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Redaksjonell ledelse og sosiale medier

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Foredrag til kunnskapsfrokost på BI om redaksjonell ledelse og sosiale medier 22. april 2010

Foredrag til kunnskapsfrokost på BI om redaksjonell ledelse og sosiale medier 22. april 2010

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  • 1. Redaksjonell ledelse og sosiale medier Ragnhild Kr. Olsen, BI 22. april 2010 Photo: Marc_Smith CC‐licence
  • 2. Mottaker /sender Mottaker Mottaker /sender /sender Mottaker /sender Mottaker Mottaker /sender /sender Mottaker /sender Mottaker/ Mottaker Sender Medium Mottaker /sender /sender Mottaker /sender Mottaker Mottaker /sender /sender Mottaker Mottaker /sender Mottaker /sender /sender Mottaker /sender
  • 3. In the networked information economy, the physical  capital required for production is broadly distributed throughout society… The result is that a good deal more that human beings  value can now be done by individuals, who interact with  each other socially, as human beings and as social  beings, rather than as market actors through the price  system.  Sometimes, (…) these nonmarket collaborations can be  better at motivating efforts and can allow creative  people to work on information projects more efficiently than would traditional market  mechanisms and  corporations. Yochai Benkler, The Wealth of Networks (2006)
  • 4. ”The professional longer  journalist can no justify a role simply processing content from  source to consumer Paul Bradshaw Onlinejournalismblog.co.uk Photo: a4gpa ,CC‐licence
  • 5. Produsage ‐ four characteristics: A shift from dedicated individuals and teams as producers  to a broader‐based, distributed generation of content by a  wide community of participants Fluid movement of producers between roles as leaders,  participants, and users of content Artefacts generated are no longer products in a traditional  sense: they are always unfinished, and continually under  development Produsage is based on permissive regimes of engagement  which are based on merit more than ownership Axel Bruns, Produsage: Towards a Broader Framework  for User‐Led Content Creation (2007)
  • 6. Path dependency: • Media companies have strong organizational  structures, values, cultures, processes and  routines that make them vulnerable to  persistencies • Strong persistencies can create organizational  path dependencies • Path dependencies narrow the ability to take  alternative action Robert Picard Photo: Fengschwing CC licenc
  • 7. En til mange; Mange til mange; i egen mediekanal i sosiale medier
  • 8. • Dyrk dialog og brukerinvolvering • Tenk plattform og tilrettelegging • Sats på kvalitetssikring og filtrering • Sørg for spredning
  • 9. • Dyrk dialog og brukerinvolvering • Tenk plattform og tilrettelegging • Sats på kvalitetssikring og filtrering • Sørg for spredning
  • 10. • Dyrk dialog og brukerinvolvering • Tenk plattform og tilrettelegging • Sats på kvalitetssikring og filtrering • Sørg for spredning
  • 11. • Dyrk dialog og brukerinvolvering • Tenk plattform og tilrettelegging • Sats på kvalitetssikring og filtrering • Sørg for spredning
  • 12. ”Personal communication and  publishing, previously seperate functions, now shade into one another.  One result is to break the old pattern of professional filtering of the good from the mediocre before publication;  now such filtering is increasingly social and happens after the fact. Clay Shirky, Here Comes Everybody (2008)
  • 13. ”If the news is that important, it will find me Foto: twicepix CC licence
  • 14. • Dyrk dialog og brukerinvolvering • Tenk plattform og tilrettelegging • Sats på kvalitetssikring og filtrering • Sats på spredning • … så tenk struktur og retningslinjer
  • 15. Kontakt: Ragnhild Kr. Olsen +47 46410617 Ragnhild.k.olsen@bi.no ragnhildo@gmail.com Ragnhildo on Twitter Ragnhildo/wordpress