This document discusses how communities of practice (CoPs) in emergency management can leverage social media to share information and best practices. It notes that while some groups are functioning as CoPs without realizing it, creating effective online CoPs is challenging. Popular social media sites like Facebook and Twitter allow information to be easily shared with relevant groups. The document argues that instead of creating separate internal sites, emergency management groups should look to utilize existing social media platforms to cultivate online CoPs, as these large platforms are easy to use and have large existing user bases.
United We Respond: One Community, One VoiceConnie White
When emergency situations cross borders, or when newly formed groups need to work together, decision making can suffer from threat rigidity and pertinent information can be bypassed. We describe a Dynamic Delphi system under development that can create and sustain a group “voice” for an emergency response Community of Practice (CoP). We further describe its intended use for a CoP consisting of local, state and federal government responders, civilian emergency response teams (CERT), and volunteers. Community members can brainstorm, explore ideas, debate and vote iteratively to best reflect the group's opinion at any moment in time. Ongoing studies demonstrate that an online system implementing Dynamic Delphi characteristics along with Thurstone's Law of Comparative Judgment will prove conducive for building a repertoire of ideas, rules, policies or any other aspect of the community's 'voice', in such a way that the individual voices are juxtaposed in harmony to create a single song.
Social Media, Crisis Communication and Emergency Management: Leveraging Web 2...Connie White
Detailing guidelines and safe practices for using social media across a range of emergency management applications‚ Social Media, Crisis Communication, and Emergency Management: Leveraging Web 2.0 Technologies supplies cutting-edge methods to help you inform the public‚ reduce information overload‚ and ultimately‚ save more lives.
Introduces collaborative mapping tools that can be customized to your needs
Explores free and open-source disaster management systems‚ such as Sahana and Ushahidi
Covers freely available social media technologies—including Facebook‚ Twitter‚ and YouTube
An Online Social Network for Emergency ManagementConnie White
This document proposes investigating whether an online social network could help facilitate collaboration across different emergency management organizations. It discusses how social networking sites are becoming more popular tools for mass collaboration. The researchers conducted a survey of emergency management students to get preliminary feedback on using social networks for emergency coordination. The results showed strong agreement that social networks could effectively support information sharing and communication during emergencies. The researchers plan to further engage emergency professionals to understand their needs and how a social network could best serve the emergency domain.
Finding The Voice of A Virtual Community of PracticeConnie White
Critical components for a successful Community of Practice (CoP) are that: 1) the community members have a space where their voice can be heard and that, (2) the proper technology is given to them to aid in this effort. We describe a Dynamic Delphi system under development which interprets the group’s voice in the creation of information during the initial start up phases when cultivating a CoP. Community members’ alternatives are explored, justified and debated over periods of time, and best reflect the group’s opinion at any moment in time where collective intelligence will be created from the interactions amongst group members. The system could handle a wide variety of types of decisions reflecting the diversity of goals given a CoP including emergency response actions, prediction markets, lobbying efforts, any sort of problem solving, making investment suggestions, etc. Pilot studies indicate that the group creates a greater number of better ideas. Ongoing studies are described, including applications to emergency management planning and response. They demonstrate that implementing a Dynamic Delphi system will prove conducive for building the initial repertoire of ideas, rules, policies or any other aspect of the community’s ‘voice’ that should be heard, in such a way that the individual voices are juxtaposed in harmony to create a single song.
Social media and knowledge management (in English)Datheon
1. The document discusses how organizations can better manage knowledge through social media and collaboration tools. It emphasizes that knowledge sharing works best when it serves individual interests and is visible.
2. It recommends using social media to break down barriers between people and turn knowledge management into a collaborative process. Tools like Datheon Casebook facilitate knowledge sharing through integrated social media features.
3. Benefits include faster access to existing knowledge, exchange between more employees, creation of a knowledge repository, and identification of experts - improving returns on investments in knowledge management.
The Department of Homeland Security is creating an online social network called First Responder Communities of Practice to allow the nation's 2.5 million first responders to connect and share information. The network was designed based on Booz Allen Hamilton's internal social network. It allows first responders to collaborate through tools like wikis, blogs, and discussion boards. The network currently has around 600 users from 34 states sharing "sensitive but unclassified" information. The article outlines best practices for implementing a successful social media initiative, including analyzing needs, securing leadership support, and identifying champions to promote adoption.
The impact of social media on how Whitehall works
Sourced from "A dragon's best friend" blog, UKGovCamp 2012 post (http://adragonsbestfriend.wordpress.com/2012/01/18/ukgovcamp-2012/)
The document discusses using social media as a fundraising tool. It provides an overview and basics of social media, then gives 10 tips for using social media for fundraising. These include treating social media as one tool among many, maintaining a long-term presence, adding value for users, engaging in two-way communication, and having a formal social media plan. The document also reviews specific social media platforms like blogs, Twitter, Facebook and LinkedIn and how nonprofits can use them for fundraising, outreach, engagement and storytelling.
United We Respond: One Community, One VoiceConnie White
When emergency situations cross borders, or when newly formed groups need to work together, decision making can suffer from threat rigidity and pertinent information can be bypassed. We describe a Dynamic Delphi system under development that can create and sustain a group “voice” for an emergency response Community of Practice (CoP). We further describe its intended use for a CoP consisting of local, state and federal government responders, civilian emergency response teams (CERT), and volunteers. Community members can brainstorm, explore ideas, debate and vote iteratively to best reflect the group's opinion at any moment in time. Ongoing studies demonstrate that an online system implementing Dynamic Delphi characteristics along with Thurstone's Law of Comparative Judgment will prove conducive for building a repertoire of ideas, rules, policies or any other aspect of the community's 'voice', in such a way that the individual voices are juxtaposed in harmony to create a single song.
Social Media, Crisis Communication and Emergency Management: Leveraging Web 2...Connie White
Detailing guidelines and safe practices for using social media across a range of emergency management applications‚ Social Media, Crisis Communication, and Emergency Management: Leveraging Web 2.0 Technologies supplies cutting-edge methods to help you inform the public‚ reduce information overload‚ and ultimately‚ save more lives.
