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The document discusses corporate culture and storytelling. It defines corporate culture as shared aspects like values, beliefs and behaviors that are visible in how an organization functions. Storytelling is presented as an effective way to communicate corporate culture through sharing real stories about an organization's history, heroes and values. The conclusion recommends that organizations identify and communicate their best stories to define their identity and engage employees.
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- Identify the strengths and weaknesses in leading the PALSI sessions
- Identify possible solutions to the challenges faced
- Explain how ePortfolios can help manage & present one's learning, development and accomplishments
Activities:
- Self reflection on the PALSI sessions & performance using the SWOT analysis & a simple survey
- Discussion on problems faced and possible solutions through small group discussion, i.e. think-pair-share
- Lecture on basic concepts of ePortfolios
- Demonstration of a portfolio using a celebrity as a sample
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Professional issues in clinical psychology training aims to foster trainees' understanding of professionalism through a socially constructed model. It encompasses being professional theoretically and in practice, working within guidance, making decisions when unclear, and promoting the profession. Challenges include teaching professionalism given its varying meanings, and helping trainees learn through experience. The proposed approach includes collaborative learning, reflection, and integrating externally constructed knowledge like standards with internally constructed views. Learning progresses from identity and values to qualified practice over 3 years using seminars, teaching, and reflective discussions.
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My personal marketing plan, including brand strategy, strategic action plan, 5 year professional goals and objectives analysed and presented nicely.
Also includes a snapshot of my personal portfolio.
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- Business agility and the rapid introduction of new products, experiences, and responses to threats is now essential for companies to survive due to increasing disruption.
- Many jobs and entire industries have been disrupted out of existence since 2007 due to new technologies and shifting business models. Companies must change and adapt internally to the new digital era or risk disappearing.
- Traditional command-
This document outlines learnings from experiments with social creativity in a global advertising network. It discusses building business models centered around social dynamics and human connections. An experimental framework is proposed to define cultural problems by arising beliefs, ingrained behaviors, and institutionalized conventions. The document advocates leveraging both dedicated small teams and larger fluid groups through a collaborative network. It also discusses allowing hundreds of ideas early in the process, connecting ideas rather than protecting them, and keeping an open mind during idea curation. The key learnings are to continually experiment and revisit foundational questions.
Organizational changes needed through the journey to Social Business - First insights from the Future of Collaborative Enterprise project - Social Business Forum 2012 - Milan
The document discusses corporate culture and storytelling. It defines corporate culture and explains how culture is visible through rituals, ceremonies, stories and symbols. Storytelling is presented as a tool to communicate and reinforce corporate culture and values. Examples are given of how companies can use storytelling in recruitment, marketing and other areas. The conclusion encourages organizations to develop a strategy and plan for utilizing storytelling to communicate their culture.
Promotional brochure for Intercultural training for expatriates coming to live and work in Serbia. For more info: www.innside.co.rs or send email to: darko@innside.co.rs
Intercultural DISC - Train the trainer accreditationCsaba Toth
Due to the rise of technology and the information age most organisations compete based primarily on their people. The ability to recruit, engage and retain quality employees is the most challenging and expensive priority. 89% of Fortune 500 companies use behavioural assessments (DISC, MBTI) and the top 6 distributors sell 9 million assessments a year. Over 100k behavioural and intercultural trainers, coaches, consultants sell pre-globalisation material for decades.
iDISC bridges the gap between behavioural and intercultural models as it distils and seamlessly integrates the most researched models into one, practical framework.
iDISC (Intercultural DISC) is an ICF (International Coach Federation) accredited intercultural behavioural model that creates synergy between people who have different personality types and cultural background. It introduces the topic of cultural intelligence using the language of DISC, the world’s most popular behavioural model.
