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Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies
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Using social media to achieve organisational goals: implications for organisational and IM/KM policies and strategies

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Hazel Hall's invited paper presented to NetIKX, London, 19 January 2011.

Hazel Hall's invited paper presented to NetIKX, London, 19 January 2011.

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  • 1. Using social media to achieve organisational goals Implications for organisational and IM/KM policies and strategiesPresentation to NetIKX by Hazel Hall, Director – Centre for Social Informatics19 January 2011
  • 2. If you are tweeting thisIf you are tweeting thissession, please refer to mesession, please refer to meas @hazelh. Thank you!as @hazelh. Thank you!
  • 3. Other current projects:Other current projects:DREaM; EuroPetition;DREaM; EuroPetition;HUWY; SmartCitiesHUWY; SmartCities
  • 4. Presentation from perspective of:Presentation from perspective of:1.Research interest in collaboration in online1.Research interest in collaboration in onlineenvironmentsenvironments2.Information services provider with background in2.Information services provider with background inIM/KMIM/KM3.Consumer of information delivered on social3.Consumer of information delivered on socialmedia platformsmedia platforms
  • 5. Key points1. “Contexts” of social media present a number of challenges2. Information services delivery supported by social media may be achieved in a number of ways3. To take full advantage of social media we need to turn our end-user consumers into collaborators
  • 6. Key points1. “Contexts” of social media present a number of challenges2. Information services delivery supported by social media may be achieved in a number of ways3. To take full advantage of social media we need to turn our end-user consumers into collaborators
  • 7. “Social” = leisure “Social” = leisure “Social media”= toy “Social media”= toyhttp://www.bite.ca/bitedaily/2010/07/social-media-monopoly-board-game/http://www.bite.ca/bitedaily/2010/07/social-media-monopoly-board-game/
  • 8. Social media aggregate data,Social media aggregate data,information and people: theirinformation and people: theirlives, their experiences…lives, their experiences… … and this includes employees, … and this includes employees, customers, and other customers, and other stakeholders stakeholders
  • 9. Services nameServices nameconnotations are silly…connotations are silly…
  • 10. Services nameServices nameconnotations are silly…connotations are silly… Luis Quintanilla (1893-1978) illustration from 1947 http://www.lqart.org/illustfold/gulliver/gultrav.html
  • 11. … but we do get used to them … but we do get used to themhttp://www.shinyshiny.tv/2010/01/shiny_poll_the_1.html
  • 12. There’s so much going on thatThere’s so much going on thatit’s easy to get distracted byit’s easy to get distracted bythe movement of thethe movement of thetechnologytechnology
  • 13. So we need to recognise that “What aren’tSo we need to recognise that “What aren’twe going to do?” is as important as “Whatwe going to do?” is as important as “Whatwe are going to do?” and be prepared forwe are going to do?” and be prepared forlocal “bricolage” as tools are adopted andlocal “bricolage” as tools are adopted andmodified by the user-basemodified by the user-base
  • 14. Some institutions block accessSome institutions block access
  • 15. …yet they are prepared to tolerate…yet they are prepared to toleratethe occasional e-mail blunderthe occasional e-mail blunder
  • 16. Key points1. “Contexts” of social media present a number of challenges2. Information services delivery supported by social media may be achieved in a number of ways3. To take full advantage of social media we need to turn our end-user consumers into collaborators
  • 17. Lots of examplesLots of examplesavailable, though oftenavailable, though oftenpresented tool by toolpresented tool by tool
  • 18. Most obvious social media Most obvious social media tools for information tools for information services delivery fit to services delivery fit to “broadcast model” “broadcast model”Blog as newsletterBlog as newsletter
  • 19. Conference registration open Conference registration open Training day announcement Training day announcement Publication of research report Publication of research reportTwitter feed as currentTwitter feed as currentawareness: “twinforming”awareness: “twinforming” Study day announcement Study day announcement(and missing KM potential)(and missing KM potential) Conference registration to close Conference registration to close Conference registration open Conference registration open Study day announcement Study day announcement Publication of blog post Publication of blog post