Introduces collaborative mapping tools that can be customized to your needs
Explores free and open-source disaster management systems‚ such as Sahana and Ushahidi
Covers freely available social media technologies—including Facebook‚ Twitter‚ and YouTube
An Online Social Network for Emergency ManagementConnie White
This document proposes investigating whether an online social network could help facilitate collaboration across different emergency management organizations. It discusses how social networking sites are becoming more popular tools for mass collaboration. The researchers conducted a survey of emergency management students to get preliminary feedback on using social networks for emergency coordination. The results showed strong agreement that social networks could effectively support information sharing and communication during emergencies. The researchers plan to further engage emergency professionals to understand their needs and how a social network could best serve the emergency domain.
Finding The Voice of A Virtual Community of PracticeConnie White
Critical components for a successful Community of Practice (CoP) are that: 1) the community members have a space where their voice can be heard and that, (2) the proper technology is given to them to aid in this effort. We describe a Dynamic Delphi system under development which interprets the group’s voice in the creation of information during the initial start up phases when cultivating a CoP. Community members’ alternatives are explored, justified and debated over periods of time, and best reflect the group’s opinion at any moment in time where collective intelligence will be created from the interactions amongst group members. The system could handle a wide variety of types of decisions reflecting the diversity of goals given a CoP including emergency response actions, prediction markets, lobbying efforts, any sort of problem solving, making investment suggestions, etc. Pilot studies indicate that the group creates a greater number of better ideas. Ongoing studies are described, including applications to emergency management planning and response. They demonstrate that implementing a Dynamic Delphi system will prove conducive for building the initial repertoire of ideas, rules, policies or any other aspect of the community’s ‘voice’ that should be heard, in such a way that the individual voices are juxtaposed in harmony to create a single song.
Social media and knowledge management (in English)Datheon
1. The document discusses how organizations can better manage knowledge through social media and collaboration tools. It emphasizes that knowledge sharing works best when it serves individual interests and is visible.
2. It recommends using social media to break down barriers between people and turn knowledge management into a collaborative process. Tools like Datheon Casebook facilitate knowledge sharing through integrated social media features.
3. Benefits include faster access to existing knowledge, exchange between more employees, creation of a knowledge repository, and identification of experts - improving returns on investments in knowledge management.
The Department of Homeland Security is creating an online social network called First Responder Communities of Practice to allow the nation's 2.5 million first responders to connect and share information. The network was designed based on Booz Allen Hamilton's internal social network. It allows first responders to collaborate through tools like wikis, blogs, and discussion boards. The network currently has around 600 users from 34 states sharing "sensitive but unclassified" information. The article outlines best practices for implementing a successful social media initiative, including analyzing needs, securing leadership support, and identifying champions to promote adoption.
The impact of social media on how Whitehall works
Sourced from "A dragon's best friend" blog, UKGovCamp 2012 post (http://adragonsbestfriend.wordpress.com/2012/01/18/ukgovcamp-2012/)
The document discusses using social media as a fundraising tool. It provides an overview and basics of social media, then gives 10 tips for using social media for fundraising. These include treating social media as one tool among many, maintaining a long-term presence, adding value for users, engaging in two-way communication, and having a formal social media plan. The document also reviews specific social media platforms like blogs, Twitter, Facebook and LinkedIn and how nonprofits can use them for fundraising, outreach, engagement and storytelling.
Emergency Management in the age of social convergencePatrice Cloutier
Conference on social media use in emergency management given at the Social Media in Government Conference on Oct. 3, 2011 for the Conference Board of Canada.
This document discusses networks and networking, both online and offline. It defines what a network is as a collection of people and organizations connected to one another through relationships and shared interests. Different types of networks are described such as individuals, organizations, and movements. Networking is defined as connecting the dots between people. Both face-to-face and online networking tools can help visualize and build networks. The document provides tips for networking, including relationship building, learning from others, and being intentional. It also discusses using online tools to leverage networks for social change while considering privacy and security.
This document discusses why online communities die and provides strategies for managing community exits. It notes that online communities can die naturally when interest fades, or through forced deaths due to external factors like a lack of resources or internal conflicts. When interest declines shown through less participation and interaction, it's time to start an exit plan. An exit plan should include communication with members, archiving information, and a farewell event. As a community manager, it's important to have the courage to decide when an exit is needed.
The document discusses quantifying influence on social media. It summarizes a roundtable discussion on developing metrics to measure an individual's online influence across multiple platforms like blogs, Facebook, Twitter, etc. Key points discussed include: defining influence, identifying different types of influential users like "meme starters" and "spreaders", and whether marketers should target influencers or the easily influenced masses to maximize impact. The document aims to further the conversation on measuring online influence rather than propose a single solution.
This document discusses the rise of social convergence and its impact on emergency management. It outlines how mobile technologies and social media now enable citizens to actively participate during emergencies by sharing information and participating in crowdsourcing. This empowered citizenry generates large amounts of user-generated data that emergency managers must now integrate into their response if they want to remain relevant. The document analyzes several recent disaster case studies and proposes a six-step approach for emergency managers to adopt social media into their operations.
The document provides an overview of social media and guidelines for its use by the City of Edmonton. It defines social media as web-enabled sites that encourage interaction. It discusses how social media can help build relationships with citizens and get their input. The City of Edmonton uses tools like Twitter, Facebook and blogs to engage with residents. Guidelines are outlined around monitoring discussions, responding to comments, and staff participation to represent the City professionally.
The document discusses how social media is changing how policy is developed and communicated within the UK government or Whitehall. It defines social media and how it differs from traditional media. It explores how individuals use social networks to find support from others, gain knowledge from crowdsourcing, and challenge those in authority. The document argues that knowledge is no longer concentrated within large organizations, but is dispersed among individuals online. It presents challenges this poses for how government ministers announce and discuss policies.
