age-old problem.... #expertise-location

Valdis Krebs <valdis@...>
 

We have done many dozens of projects with social network analysis to locate experts, mentors, advisors, influencers. We started this work at TRW Space & Electronics in Redondo Beach, CA in the early 1990s -- before KM was a phrase/field! Here is a brief example from another client:

http://www.orgnet.com/experts.html

Some of this early TRW work was written up by the Corporate Leadership Council...

http://www.orgnet.com/orgnetmap.pdf

Our client, IBM Global Services, has also done many projects like this. In fact, they have a 100+ person community of practice around SNA/ONA. I will forward this email to one of the leaders of that CoP. and ask for more references.


Valdis Krebs
+1 440 331 1222
valdis@...
http://www.orgnet.com
http://www.networkweaving.com/blog

On Jun 6, 2008, at 9:49 AM, imthebigq wrote:

I'm interested in finding organizations that have solved the problem
of expertise location. Who's good at knowing who they know? We old-
timers in the KM business have grown up with purpose built expertise
locator applications, but what about the ability to use social
networking ways? Can they both peacefully co-exist? Should they?

Any organization from anywhere is fair game. In fact, I'd love to find
non-North American organizations that have figured it out.

Thanks in advance for any help.

jim

9141 - 9160 of 9974