  • 20. Use social media for collaborativeUse social media for collaborativeproject work and learning: wikis,project work and learning: wikis,blogs, instant messaging, onlineblogs, instant messaging, onlinetweet-upstweet-ups
  • 21. Use social media for staffUse social media for staffdevelopment, training,development, training,teaching: participation inteaching: participation inamplified events, YouTube,amplified events, YouTube,podcastspodcasts
  • 22. Use social media for informationUse social media for informationdiscovery and access, subjectdiscovery and access, subjectguides: blogs, social book markingguides: blogs, social book marking
  • 23. Use social media forUse social media forvirtual reference:virtual reference:instant messaging,instant messaging,chatchat
  • 24. Use social media forUse social media formarketing/PR: Facebook,marketing/PR: Facebook,Twitter, blogsTwitter, blogs
  • 25. Personal social media use to support work1. Time-wasting distraction versus information overload life-buoy2. Power of the online profile3. Emergence of the “youngster elders”
  • 26. Use social media for efficiencyUse social media for efficiencyat work: following key contactsat work: following key contactson Twitter (and ditching theon Twitter (and ditching themailing lists memberships)mailing lists memberships)
  • 27. Use social media for efficiencyUse social media for efficiencyat work: blogging ideas for peerat work: blogging ideas for peerreviewreview
  • 28. Use social media for efficiencyUse social media for efficiencyat work: harnessing theat work: harnessing thenetwork for crowd-sourcednetwork for crowd-sourcedqueries…queries…
  • 29. …following the…following theexamples of othersexamples of others
  • 30. Use social media forUse social media forpersonal profile raising:personal profile raising:tweeting, bloggingtweeting, blogging
  • 31. Key points1. “Contexts” of social media present a number of challenges2. Information services delivery supported by social media may be achieved in a number of ways3. To take full advantage of social media we need to turn our end-user consumers into collaborators
  • 32. Value of end- user collaboration1. Customers become clients as the proximity of relationship grows2. Our increased peripheral vision and understanding of client context through closer engagement directs services development3. Stakeholder participation generates lead communities, user-generated services and client self-support
  • 33. Use social media to build uponUse social media to build upon“traditional” services delivery“traditional” services delivery
  • 34. The LIS Research CoalitionThe LIS Research Coalitionis making a start here withis making a start here withits new wiki spaceits new wiki space
  • 35. Contrast with TwitterContrast with Twitterfollowing patterns thatfollowing patterns thatindicate nature ofindicate nature of“broadcast” consumption“broadcast” consumptionas well as deliveryas well as delivery(#LISRC10 list = exception)(#LISRC10 list = exception)
  • 36. Stages to end-user collaboration1. Consume2. Connect Umar Ruhi, PhD 20103. Canvas4. Communicate http://www.umar.biz5. Comment6. Commentate7. Contribute8. Collaborate
  • 37. Supporting end-user collaboration1. Steward journey through beta space2. Develop ourselves while developing others3. Experiment  FourSquare for hints and tips?  Wordles for posters, event feedback?1. Start in end-users’ preferred home space2. Make it useful, then watch as human desires to make and share emerge…
  • 38. Using social media to achieve organisational goals Implications for organisational and IM/KM policies and strategiesPresentation to NetIKX by Hazel Hall, Director – Centre for Social Informatics19 January 2011
  • 39. Using social media to achieve organisational goals Illustrations & examples Illustrations & examples Implications for organisational and IM/KM policies and strategies 1. Social media merit inclusion in IM/KM policies and strategies 1. Social media merit inclusion in IM/KM policies and strategies 2. Social media provide means to enhance services delivery so… 2. Social media provide means to enhance services delivery so… 3. …focus on services and users, rather than (“trivial”) tools per se 3. …focus on services and users, rather than (“trivial”) tools per se 4. Remember social media for broadcast purposes limits them to IM applications 4. Remember social media for broadcast purposes limits them to IM applications 5. KM value emerges from deployment that focuses on collaborationPresentation to NetIKX by Hazel Hall, Director – Centre for Social Informatics 5. KM value emerges from deployment that focuses on collaboration 6. IM/KM policies and strategies should also cater for personal development 6. IM/KM policies and strategies should also cater for personal development19 January 2011
  • 40. Dr Hazel Hall h.hall@napier.ac.uk @hazelh http://www.soc.napier.ac.uk/~hazelh/esis/hazel.htmlPresentation to NetIKX by Hazel Hall, Director – Centre for Social Informatics19 January 2011

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