The document discusses the implications of treating social media conversations as if they were public conversations that could be overheard. It analyzes a case study of Greenpeace's campaign against Nestle using social media to spread their message. Nestle's poor handling of the situation showed public relations practitioners must recognize conversations online can have far reach and should be carefully managed. While social media allows for two-way communication, control has shifted and information spreads quickly, so practitioners must thoughtfully engage audiences and issues can escalate rapidly if not addressed properly. Overall, the document argues social media provides opportunities if used strategically, but also risks if an organization does not acknowledge the new media environment.
The document summarizes a presentation on leveraging social media to serve health organizations' missions.
The presentation covered:
- An introduction and overview of the "networked health organization" framework.
- Themes on developing a social culture within the organization and prioritizing simplicity.
- How organizations can learn from mistakes in using social media.
The presentation provided examples of how organizations like the American Red Cross have successfully used social media for listening, engagement, and building relationships to further their missions. It emphasized developing internal social media capacity and policies to guide use of these tools.
Reader-to-Leader Framework is designed to help researchers, designers, and managers understand what motivates technology-mediated social participation. This will enable them to improve interface design and social support for their companies, government agencies, and non-governmental organizations.
Synthesising NGOs' use of Social Media in the Context of DevelopmentAnand Sheombar
The document discusses a study on how Dutch NGOs perceive the opportunities and challenges of using social media for development projects. It outlines the research problem, defines key terms like social media and NGOs, and describes the grounded theory research method used. A framework is presented that cross-references the characteristics of NGOs (e.g. institutionalized, non-profit) with those of social media (e.g. participation, conversation). Initial findings are discussed relating to how NGOs use social media for openness, participation, conversation, connectedness and community building in the context of development.
Diverse Social Media Networks in Public Safety PowerPoint for CCHE 590Nicholas Tancredi
PowerPoint on how social media is used in various Public Safety agencies, including the fact of how it can bridge the communication gap that has been occurring lately.
This document discusses how the shipping company Maersk Line uses social media to create transparency, empowerment, and engagement with its audiences. It focuses on Maersk's listen-and-learn strategy on social media platforms like Facebook and Twitter. The strategy aims to build relationships by understanding audience interests and topics and selecting the appropriate social media channels and content. When done effectively through ongoing dedication and alignment, a social media strategy can help form valuable connections with key stakeholders.
Social networks and learning -- examples and highlights of studies on social networks and learning communities.
Haythornthwaite, C. (June 30, 2014). Network Madness: A node, a relation, a network. Invited presentation, Learning Analytics Summer Institute 2014 - Public Event, Harvard University, Boston MA (one of four invited speakers). Organizer Garron Hillaire. http://www.meetup.com/Learning-Analytics-Boston/events/187455892/
This document summarizes key points from a presentation on networked nonprofits and social media. It discusses how networked nonprofits use social media to engage stakeholders, improve programs, and communicate in a two-way dialogue. It also addresses challenges like dealing with negative comments and information overload. The presentation provides examples of how nonprofits can develop social media policies and strategies to scale social media use internally through staff integration, volunteers, or external "free agents". It emphasizes the importance of transparency, learning from mistakes, and building networks and communities through social media.
This document proposes the development of an internal social network called KOLUNI for use in higher education. It discusses the success of social networks but also concerns over privacy and data mining. Current educational online systems are seen as lacking in supporting collaboration and sociability. KOLUNI aims to address these issues by providing a private platform for students, faculty and staff within a university to interact, share information and events, and form online communities while avoiding the risks of public social media sites. The goals are to enhance communication and collaboration to support learning and campus activities. Research potential within the network is also mentioned.
Ems - Summer I ’11 - T101 Midterm Exam ReviewLindsayEms
The document provides an overview and review of key concepts for a midterm exam on media and technology:
1) According to media scholar Mark Deuze, we live in media and derive our sense of identity from it, not outside of it.
2) People in a "media life" focus on crafting a good, responsible, and beautiful experience of existing fully within media environments.
3) Media convergence has led to a culture where audiences actively co-create media across multiple platforms through user-generated content and transmedia storytelling.
This document discusses factors that influence crisis managers and their decision making during extreme events. It notes that extreme events present challenges that are different than smaller emergencies due to issues like uncertainty, complexity, and scale. Crisis managers face problems like stress, time pressure, information overload, and making decisions without complete information. They must make difficult life-or-death decisions and balance urgency with taking time to consider options. Extreme events can be considered "wicked problems" due to ambiguous and changing factors. The document examines how crisis managers navigate uncertainty and process large amounts of information to make critical judgments during disasters.
El documento critica la evaluación de maestros como culpables de los problemas educativos cuando son el eslabón más bajo y peor pagado en la cadena. Además, cuestiona que las pruebas no sean devueltas a los maestros y que se pretenda reprimirlos con fuerzas armadas. Si bien la educación tiene falencias, no es justo responsabilizar solo a los maestros. Ellos no son enciclopedias sino seres humanos que encuentran su mayor recompensa en el cariño de los estudiantes.
Emergency Management in the age of social convergencePatrice Cloutier
Conference on social media use in emergency management given at the Social Media in Government Conference on Oct. 3, 2011 for the Conference Board of Canada.
This document discusses networks and networking, both online and offline. It defines what a network is as a collection of people and organizations connected to one another through relationships and shared interests. Different types of networks are described such as individuals, organizations, and movements. Networking is defined as connecting the dots between people. Both face-to-face and online networking tools can help visualize and build networks. The document provides tips for networking, including relationship building, learning from others, and being intentional. It also discusses using online tools to leverage networks for social change while considering privacy and security.
This document discusses why online communities die and provides strategies for managing community exits. It notes that online communities can die naturally when interest fades, or through forced deaths due to external factors like a lack of resources or internal conflicts. When interest declines shown through less participation and interaction, it's time to start an exit plan. An exit plan should include communication with members, archiving information, and a farewell event. As a community manager, it's important to have the courage to decide when an exit is needed.
The document discusses quantifying influence on social media. It summarizes a roundtable discussion on developing metrics to measure an individual's online influence across multiple platforms like blogs, Facebook, Twitter, etc. Key points discussed include: defining influence, identifying different types of influential users like "meme starters" and "spreaders", and whether marketers should target influencers or the easily influenced masses to maximize impact. The document aims to further the conversation on measuring online influence rather than propose a single solution.