Can E2.0 Break Through the KM Cultural BarrierCarl Frappaolo
This document discusses how Enterprise 2.0 technologies and practices can help break down cultural barriers to knowledge management. It provides a model that shows different stages of "worker models" from isolated to fully engaged. Earlier models like "islands of me" and "one-way me" involve more siloed and hierarchical cultures, while later models like "two-way me" and "extended me" are more transparent, participative, and strategic. The document outlines challenges to adoption like resistance from management and users, and a lack of incentives for knowledge sharing. It provides advice on assessing an organization's culture and practices to determine fit with knowledge management and Enterprise 2.0 approaches.
Intended Outcomes:
- Identify the strengths and weaknesses in leading the PALSI sessions
- Identify possible solutions to the challenges faced
- Explain how ePortfolios can help manage & present one's learning, development and accomplishments
Activities:
- Self reflection on the PALSI sessions & performance using the SWOT analysis & a simple survey
- Discussion on problems faced and possible solutions through small group discussion, i.e. think-pair-share
- Lecture on basic concepts of ePortfolios
- Demonstration of a portfolio using a celebrity as a sample
PLUS is a South London based charity providing residential, respite, leisure and employment
services for adults with learning disabilities. As an innovative organisation, highly committed to
its mission, the PLUS Board and Management Team felt their brand did not reflect their ethos.
We were asked to review and reposition the brand to better reflect its ethos.
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
Organizational culture is transmitted to employees through stories, rituals, material symbols, and language. Stories involve narratives shared by senior executives about the company's history and values. Rituals are repetitive activities that reinforce important goals. Material symbols convey the work environment through facilities and dress. Language creates unity as employees learn terms unique to the culture. By understanding how culture is communicated, organizations can better engage their workforce.
Professional issues in clinical psychology training aims to foster trainees' understanding of professionalism through a socially constructed model. It encompasses being professional theoretically and in practice, working within guidance, making decisions when unclear, and promoting the profession. Challenges include teaching professionalism given its varying meanings, and helping trainees learn through experience. The proposed approach includes collaborative learning, reflection, and integrating externally constructed knowledge like standards with internally constructed views. Learning progresses from identity and values to qualified practice over 3 years using seminars, teaching, and reflective discussions.
This document outlines the schedule and content for a course on digital communication and trends. It includes a list of planned lecture topics covering areas like artificial intelligence, smart cities, cyberactivism and more. Recommended readings, documentaries, TED talks and thinkers in the field are also listed to supplement the course content. The document emphasizes exploring different learning styles and motivations to engage diverse student types in the material.
Alumni are more than just customers, they are part of the brand and they can contribute back to an eco-system which can provide good experience throughout.
Alumni Engagement and Relations need to improve on their game and create a great experience and shareable moments for our digital natives and meet the needs of Today's Alumni.
My personal marketing plan, including brand strategy, strategic action plan, 5 year professional goals and objectives analysed and presented nicely.
Also includes a snapshot of my personal portfolio.
This document discusses company culture and its impact on business success. It defines culture as the shared beliefs, values, and behaviors of a group. Culture shapes and is shaped by various elements including language, leadership, communication, and decision-making processes. The document cites sources that finding the wrong cultural fit can increase costs of replacing employees by 50-200% of their annual salary, and over 40% of new hires are likely to fail within 18 months. It discusses Carol Dweck's theories of growth and fixed mindsets and how a growth mindset culture can help companies learn, improve, and be resilient. The basics of culture design are outlined, emphasizing optimizing for creativity, learning, and resilience. Case studies demonstrate
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1. De la culture d’entreprise
Au Storytelling Management
Jacques Folon
Partner EDGE Consulting
Chargé de coursàl’ICHEC
Professeurinvitéàl’Université de Metz
CollaborateurscientifiqueUniversité de Liège
2. C’est quoi la culture d’entreprise?
L’histoire des six singes
3. DEFINITION
• Un ensemble de comportements, croyances, compréhension qui
sontpartagéesdurantunecertainepériode de temps par les
membresd’uneorganisation
• Elle définit les règles de base au niveauorganisationnel et communique aux
nouveaux la “bonne” façon de penser et d’agir
• Si tout le monde participeà la culture elleestgénéralementpeuperçue de
façonconsciente.
