1. Get ahead of the curve.  “Thousands of uncoordinated wikis and blogs in your company is anti-knowledge-sharing.”
2. Recognize when collaboration will work.  In James’ talk, he gives two key criteria: A sense of purpose and a Clear sense of community.  And he talks through several examples of using these criteria.
3. Understand where collaboration fits in.  Internet need not be in conflict with the Intranet, as the purposes are different between the outside world and the internal world.
4. Establish a portfolio of tools.  One tool will NOT unite them all.
5. Identify an owner of collaboration.  Not sure who should be the “collaboration czar” or where it should fit.
6. Define boundaries and relationships.
7. Establish policies and support.
8. Start by ‘gardening.’ x
9. Focus on business needs.  “Pilot in an area that people care about.”  Don’t bother piloting in IT or in the KM team.  They aren’t normal people!
10. Don’t forget it’s all about the people!  Of course!  But I hope we can say this with a bit of a smile, as it seems a cliche.  Just like “It’s not about the tools.”

Il nous présente aussi une réalité déjà en marche, celle que nous allons être des travailleurs du savoir avec des défis très important. Voici un long extrait de sa vision :

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I’m now convinced that “knowledge workers” in the 21st century (i.e. anyone who spends a significant portion of their time processing information, which these days is most of us) need skills (S), tools (T) and processes (P) in six areas, none of which they currently possess:

1. Personal Content Management (S,T,P): Help, and tools, that enable workers to organize their own knowledge (on their hard drives and wherever else they keep it), and ’subscribe’ to others’ content and ‘publish’ their own. I put the terms ’subscribe’ and ‘publish’ in quotes because this is simple, informal, RSS-based publishing of and subscribing to informal content (blogs etc.), for no charge. This is the model that is replacing the old KM 1.0 process of ’submitting’ information to large, centralized, indexed repositories.
2. Simple Virtual Presence and Enabling Conversations (T,S,P): Real-time, intuitive technologies that enable recordable IM, VoIP, desktop video, file-sharing and screen-sharing, and allow users to switch between them simply, and to find and connect with the people who have the knowledge they seek. This technology is needed to help people self-organize communities of passion and converse easily and competently with people in these communities.
3. Environmental Scanning and Sensemaking (S,P,T): The capacity to add meaning, sense and value to information, in at least five ways:
   • Alerts and Briefings: Filtering the firehose of new information to decipher what’s both new and important, and précis what people in the organization need to be aware of
   • Research: Asking the right questions about information to distil what it all means, what it implies, and the risks and opportunities it presents
   • Guidance: Competent, understandable, practical, strategic advice on what actions are recommended in the organization
   • Events: Peer-to-peer, community-of-passion-organized and -managed events (physical and virtual) that allow knowledge-sharing and collaborative conversations among the people who care about the issue
   • Self-Assessment Tools: Means by which those affected can self-assess their knowledge, skills, strategy, and capacity to act on an issue
4. Professional Research Capacity and Risk/Opportunity Assessment (S,P): Everyone needs to be a competent researcher — this is essential to innovation. Most people think research is the same as search, and very few schools teach how to do research properly. Information professionals need even deeper research skills, to teach and assist the other employees of the organization, and they also need to learn their employer’s business, to make effective use of the research they do. In doing so, they develop the capacity to understand and articulate the risk implications and innovation opportunities that emerge from new information, and the cost of not knowing. Some current examples of risk areas for assessment: The impact of climate change, the threat of pandemics, exposure to currency collapse, interest rate spikes and oil price spikes and shortages, business continuity and reputation risks, and the threat of disruptive innovations by companies not currently seen as competitors.
5. Just-in-Time Canvassing (P, T): Only rarely do front-line employees have sufficient lead time to obtain precise, accurate, detailed information, and most of the time they don’t need it. They need a fast, approximately-right, summarized answer, now. To get it they need a process for quickly canvassing all the people who might provide that approximately-right answer, in next to real time.
6. Story Crafting, Story Telling, Story Collecting and Story Recording (S,P,T): We are learning that one of the most effective ways of conveying information with the necessary context to know what it means is through stories. Crafting a story entails re-creating it in an understandable, visual, concise way. The new book Back of the Napkin presents a simple and compelling way to do this, but there are many other methods. Also needed are multimedia tools that collect and record stories and anecdotes, and the skills to use them.

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Vraiment, je considères que cette vision est absolument vrai et est notre défi comme personnes oeuvrant dans les organisations de nos civilisations. n.b. Liser les petits caractères au bas de son billet, M. Pollard prédit un crash économique en 2030 et la fin de notre civilisation en 2060-2070 !!!!! Réagissons alors!

Ce blogue sur les connaissances 2.0 est complémentaire avec celui sur les communautés 2.0 et celui sur l’éducation 2.0. Ensemble, ils forment 3 axes d’analyses sur ce que sera l’organisation 2.0.

Suivez-moi et accrochez-vous !