Social Networking in Government
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Social Networking in Government

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Explains the need for collaboration across departments; outlines the nature of social networking and provides examples.

Explains the need for collaboration across departments; outlines the nature of social networking and provides examples.

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  • Full Name Full Name Comment goes here.
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  • Certainly a step forward in thinking Albert. You might want to take a look at the TallyFox product for accomodating your objectives as clarified here...
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  • Your presentation, my critical analysis

    Overall, not bad, but here are some comments :

    Slides 3 - 8 Lots of definitions, how about one on Collaboration, which is the theme of the section?
    Slide 13 - If everyone is linked to everyone else, you don't need all the links, you can have all the blue circles inside one larger circle. A better network diagram would have linked clusters, or nodes, that link to clusters.
    Slide 14 - Do you have data to prove this statement? I have another: A chain is only as strong as it's weakest link.
    Slide 15 - I actually like this slide. Only comment is that the explanations for each principle could have been in a larger font to make it easier to read. Also, not sure what planetary knowledge ecosystems means (but it does sound environmentally friendly, so that's good!)
    Slide 16 - In SWOT, opportunities and threats refer to things outside of the organization, while strengths and weaknesses are internal to the organization. 'Is the crowd wise' does not make sense as a threat. 'Free expression poses risk' does not make sense. Mandate is an internal issue. Also, how can you have 'world class solutions' (And what is world class anyways?) if you have unknown quality and your mature workers are not involved?
    Slide 18 - The Lego company only has one 'L'. It was also a successful company before computers were used for business, and networking became the buzzword it is today.
    Slide 20 - These are the same challenges that effect ANYTHING. The same list can be used as challenges to creating farming tax incentives. Also, there is a picture of Sisyphus (The man pushing the rock). This does not bode well for solving the challenges: Sisyphus was cursed by the Greek gods to roll that rock uphill, and everyday the rock would roll back to the bottom. It is an allegory for frustration, pointless tasks, and insurmountable challenges.
    Slide 21 - Again, the list is generic and applies to ANYTHING. Thankfully, there is a nice clever picture of a rainbow, so everything is going to be OK! I'm sure the people at CFIA were happy to see a rainbow in the presentation. Rainbows are critical to understanding social networking, and using the space the rainbow took up, to explain any details about the more CRITICAL challenges listed, well, would not have had the same effect as a nice rainbow.
    Slide 22 - This slide just confuses me. I don't know how you capture value by feeding people into a machine. But at least they look happy!
    Slide 26 - Another general list. Don't you feel that you now know what direction to take? The next step that should be done? Hmm, I should consider BOTH strengths AND weaknesses! Wow, it sure is a good thing that a PhD was hired, I only thought I needed to consider one OR the other...

    Final thoughts: I just hope that my sarcastic humour isn't taken out of context. It isn't that I found this to be a bad presentation, because it isn't, it is just that CFIA is probably run by a group of really smart and educated people, and they could probably use something less generalized and 'copy and paste' if they are moving forward on such a broad topic.
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  • Very well explained.

    Mark Chang, www.free-ringtones.co.in/ www.free-ringtones-for-sprint.com/
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  • social media for gov
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  • Hi Dr. Simard - Thanks for sharing this slide deck. I've got a US version of 'Social Networks and Government' here on SlideShare at:

    http://www.slideshare.net/akrzmarzick/government-20-boot-camp-social-virtual-networking-and-government

    - Andy
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  • This presentation describes a knowledge services framework that positions knowledge management in a business context and supports a strong business case for KM.