This document discusses the rise of social convergence and its impact on emergency management. It outlines how mobile technologies and social media now enable citizens to actively participate during emergencies by sharing information and participating in crowdsourcing. This empowered citizenry generates large amounts of user-generated data that emergency managers must now integrate into their response if they want to remain relevant. The document analyzes several recent disaster case studies and proposes a six-step approach for emergency managers to adopt social media into their operations.
The document provides an overview of social media and guidelines for its use by the City of Edmonton. It defines social media as web-enabled sites that encourage interaction. It discusses how social media can help build relationships with citizens and get their input. The City of Edmonton uses tools like Twitter, Facebook and blogs to engage with residents. Guidelines are outlined around monitoring discussions, responding to comments, and staff participation to represent the City professionally.
The document discusses how social media is changing how policy is developed and communicated within the UK government or Whitehall. It defines social media and how it differs from traditional media. It explores how individuals use social networks to find support from others, gain knowledge from crowdsourcing, and challenge those in authority. The document argues that knowledge is no longer concentrated within large organizations, but is dispersed among individuals online. It presents challenges this poses for how government ministers announce and discuss policies.
The document discusses the implications of treating social media conversations as if they were public conversations that could be overheard. It analyzes a case study of Greenpeace's campaign against Nestle using social media to spread their message. Nestle's poor handling of the situation showed public relations practitioners must recognize conversations online can have far reach and should be carefully managed. While social media allows for two-way communication, control has shifted and information spreads quickly, so practitioners must thoughtfully engage audiences and issues can escalate rapidly if not addressed properly. Overall, the document argues social media provides opportunities if used strategically, but also risks if an organization does not acknowledge the new media environment.
The document summarizes a presentation on leveraging social media to serve health organizations' missions.
The presentation covered:
- An introduction and overview of the "networked health organization" framework.
- Themes on developing a social culture within the organization and prioritizing simplicity.
- How organizations can learn from mistakes in using social media.
The presentation provided examples of how organizations like the American Red Cross have successfully used social media for listening, engagement, and building relationships to further their missions. It emphasized developing internal social media capacity and policies to guide use of these tools.
Reader-to-Leader Framework is designed to help researchers, designers, and managers understand what motivates technology-mediated social participation. This will enable them to improve interface design and social support for their companies, government agencies, and non-governmental organizations.
Synthesising NGOs' use of Social Media in the Context of DevelopmentAnand Sheombar
The document discusses a study on how Dutch NGOs perceive the opportunities and challenges of using social media for development projects. It outlines the research problem, defines key terms like social media and NGOs, and describes the grounded theory research method used. A framework is presented that cross-references the characteristics of NGOs (e.g. institutionalized, non-profit) with those of social media (e.g. participation, conversation). Initial findings are discussed relating to how NGOs use social media for openness, participation, conversation, connectedness and community building in the context of development.
Diverse Social Media Networks in Public Safety PowerPoint for CCHE 590Nicholas Tancredi
PowerPoint on how social media is used in various Public Safety agencies, including the fact of how it can bridge the communication gap that has been occurring lately.
This document discusses how the shipping company Maersk Line uses social media to create transparency, empowerment, and engagement with its audiences. It focuses on Maersk's listen-and-learn strategy on social media platforms like Facebook and Twitter. The strategy aims to build relationships by understanding audience interests and topics and selecting the appropriate social media channels and content. When done effectively through ongoing dedication and alignment, a social media strategy can help form valuable connections with key stakeholders.
Social networks and learning -- examples and highlights of studies on social networks and learning communities.
Haythornthwaite, C. (June 30, 2014). Network Madness: A node, a relation, a network. Invited presentation, Learning Analytics Summer Institute 2014 - Public Event, Harvard University, Boston MA (one of four invited speakers). Organizer Garron Hillaire. http://www.meetup.com/Learning-Analytics-Boston/events/187455892/
This document summarizes key points from a presentation on networked nonprofits and social media. It discusses how networked nonprofits use social media to engage stakeholders, improve programs, and communicate in a two-way dialogue. It also addresses challenges like dealing with negative comments and information overload. The presentation provides examples of how nonprofits can develop social media policies and strategies to scale social media use internally through staff integration, volunteers, or external "free agents". It emphasizes the importance of transparency, learning from mistakes, and building networks and communities through social media.
This document proposes the development of an internal social network called KOLUNI for use in higher education. It discusses the success of social networks but also concerns over privacy and data mining. Current educational online systems are seen as lacking in supporting collaboration and sociability. KOLUNI aims to address these issues by providing a private platform for students, faculty and staff within a university to interact, share information and events, and form online communities while avoiding the risks of public social media sites. The goals are to enhance communication and collaboration to support learning and campus activities. Research potential within the network is also mentioned.
Ems - Summer I ’11 - T101 Midterm Exam ReviewLindsayEms
The document provides an overview and review of key concepts for a midterm exam on media and technology:
1) According to media scholar Mark Deuze, we live in media and derive our sense of identity from it, not outside of it.
2) People in a "media life" focus on crafting a good, responsible, and beautiful experience of existing fully within media environments.
3) Media convergence has led to a culture where audiences actively co-create media across multiple platforms through user-generated content and transmedia storytelling.
This document discusses factors that influence crisis managers and their decision making during extreme events. It notes that extreme events present challenges that are different than smaller emergencies due to issues like uncertainty, complexity, and scale. Crisis managers face problems like stress, time pressure, information overload, and making decisions without complete information. They must make difficult life-or-death decisions and balance urgency with taking time to consider options. Extreme events can be considered "wicked problems" due to ambiguous and changing factors. The document examines how crisis managers navigate uncertainty and process large amounts of information to make critical judgments during disasters.