• C’estlorsquel’organisationtented’imposer des stratégiesou des
comportementscontrairesà la culture que le face à face et la culture se
perçoivent.
• Si chaqueorganisation a sapropre culture, iln’y a pas nécessairementune
culture unique, maisilpeutexisterdifférentessous-cultures, par département par
exemple.
4. Ca se voit ?
On peut identifier la partie visible à première vue…
5. Comment cela se passe-t-il dans votre
organisation?
• Un nouvel employé qui arrive?
• Cinq personnes autour de la machine à café?
• Un chef qui hurle sur un employé?
• Une personne qui est licenciée?
• Un jeune qui veut tout changer?
9. C’est quoi la culture?
Normes
Valeurs
croyances
• Aspects principaux de la culture:
– La culture estpartagée
– La culture est intangible
– La culture estconfirmée par les Culture
autres
Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management
9
11. Niveau et fonction de la Culture:
•la Culture existeàdeuxniveaux:
•Le côté visible et observable
immédiatement (habillement,
symboles, histoires, etc.)
•Le côté invisible qui véhicule les
valeurs, les croyances,etc.
•Fonctions de la culture
•Intégration
•Guide de fonctionnement
•Guide de communication
12. Eléments de la culture
Rites – cérémonies
Histoires
Symboles
Tabous
13. Rites et cérémonies
• Recrutement
• Christmas party
• Discours
• Pots d’acceuil de départ
• Réunions
• …
14. HISTOIRES
Baséessur des événementsréels qui
sontracontées et partagées par les employés
et racontées aux nouveaux pour les informer
au sujet de l’organisation
- qui rendentvivantes les valeurs de
l’organisation
- qui parlent des “héros”, des légendes
-Le post it de 3M
-Le CEO d’IBM sans badge
-Le CEO de quick
17. En quoi ça vous concerne?
• Horaires
• Relations avec les autres
• Dress code
• Office space
• Training
• …
18. Quelles consequences?
• Cela permet de comprendre ce qui se passe
• De prendre la « bonne décision »
• Parfois un frein au changement
• Perception de vivre avec d’autres qui partagent les
mêmes valeurs
• Point essentiel pour le recrutement et la formation
20. De la recherche d’emploi à l’emploi
CULTURE UNIVERSITAIRE
ETUDIANTS ENSEIGNANTS-CHERCHEURS
OUTILS DE EMPLOYEURS
COMMUNICATION CULTURE D ’ENTREPRISE
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
20
21. Cursus de formation
CULTURE UNIVERSITAIRE
disciplines,
VOTRE HISTOIRE DE VIE CV Motivation connaissances
IDENTITE ET PROJET PERSONNEL
stages, projets
PROJET PROFESSIONNEL
diplômes
FILIERE D ’ETUDE
MASTER 1 OFFRE
MASTER 2 DE
COMPETENCES
Communiquer ==>langage commun
OFFRE
PROFIL DE D ’EMPLOI
PRODUIT, SYSTEME
POSTE
METIER
Compétences
GRH
ACTIVITE expérience, évoluti
PROJET DE RECRUTEMENT
Plaquettes sites web projets d’entreprise on
IDENTITE ET PROJET DE L ’EMPLOYEUR fonctions
CULTURE D ’ENTREPRISE contexte
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
21
besoins, attentes
23. Stereotypes& Clichés
Clichés about ‘France’ Clichés about ‘USA’
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
23
24. Stereotypes
The Americans see the French as ... The French see the Americans as ...