Transcript

  • 1. Dr. Albert Simard Presented to AAFC - Nov. 4, 2008, Ottawa, ON Social Networking in Government
  • 2. Outline
    • Collaboration
    • Networks
    • Implementation
  • 3. Strategy
    • “ We must aggressively break down the barriers that stand in the way of more strategic S&T collaborations among federal departments and agencies and between the federal S&T Community and universities, industry, and the non-profit sector.”
    (Mobilizing Science and Technology to Canada’s Advantage, in: Neish, 2007)
  • 4. Formal Agreement
    • Charter - Legal agreement to jointly achieve common objectives, within a management framework , with duplicate records and accountability and joint rights and responsibilities.
    • Nature: Clearly specified roles, rights, responsibilities, authorities, accountabilities, and reporting. (structured, bureaucratic, minimizes risk).
  • 5. Types of Formal Agreements
    • Contractors: One-on-one; superior/ subordinate; single ownership of IP
    • Partnerships: Two or more; among equals; joint ownership of IP
    • Consortiums: Multiple members; apportioned membership; common ownership of IP
    A B A B A B C
  • 6. Benefits of Formal Agreements
    • Contractors: Using external expertise for one-time applications; no staffing, rapid delivery, no program.
    • Partners : Mutually leveraging external expertise for ongoing activities; augment core capacity with partner’s capacity.
    • Consortiums : Creating value through synergy across all member’s expertise; accessing broad knowledge base.
  • 7. Informal Agreements
    • Charter - Mutual agreement to participate in achieving common objectives, within a network structure , with participant records and accountability and common rights and responsibilities.
    • Nature: Flexible, dynamic, opportunistic, synergistic, unpredictable. (unstructured, self-organized, maximizes reward)
  • 8. Types of Informal Agreements
    • Group: few participants; elicit knowledge; unstructured; aggregating knowledge (CFIA Modeling Framework Group)
    • Communities: many participants; share knowledge; self-directed; common interest (departmental IM community)
    • Networks: massive participants; peer production; emergent processes; common ownership (Linux developers)
  • 9. Agricultural Innovation Value Chain Idea scientists AAFC Innovation IC company Commercialized CFIA farmers Adopted Food product HC producers retailers CFIA Market consumers HC Consumption Waste EC municipalities
  • 10. Outline
    • Collaboration
    • Networks
    • Implementation
  • 11. Group Dialogue
    • Dialogue is NOT:
      • Discussion, deliberation, negotiation
      • Committee, team, task or working group
      • Majority wins, minority dominance, groupthink
    • Dialogue IS:
      • Free-flowing exchange of ideas among equals
      • All ideas are solicited and are considered
      • Best ideas rise to the top
    ( Sunstein, 2006)
  • 12. Network Relationships Department Businesses Governments Canadians Practitioners NGOs Educators Agreements, Outputs, Inputs
  • 13. Network Structure
  • 14. Sharing Knowledge The value of a network is proportional to the number of users squared .
  • 15. Social Network Principles
    • Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility.
    • Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values.
    • Sharing – increased value of common products benefits all participants.
    • Acting Globally – value is created through planetary knowledge ecosystems.
  • 16. Social Networks – SWOT Analysis
    • Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness
    • Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced
    • Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends
    • Threats – undesirable knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate
  • 17. Social Network - Examples
    • Blogs – Individuals can easily publish anything on the Web without specialized knowledge.
    • Innocentive – A global “Ideagora” in which those who need and those who have solutions can meet.
    • You Tube – enables easy publishing and viewing of video clips on the Web.
    • Slide Share – Enables easy publishing and sharing of PowerPoint presentations on the Web.
    • Wikis – Rapid collaborative development of products; anyone can revise anything
  • 18. Social Network Successes
    • Wikipedia –2 Million English entries; 165 Languages; 10 times larger then Encyclopedia Britannica
    • Linux – open-source operating system developed by thousands of programmers around the world
    • GoldCorp – released geological data in an open contest to find gold; increased reserves by factor of 4.
    • Procter & Gamble – uses network of 90,000 external scientists to leverage internal research capacity.
    • Leggo – uses imagination and creativity of worldwide toy owners to create new products.
  • 19. Outline
    • Collaboration
    • Networks
    • Implementation
  • 20. Challenges
    • Legislative
    • Policy
    • Regulatory
    • Financial
    • Infrastructure
    • Human resources
    • Cultural factors
    • Intellectual Property
    (Neish, 2007)
  • 21. Road to Success
    • Support from senior management
    • Clear understandable statement of what you want to do and why
    • Good working relationships with corporate and legal enablers
    • Willingness to compromise on issues that are not mission critical
    • Perseverance and persistence
    (Neish, 2007)
  • 22. Capturing Value Bring it inside the organization Stabilize it; make it work
  • 23.  
  • 24.  
  • 25.  
  • 26. Conclusions
    • Social networks have both promise and peril
    • Consider both strengths and weaknesses
    • Analyze both opportunities and threats
    • Is it a tool in search of a problem, or does it solve a recognized problem?
    • What will it do (or do better) that we can’t do now (or do well)?
  • 27. Thanks for your attention… http://www.slideshare.net/Al.Simard Can I shed more light on the subject?