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Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
Collaboration in the era of crowdsourcing
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Collaboration in the era of crowdsourcing

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  • 1. Collaboration<br />in the era of<br />Crowdsourcing <br />Hutch Carpenter<br />VP Product, Spigit<br />@bhc3<br />
  • 2. Are We Doing Enough with This?<br />project deadline<br />Cognitive surplus: organizations barely scratch the surface<br />17th meeting<br />research<br />43rd meeting<br />write report<br />64th meeting<br />client call<br />115th meeting<br />2<br />
  • 3. What’s in Our Cognitive Surplus?<br />Knowledge<br />Perspectives<br />Heuristics<br />Facts, experiences, processes we know<br />Maps from reality to an internal language<br />Methods of searching for a solution<br />* Scott Page, The Difference<br />3<br />
  • 4. Our Cognitive Toolkits Create Local Optima<br />Individually, each of us applies our knowledge, perspectives and heuristics to arrive at the best solution we can…<br />…but that’s likely not the best solution overall.<br />1<br />2<br />4<br />3<br />utility of ideas<br />solutions landscape<br />* Scott Page, The Difference<br />4<br />
  • 5. Tough Challenges Need Cognitive Diversity<br /><ul><li>Different local optima
  • 6. Build on others’ local optima</li></ul>unmet needs <br />in an adjacent market<br />cognitive diversity required<br />reduce logistics expense by 15%<br />location of company outing<br />difficulty of problem or opportunity<br />5<br />
  • 7. Case Study: Raytheon Supply Chain Group<br />Social network analysis on 673 employees in supply chain group<br />1<br />Asked each: “What is the one thing that you would change to improve supply chain management?”<br />2<br />idea assessment<br />3<br />Each idea was rated by two executives<br />Access to more diverse connections generated higher quality ideas<br />4<br />diverse connections<br />insular<br />* Prof. Ron Burt, Structural Holes & Good Ideas<br />6<br />
  • 8. Case Study: InnoCentive Challenges<br />* The Value of Openness in Scientific Problem Solving<br />7<br />
  • 9. But We Don’t Seek Out Diversity<br />* Prof. Andrew McAfee, How to Hit the Enterprise 2.0 Bullseye<br />* Gruenfeld, Mannix, Neale, Group Composition and Decision Making<br />8<br />
  • 10. So We Operate on Cognitive Redundancy<br />9<br />
  • 11. Usual Collab Practices Don’t Foster Diversity<br />Knowledge Creation<br />Water Cooler<br />Project Work<br /><ul><li>News updates
  • 12. Information sharing
  • 13. Ambient awareness
  • 14. Tactical deliverables
  • 15. Status sharing
  • 16. Project team focus
  • 17. Context specific
  • 18. Knowledge only
  • 19. Explicit, not tacit</li></ul>10<br />
  • 20. Break the Tyranny of Strong Ties<br />0<br />What enables this?<br />11<br />
  • 21. Communities of Purpose<br /><ul><li>Interest graphs
  • 22. Social objects
  • 23. Focus
  • 24. Interactive
  • 25. Results orientation</li></ul>12<br />
  • 26. Signals of Trust<br />How do you address the lack of trust and appraisal without strong ties?<br />#fow online reputation will become a key driver defining knowledge work for everyone thanks to social tools<br />13<br />18 hours ago<br />
  • 27. Crowdsourcing Is an Attitude<br /><ul><li>Source beyond titles and buddies
  • 28. Fearless engagement with strangers
  • 29. Cast of thousands</li></ul>* Photo: Stephane Lam (Flickr)<br />14<br />
  • 30. Thank you<br />Hutch Carpenter<br />VP Product, Spigit<br />@bhc3<br />15<br />

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