• people who do not work • arrogant and sure they are always right and
• people who don't speak English good, moralizing and very religious
• people who are rude to tourists, anti- • de grandsenfants (ie, people who are naive
American and ungrateful and have no, or a too short, history)
• people who live in a bureaucratic Socialist • people who have free access to guns and who
system and who are totally dependent on the use them to shoot each other when things go
State wrong
• people who do not use soap • people who are arch-capitalists and only
•arrogant and conceited people distant and think about money
difficult to meet • people who do not understand other nations
• people who do not respect religious freedom and whose press never addresses international
issues :
etc...
• people who do not take criticism
•french have the reputation of being very
chauvinist (the word itself comes from a character in a For an American it is hard to conceive that a
XIXth century play, a fellow named Chauvin who was a soldier of country operating as French can be the fourth
Napoleon). the fifth world economic power !
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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25. A psychoanalytical view....
• are highly implicit • are highly explicit
• pessimist and negative : value past ; • optimist and positive : value present
good at analysis and criticism and future ; good at action
• contextual : "it depends" • binary : "it is true or false"
• like what is complex • like what is simple
• lying is no big deal • do not lie (it is bad)
• want to be independent • want to be loved
• based on being a member of a group • social identity is based on the individual
• try not to get caught ; signing a contract is • law and contracts must be respected ;
just the beginning everything is in the contract once it is signed
• the contract is strongly associated with the • a contract is not linked to the relationship
relationship • process oriented : everything must be clear
• if the other one wins, it means that I'll lose and documented ; reacts as planned
• BEING : you are judged on what you are • try to get a win-win deal
• value quality of life • DOING : you are judged on what you do
• value quality of work
French kids learn the principle of authority. Theirs Schools help American kids become independent and
mother says : "be good ".. autonomous. Their mother says : "have fun”
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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26. Intercultural management
French are French seen by American are American seen by
American French
Context HIGHT • disorganized LOW CONTEXT • boring
CONTEXT • unsincere • everything must • disrespectful
• a place must be • not disciplined be clear • not creative
left for adaptation • everything is in
and interpretation the contract
• everything is in
the relationship
Time POLYCHRONIC • not focused MONOCHRONIC • too much into
• schedule • dispersed • time is money details
independent • exactitude is • bureaucratic
• you can be late if essential
you had something
better to do
Interpersonal SMALL BUBBLE • touch you too BIG BUBBLE • arrogant and
• security is being much • avoid physical dominating
Distance
part of a group contact
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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27. Viewsfrom managers
American impression of the French French impression of the American
People like to know a little bit of everything Each person is a specialist in his/her own fields
People work individually to do the job they are
People work in the middle of everyone else paid for without questioning anything
People like to know what everyone else is People don't look left or right, they go straight
doing ahead with their specific job
Decisions are rarely without discussion and When a decision is taken, there is a 'steam roller'
argument effect and no argument
There's little job security. People are hired and
It's difficult to get rid of everyone ! fired with no reason or argument within 15 days
There's a clear hierarchy - people even People are superficially relaxed but the boss is
seem to be over-supervised the boss
Seniority is by age and ascribed. Seniority is by merit and achievement
If you make a mistake, you will admit to it ! If you make a mistake, you're proud to admit it
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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28. Viewsfrom managers
American impression of the French French impression of the American
Do you really want to know how long a Less administratives headaches to cope with the
French declaration tax is ? tax declaration
Reporting techniques are very technical and
Too much paperwork … procedure-like
Meetings are less controlled .. But the
system is quickly becoming more
Americanized Meetings are kept to a minimum
Direct workers are often well-qualified and Direct workers are under-or not qualified tend to
participate more in the company accept any jobs or conditions
Business is a human affair including intuition Work is seen as rational and systematic - you
and emotion work towards achieving an objective
French tend to be less corporate Americans always have a ‘Corporate identity’
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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29. Body language
Make him French willstartwith the thumb and end An American will start with the little
count 1,2,3,4,... with the littlefinger finger and end with the thumb
An American will move his arms and take-up
Make him walk French will be much stiffer a lot of space
Put him in an
elevator French willtry to avoidanyeye contact An American will talk about anything
Make him say An American will form a circle joining
"everything is histhumb and index (in French, this gesture
OK French will put his thumb upright means : "zero")
French like the Spanish with his abrazo, will An American will look as if hewasafraid of
actually TOUCH the body of the other badbreath, stay as far as possible and give
Make him hug person and act as if he was enjoying it a bigslap on the back of the otherperson
Enjoy a meal French will put hisbread on the table and An American will put hisbread on his plate
with him put his hands on the table and will put his hands on histhighs
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
30. Les valeurs affichées et la culture
• Il y a parfois des entreprises qui affichent leurs
valeurs sur les murs et leurs documents comme:
– Integrité
– Communication
– Respect
– Excellence
32. Though growing rapidly, Google still maintains a small company feel. At the Googleplex
headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at
whatever table has an opening and enjoying conversations with Googlers from all different
departments. Topics range from the trivial to the technical, and whether the discussion is
about computer games or encryption or ad serving software, it's not surprising to hear
someone say, "That's a product I helped develop before I came to Google."