El documento critica la evaluación de maestros como culpables de los problemas educativos cuando son el eslabón más bajo y peor pagado en la cadena. Además, cuestiona que las pruebas no sean devueltas a los maestros y que se pretenda reprimirlos con fuerzas armadas. Si bien la educación tiene falencias, no es justo responsabilizar solo a los maestros. Ellos no son enciclopedias sino seres humanos que encuentran su mayor recompensa en el cariño de los estudiantes.
Design as Agent of Change, Natacha Poggio @ IIT Delhi, IndiaDesign Global Change
Assistant Professor Natacha Poggio (University of Hartford) presents her socially responsible multidisciplinary projects on "Design as Agent of Social Change," at the Indian Institute of Technology, Delhi, India on January 16, 2009.
How to Sell Your Great American Business StoryDaybreak Lit
This document provides five tips for small businesses to sell their story using social media:
1. Know your story and share it across social media platforms in a way that adds value and context.
2. Share your story on multiple platforms by sprinkling bits across Facebook, Twitter, blogs, and more. Connect storytelling to sales goals and metrics.
3. Anticipate potential problems like business objectives, social media policies, copyright issues, and crisis management to address in stories.
4. Build an engaged community through surveys, questions, customer service, and interactions on social media.
Milton Hershey School Innovation Lab - PAIS Presentation 2015Joel Crowley
These are the slides and resources from the Milton Hershey School Innovation Lab presentation on afterschool programing to include: STEAM or STEM Clubs, Coding, Robotics, & Design Thinking.
Learn about how constructionist learning theory can be applied in an elementary setting to boost students learning retention. With a focus on student voice & choice, hands on construction of learning, & student empowerment.
Think Smaller: Growing Small Ideas Is A Great IdeaDave Racine
The document advocates thinking smaller rather than bigger with ideas. It argues that big ideas require large budgets and efforts but often fail, while small ideas are easier to deploy. Small, unique ideas can create distinction and fuel movements. In today's competitive environment with limited resources, smaller budgets that focus tightly will be most effective for achieving maximum impact. True creativity involves developing simple solutions to complex problems. If ideas are broken down into smaller parts by removing unnecessary elements, projects can be executed better. Simplicity is the most valuable asset, so start with small ideas that can then grow bigger.
Climbing upper berths on trains in India can be difficult due to a lack of handholds. A proposed concept adds a retractable ladder to each set of berths to make accessing the top and middle berths easier and safer. The ladder can be rotated out when in use, allowing travelers to climb up and sit securely on the berth while keeping one leg on the ladder for support. After positioning on the berth, the ladder can be closed again. Prototyping was done at home to demonstrate how travelers could use the retractable ladder to more easily reach the upper berths.
The document provides information about the DoceboLMS learning management system and its authoring tools and support for SCORM 1.2. It discusses how DoceboLMS was originally developed as an open source e-learning platform called Spaghettilearning and how it has grown with contributions from various developers and organizations. It also summarizes some of the key business services provided by Docebo, such as installation, consulting, and support for DoceboLMS.
The story is a young handsome young male have a great time in the party, and ever more he have a little chat with a beautiful lady, he fell in love with this lady, and they decided to go to a private to have their romantic time. They went into a room in which equipped a smoke detector. When they went inside the room, the young man still held his cigarette. The cigarette activated the smoke detector and sprinkle. At the end, they both got wet by the sprinkle. The lady was very angry and she rushed out the door.
Andorra is a small country located between France and Spain in the Pyrenees Mountains. It has excellent ski resorts with modern facilities and equipment rentals that make it a popular winter destination for visitors seeking snow sports. The country sees heavy snowfall each winter ensuring great conditions on over 100 miles of trails catering to all ability levels.
This document provides information about hiking in Cantabria, Spain. It discusses the different types of hiking paths based on length, from long-distance routes signposted in red and white to local routes under 10km in green and white. It also outlines necessary hiking equipment like boots, clothes, backpacks, sticks, and maps. Useful advice is given for tying boots properly and distributing weight in the backpack. The document concludes with basic rules of respecting the countryside by avoiding noise, litter, and trespassing on private property.
A Dynamic Delphi Process Utilizing a Modified Thurstone Scaling Method: Colla...Connie White
In an extreme event or major disaster, very often there are both alternative actions that might be considered and far more requests for actions than can be executed immediately. The relative desirability of each option for action could be a collaborative expression of a significant number of emergency managers and experts trying to manage the most desirable alternatives at any given time, in real time. Delphi characteristics can satisfy these needs given that anyone can vote or change their vote on any two options, and voting and scaling are used to promote a group understanding. Further utilized with Thurstone’s Law of Comparative Judgment, a group decision or the range of acceptability a group is willing to consent to, can be calculated and utilized as a means of producing the best decision. A ubiquitous system for expeditious real-time decision making by large virtual teams in emergency
response environments is described.
1. The document discusses how communities of practice (CoPs) can be used as tools for cooperation among non-governmental organizations (NGOs). CoPs allow geographically dispersed people working toward shared goals to learn from each other through sharing experiences.
2. Networked CoPs that use online methods for contact and information sharing can help unite different stakeholders, find best practices, and allow easy community involvement to spread knowledge. This reduces isolation, duplication of efforts, and communication costs.
3. The document provides examples of how CoPs could help with issues like HIV/AIDS prevention, agriculture development, and human rights by giving local and affected people a voice, managing volunteer transitions, and dissemin
The document provides an overview of using social media across different areas of substance abuse services. It discusses learning styles and defines key terms like social media, social marketing, and social networking. It also covers reasons for using social media, potential issues to consider, and three ethical considerations for its use. Examples are given of social media profiles and how social marketing parallels concepts in treatment like motivational interviewing.
Social media is changing how people interact and share information. It allows for quick distribution of content across vast networks. While still new, social media is becoming an essential part of business strategy and is helping address global issues like human rights and climate change. The future of social media involves more mobile access and governments increasingly using platforms to engage citizens in transparent ways. However, overdependence on technology could also lead to its own vulnerabilities if not developed responsibly.
Social media is changing how people interact and share information. It allows for quick distribution of content across vast networks. While still new, social media is becoming an essential part of business strategy and is helping address global issues like human rights and climate change. The future will see even greater reliance on social media and mobile platforms to communicate, with more public and private organizations utilizing social networks to disseminate information and obtain feedback from users.
In this session, we talk about the mobile and social web, and how it shapes economy, individual behavior and well-being, political events, and society as a whole.
This document discusses affinity spaces and communities of practice. It begins by introducing social media and how it connects people, providing a framework for communities of practice and affinity spaces. Communities of practice are defined as groups where newcomers learn through legitimate peripheral participation to become full participants. Technology facilitates communities of practice and knowledge management. Examples discussed are TeacherBridge software and Mind Bridges multimedia software, which aimed to support communities of practice for teachers and students respectively. The document compares attributes of communities of practice and affinity spaces.
Naava Frank: Learning Communities for Professionalcaje32
This document discusses learning communities and communities of practice (CoPs) as tools for professional development. It defines key aspects of CoPs, including that they are groups of professionals who systematically share expertise to improve their practice. The document then outlines three core processes that learning communities use: surfacing questions/needs, building connections, and eliciting tacit knowledge. Specific techniques are provided for each process.
Role of social media in knowledge managementRohit Jangra
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Build a Better Mousetrap? Social Media Cultivating Emergency Management Communities of Practice
1. Build a Better Mousetrap?
Social Media Cultivating Emergency Management Communities of Practice
Communities of Practice (CoP) are popping up all over the Internet both explicitly
in name and implicitly by what they do. The emergency domain is no different.
On one hand, some groups are CoPs and don’t know it or don’t identify themselves
as such. On the other hand, goal oriented CoPs are being created where the site
may or may not consist of a CoP altogether!
Taming the Beast
The problem is, there is so much information on the Internet - how do you
best leverage this information for emergency management? Social media and
apps are creating many ways for people and groups to communicate but the
challenge is, what can be done to make this information useful? How do you get
the right information to the right people at the right time so that all individuals
(both practitioners and public) can make the best decision(s)? How can teams/
agencies/groups who work together utilize this information such that it’s
aggregated and focused on their particular needs? How do you aggregate, but not
isolate information? How can these groups or individuals share ‘best practices’
and ‘lessons learned’ and benefit as units working together from the social media
and Web 2.0 technology?
Communities of Practice can be a good way to cultivate and support groups
of emergency management teams using real time web based solutions (White,
Plotnick, Aadams-Moring, Hiltz and Turoff, 2008; White, Hiltz and Turoff,
2009). Creating or cultivating a CoP is no trivial task! For example, some existing
attempts are having difficulty in sustaining active participation between group
members. How are CoPs identified or created, who’s creating them (government
or individual) and are these methods working -- if not, what is the best way to
harness the information to satisfy the various needs of practitioner types to reap the
benefits of a true CoP?
The Perfect Storm
2. Etienne Wenger defines CoPs as, “groups of people who share a concern, a set of
problems, or a passion about a topic, and who can deepen their knowledge and
expertise in this area by interacting on an ongoing basis.” Hence, CoPs are social
networks of people. Social networks consist of people linked together by choice
and sometimes, by default. Social networks exist both online and offline. Social
networks exist between family members and coworkers. Clubs and volunteer
organizations consist of people who are networked together. These are examples
of social networks that are offline. People can also be linked together by using
technology. Groups of people can be networked together using a variety of
social networking sites that provide an array of applications to support a variety
of communication needs. CoPs can exist totally online or totally offline or
somewhere in-between the two extremes.
But what is social media and how does it support social networks? Social media is
defined as “forms of electronic communication (as Web Sites for social networking
and microblogging) through which users create online communities to share
information, ideas, personal messages, and other content” (as videos) (Merriam-
Webster, 2010). These forms of electronic communication provide many avenues
where professionals can discover each other and others with common interests.
These ‘domain’ driven ways of creating groups help seed CoPs. Existing
relationships are strengthened and new relationships are created. This makes it
such that you are linked not by geographic proximity, but by the unique interests
and tasks shared between group members.
CoPs, social networks of emergency management groups and Social Media, when
joined together, create the perfect storm for success.
CoPs are not comprised of people who simply share a common interest. This is
not some random group of people who like the same things or know the same
people or are in a discussion forum together. CoPs are for serious working groups
of people who are driven to better themselves or their interest by interacting with
one another. The description of what defines a CoPs matches the benefits/needs
that could come from the practitioner community or any other specialty group in
the field. Wenger further describes CoPs as communities who:
3. ● “ share information, insight and advice.
● They help each other solve problems,
● they discuss their situations, their aspiration and their needs.
● they ponder common issues
● explore ideas and act as sounding boards
● they may create tools, standards, generic designs, manuals and other
documents
● they may be bound by the value that they find in learning together
● Over time, they develop a unique perspective on their topic as well as a body
of common knowledge, practices and approaches
● they develop personal relationships and establish ways of ?
● some remain invisible (implicit)
● They exist of core members or occasional participants” (Wenger, 2002).
As mentioned previously, CoPs can be online or offline, they may or may not use
technology to support the needs of the group. However, this list of characteristics
demonstrates the complexity in designing systems to create a single group support
system to match and fulfill all of the needs of the group.
Emergency management related CoPs do exist and use online platforms for
support. Emergency management online social networks are defined as “links
from people to other people, groups or information objects. Such objects may be
messages, photos, videos, wall postings, notifications, current activities, events,
widgets, etc.”(White, Plotnick, Kushma, Turoff and Hiltz, 2009).
CoPs presently use Blogs, Facebook, fourquare, Twitter and Mapping applications
as Knowledge Exchange Centers (KEC) (Hiltz and Turoff, 2009 white paper).
Smaller networks of practitioners who practice together as teams link to other
smaller groups of practitioners creating a larger ‘informally linked’ (i.e. by choice)
network of experts. The strength of social media is that these smaller groups
of specialist can easily ‘connect’ with other unique groups. Together, these
groups can learn from one another and better fulfil the needs of the individual
groups. These groups that exist right now, are for the most part, not ‘formally’
recognized as CoPs but are considered invisible and implicit. The challenge lies
4. in determining how to best identify the existing CoPs and then for those that don’t
exist but need to, how to ‘cultivate a community of practice’ (Wenger, 200x).
A Bit of Theory
The ‘Technology Acceptance Model’ is a a theory known to most who study
Information Systems. TAM is used to formally study why systems are accepted
or rejected by the user which indicates if they’ll be used or not (Venkatesh et. al.,
2003). It is no simple task to build a system that people will want to use - so, it’s
no little feat and should not be taken for granted that popular social media sites
like Facebook and Twitter have such an enormous user population base. Trying to
match something of this magnitude would be like - well, you have a much better
chance to win a lottery or fly to the moon! So, it may be best to use these popular
sites for the needs of the group versus try to create a new site that encompasses all
of the functionalities and capabilities provided by the social sites. For example,
while conducting research on how social media can be best utilized by emergency
management, human resources became a reoccurring theme (White, 2010).
Practitioners wanted many of the features needed under this category such as a list
where employers can post positions and people can post resumes. Also, a list of
qualified people who could be deployed at a moments notice was greatly desired.
Many people are qualified in a number of ways. A closed site may eliminate a
great number of valuable people where LinkedIn, the most popular career driven
social site, would allow for the flexibility and agility required to meet the demands
of dynamic events (Harrald, 2010). LinkedIn is used by over 90 million registered
users!
Teach an Old Dog a New Trick
Social media is easy to use. This is another component of the TAM theory and
again, this is no trivial matter. The time it would take to teach the masses what
they already know by using existing social sites, would normally take an enormous
amount of time and money.
5. That there is a huge user population that already knows how to utilize these sites
is even more ‘sugar for a dime.’ This is especially useful when the public and
other community members are part of the response and recovery efforts. If we are
to make the community members responsible to support a greater resilience, then
the community must be integrated into the ongoing efforts as the valuable resource
they are. For example, CoPs of emergency information specialist use social
media as Knowledge Exchange Centers and are vital to the ‘online information
transitions’ occurring for crisis communications. By utilizing what is already
used by most, more information can be sent to the right people at the right time
so that ‘everyone’ can make the best decision possible. If we create these closed
isolated sites, then the information could be compromised.
I do understand that not everyone knows how to use social media sites, but books
are coming out, workshops are being conducted, conferences are having speakers
profess the word and if all else fails, you can ask your children or grandchildren to
help you!
Motivating Participation
Sites being created to support a CoP need to be perceived as useful or valuable
enough for someone to engage in and go through such effort. Most of these are
closed, restricting both membership and the information that is generated and
transpired. If a CoP site simply duplicates existing applications and the user
already is using a site that satisfies that need, then there is no incentive to spend
more time elsewhere. This is especially true when activity is high in the successful
sites and low in the newer sites.
CoP sites are having problems maintaining interest from the members.
Participation and an active level of engagement is desired. For example, on some
CoP sites, facilitators are having to prompt discussions and keep the group active,
there is a lack of interest by the members to go to the site to participate. Designing
sites to support the information needs of emergency management is no trivial task.
In Figure 1.0 are lists of design issues from formal studies that outlined the design
requirements desired of emergency management information systems (EMIS):
6. General Design Principles and Specifications
1. System Directory
2. Information Source and Timeliness
3. Open Multi - Directional Communication
4. Content as Address
5. Up-to-date Information and Data
6. Link Relevant Information and Data
7. Authority, Responsibility, and Accountability
8. Psychological and Social Needs
Supporting Design Considerations and Specifications
1. Resource Database and Community Collaboration
2. Collective Memory
3. Online Communities of Experts
(Turoff, Van de Walle, Chumar, and Xiang, 2003)
Figure 1.0 Design Principles and Considerations of EMIS
Hence, from this list one can see where a multi-application approach may be a
more viable solution.
Successful sites like Facebook, Twitter, YouTube and uStream, have additional
appealing characteristics which contribute to its success. For example, Facebook
has a ‘gaming’ component that adds a fun recreational incentive that helps a user
enjoy a system more and interact on it more. People can create Farms as a side
form of entertainment, interacting with others in a less stressful interaction. It’s
through these ‘gaming’ interactions that stronger relationships can be built and
oddly enough, more work related information can be transpired (Tapscott and
Williams, 2006). This is a component, when added to an emergency management
information system, adds to its successful use. These existing popular social sites
have many of the characteristics that are required for emergency response systems
needs (Turoff,et. al, 2003).
Cutting Off the Nose to Spite the Face
7. Some major considerations for creating an environment to support a CoPs is,
● Who do you allow to be members of the group?
● Should the groups be open or closed or secret?
● What information is public and shared or private and not open to the public?
A very large group creating a closed site would actually be counterproductive
to the organization as a whole - why shouldn’t valuable information that is no
security threat, not be open to all? For example, if a fire department is evaluating
a situation, it would be best for the information to be shared with others in a
more open environment, fire is a global risk common everywhere. Why isolate
information?
Another counterproductive aspect of a very large closed site is that it automatically
cuts off experts from participating in a situation. The membership list will be
less dynamic given the initial restrictiveness. A less restricted environment opens
the door to more valid information. Just because someone is not ‘officially’ a
practitioner or EM related official doesn’t mean that they can’t provide useful
information that, once passed to their ‘official’ Friend or Follower for example,
can now be used inside the practitioner community.
Studies show that disaster theories such as ‘social convergence’ occur on web
based systems (Hughes, Paylen, Sutton, Liu, 2008). People and the community use
existing systems to support emergency efforts (Palen and Hiltz, 2007).
The Community (civilians) should open to being part of EM related CoPs.
It is well recognized and even sought after, to have civilian input to create
greater situation awareness faster. uReport, iReport, iWitness and other ways of
encouraging citizen involvement create a richer picture from which decisions
can be made. For example, if there were an EMyouTube, people could upload
emergency related videos they made since they may be the people or first people
on the scene. Social media is created so that some people can do more than others
depending on the role they are given. So, in this case, perhaps citizens may be give
Guests privileges where they can only upload and tag files, but where practitioners
can search, retrieve and view any video.
8. Size Matters
In the United States, the emergency management domain is enormous representing
numerous (1) types of groups, (2) groups on different levels (state, federal, etc),
(3) groups who have specialized skills, problem sets and task types and (4) groups
who work together permanently and temporarily. To create a single CoP to
support such complexity is futile at best, a dynamic network of networks will
provide the flexibility required from such complexity.
Smaller groups who don’t want to share or integrate information (i.e. a closed
group), will be more successfully supported by a single site. This may be a good
choice for the group’s needs. However, as the number of members increases, so
too does the complexity. More structure must be provided by the system in order
to keep information organized. Extreme events, that require large numbers of
people for response and recovery efforts, require a host of applications (Turoff,
White, and Plotnick, 2010). The more complex a system becomes, the more
difficult it becomes to use and users will be less likely to accept.
Scalability is something that social media supports too which would be most
useful for larger catastrophic events that lay in wait, such as the impending New
Madrid earthquake. ‘Collective Intelligence’ and the ‘Wisdom of the Crowds’
are two known concepts that can benefit from the larger populations. CoPs need
the flexibility to grow and contract and be modified as an event unfolds. The real
time ad hoc collaborative applications will help support the ‘practice’ in CoP. The
collaborative efforts will mature as partially distributed emergency management
teams move communications over to a web based platform transforming the way
groups interact and work together (Plotnick, White and Turoff, 2010).
Building a Better Mousetrap
A CoP cannot be forced, people need to see the value in interacting at a site with
others or for some gain/benefit. Large populations of users already exist on social
media. People are familiar with the more popular sites making them more apt to
9. be used. Nobody wants to learn ‘one more system’ if at all possible. It makes
sense to use the systems that the greater population already use. This message
echoed from a recent Tweet provided by the Director of FEMA provided in Figure
3.0
Figure 3.0 Craig Fugate’s Tweet
Ongoing efforts trying to duplicate the functions of social media by creating their
own systems are like people who like to brew their own beer from a kit. Although
its fun and one gets to wear the ‘make your own brew’ crown, there’s little chance
the home brew will ever match the skill of the experts and can compete with
those who have been brewing beer for many years. You cannot compete with
the Monks, Belgians and those in Milwaukee who have been handed down secret
recipes and methods for generations. Home brew will never *really* taste as good
as Budweiser, Stella or Heineken and a ‘one stop shop’ created to support CoPs
cannot compete with popular social media.
Tweak Existing Systems
Popular sites have modified versions for specific user populations. For example,
YouTube has special sites: YouTube EDU caters to those in education. An
EMyouTube would be beneficial for the emergency management sector. Some
items, like YouTube videos can be marked public while others can be marked
private where the viewers are designated. Therefore, a dynamic structure could be
used to meet the needs of the group. This would build a reservoirs of emergency
management related videos that could help support the needs of a variety of CoPs.
REWRITE NEW SECTION - http://www.govtech.com/pcio/CIOs-Social-Media-Security-Risks-
021111.html “NASCIO and the National Association of Attorneys General (NAAG) struck
a deal with Facebook that required the social networking giant to revise its service terms
10. for state government use. After months of negotiations, Facebook agreed to modify
the provisions of its terms and conditions regarding dispute resolution and indemnity
clauses.”
Read My Lips, No New Taxes
It cost the government a lot of money to create and launch their own group support
systems -CoPs included. Social media is free. Given the current financial crisis,
free web based solutions may not only provide an answer, but a better answer. A
CoP can only be so large until the interests among group members grows so large
that multiple CoPs are needed to stay true to the definition! However, smaller
networks can be identified and modified to harness the information within the
group.
While writing this article, I went to view the CoP site created by the government,
First Responders Community of Practice (https://communities.firstresponder.gov/ ).
Figure 2.0 provides a screenshot with the message informing the members that the
site was down for the weekend.
Figure 2.0 Screenshot of Message from Government CoP Site
This brings up maintenance issues and downtime. Every time there is an upgrade
or problems with the system, it cost more money = more tax dollars required.
During the upgrade, the chance of problems occurring during the software updates
and after are high and a norm so there is uncertainty in the system running as
expected and as scheduled. More importantly - the CoP is compromised. First,
what if an emergency/disaster/catastrophic event occurs during the scheduled
downtime? Or what if a group needs to use the system? Given the USA is large,
this may not be an unrealistic expectation. Too many eggs are in one basket.
11. What if an event occurs directly after the upgrade? Users will not have any
experience with the new features, layout or ways of doing things. Emergency
management information systems should have little to no downtime. No terrorist
has to have a PhD to figure out when best to attack or at least have another piece to
use in their favor to ensure a successful mission.
Social media sites are changing and upgrading on a continuous basis. However,
there is normally little to no downtime. Social media upgrades are free. Since
there are so many sites used for specific needs like LinkedIn, Twitter, and
YouTube - while one part may upgrade, the remaining sites have not changed.
CYA Conclusion
Every article like this needs a CYA section and here is mine. Social Media is
not the end all solution to support all of the needs of all Communities of Practice.
Social Media has demonstrated that it cultivates CoPs and also supports crisis
communications and decision making - before, during and after an event has
occurred. Social Media does not have solutions for all of the needs encompassed
within the emergency domain. However, it is worth looking into for the
government to consider as a serious tool to add support identifying, building, and
cultivating Communities of Practice within the emergency domain. Challenges
remain in aggregating information to serve the people in a beneficial manner given
the massive amount of information crossing the Information Highway, but using
the existing Social Media sites that have a grip on their respective parts may be a
good place to start. Given the user population, popularity, cost, ease of use and
applicability - Social Media just may prove to be the best Mouse Trap!
References
Harrald, J. Agility Paper - IJISCRAM
Hiltz and Turoff, Knowledge Exchange Center white paper, 2009.
12. Hughes, Palen, Sutton and Liu. “Site-Seeing” in Disaster: An Examination of
On-Line Social Convergence, Information Systems for Crisis Response and
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