Google's emphasis on innovation and commitment to cost containment means each
employee is a hands-on contributor. There's little in the way of corporate hierarchy and
everyone wears several hats. The international webmaster who creates Google's holiday
logos spent a week translating the entire site into Korean. The chief operations engineer is
also a licensed neurosurgeon. Because everyone realizes they are an equally important part
of Google's success, no one hesitates to skate over a corporate officer during roller hockey.
Google's hiring policy is aggressively non-discriminatory and favors ability over experience.
The result is a staff that reflects the global audience the search engine serves. Google has
offices around the globe and Google engineering centers are recruiting local talent in
locations from Zurich to Bangalore. Dozens of languages are spoken by Google staffers, from
Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling
to wine tasting, from flying to frisbee. As Google expands its development team, it continues
to look for those who share an obsessive commitment to creating search perfection and
having a great time doing it.
33. Citations d’E. Schmidt
• I believeeverydaythat Google isrun by its culture,
not by me.
• The strategy and the productsthatwebuild are a
consequence of the culture we have around
innovation and focusingonthe end user.
34. • Microsoft has an innovative corporate culture and a strong product development focus
that is designed to keep us on the leading edge of the industry. We believe that our
employees are the company's most important asset. They are the source of our creative
ingenuity and success so we empower each staff member to take initiative in solving
problems, coming up with new ideas and improving the organisation.
• Microsoft values diversity and respects each person's individuality
• When you sell software to 180 million people, in 70 countries, speaking 150 languages,
you can't afford to have a singular point of view. Microsoft employs people from many
nationalities and backgrounds.
35. Chaque entreprise a sa culture d’entreprise basée sur
–Sa vision
–Sa mission
–Ses valeurs
37. Une des grandes difficultés du management est de
faire agir les collaborateurs selon les valeurs de
l’entreprise alors que la culture d’entreprise est
basée sur la valeurs des collaborateurs…
Alors comment font les entreprises
pour faire passer le message?
40. Mais ca ne concerne que le cerveau gauche !
Source: http://academiedesintelligences.files.wordpress.com/2011/03/left-brain-right-brain-metaphor.jpg
41. D’où la nécessité et l’utilisation des histoires et donc du storytelling
Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download
43. « … le récit est présent dans tous les
temps, dans tous les lieux, dans toutes les
sociétés; le récit commence avec l’histoire
même de l’humanité; il n’y a jamais eu nulle
part aucun peuple sans récit »
Roland Barthes: introduction à l’analyse
structurale du récit, Seuil, Paris, 1991
Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1
44. Storytelling : art de raconter
des histoires
•Depuis la nuit des temps les hommes se racontent des histoires
• Même les solitaires se racontent des histoires…
Sunil Kumar
52. We tell stories because we have something
exciting to tell.
We tell stories to have fun, to entertain
someone or keep them in suspense.
We tell stories to let other people know what
we're thinking.
We tell stories to express our feelings.
We tell stories to teach somebody
something or to explain something.
We tell stories to share ourselves to let other
people get to know us better.
We tell stories to give people enjoyment.
We tell stories to get feelings out.
We tell stories to use our imaginations.
We tell stories to save our experiences
forever.
John Seely Brown and Paul Duguid in The
Social Life of Information
53. Cognitive psychologist
Donald Norman (1993)
"Stories aren'tbetterthanlogic;
logicisn'tbetterthan stories.
They are distinct;
theybothemphasizedifferentcriteria. I
thinkitveryappropriatethatbothbeused in decision-
making settings.
In fact, I ratherlike the orderingthatoftenhappens,
usuallyaccidentally:
First the data and the logicalanalysis,
then the stories.
Yes, let the personal, emotionalside of
decisionmaking have the last word."
64. UTILE
•Dans des situations nouvelles, complexes
• Combine des pensées et des sentiments
• Propose un contexte
• Facile à retenir
• Authenticité
• Fait passer un message induit
Crédit : http://thinkmarketing.org/files/testimage1.jpg
77. La politique et le storytelling
o Photo le 6 mai 2004
o Ashley Faulkner : « Ma mère a été
assassinée le 11 septembre par les
terroristes »
o Spot diffusé 30.000 fois dans les swing
states
o 6,5 millions $
o Victoire de G.W.Bush !
78. Malaise ?
Infarctus ?
Mais non !
Fatigue de l’hyper président après une longue journée de travail
Crédit: http://www.info2tv.fr/wp-content/uploads/2009/07/20090726_nicolas_sarkozy.jpg
95. UNE ORGANISATION A VECU DES HISTOIRES
• Création
• Fusion
• Nouveau produit
• Manager
• Internationalisation,
• Erreurs
• …
Source: http://www.delhaizegroup.com/images/Founders.jpg
102. Storytelling and knowledge sharing
• “Every afternoon
our corporate
knowledge walks
out of the door and
I hope to God
they’ll be back
tomorrow” –
Jeffrey Miller, CEO
Documentum
103. Barriers to knowledge sharing
• Knowledge is power
• Not invented here syndrome
• People do not realize value knowledge has for others
• Knowledge sharing is not my job
• Lack of trust
• Lack of time
• Lack of top management support towards knowledge sharing activities
• Corporate culture
• Lack of infrastructure
• Lack of confidence/Damage to reputation
• No/insufficient rewards and incentives
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria
104. Tools & Techniques…
• Water-coolers & Coffee machines
Webber: “In the new economy, conversations are the
most important form of work. Conversations are the
way knowledge workers discover what they know,
share it with their colleagues, and in the process
create new knowledge for the organization.”
Source:
• Davenport, T.H. & Prusak, L. 1998. Working knowledge: how
organizations manage what they know. Boston: Harvard Business
School Press:90-93
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria
105. Tools & Techniques …
• Storytelling
– “Stories provide a medium of communication, both internally within an
organization and externally to customers, potential customers, business
partners, business rivals, investors, and others” (McLellan, 2002)
– Sources:
• Denning, S. 2000. The springboard: how storytelling ignites action in
knowledge-era organisations. Boston: Butterworth-Heinemann
• McLellan, H. 2002. Introduction to Corporate Storytelling. [Online].
Available: www.tech-head.com/cstory1.htm
• Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate
School of Education [Online]. Available: http://lila.pz.harvard.edu
• Tobin, P. &Snyman, R (MMM). 2004. Storytelling and knowledge
management: what’s the story so far? Musaion
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria
107. Que faire concrètement?
• Définir une stratégie et un planning
• Rechercher les faits et les histoires
• Identifier les conteurs et aller les écouter
• Enregistrer les histoires, les photos, les gens
• Archiver, traiter
• Identifier les meilleures histoires en ligne avec la
stratégie
• Communiquer par tous moyens
108. TOUS LES
MOYENS !
Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg