The document discusses how knowledge management (KM) can help professional communities through the sharing of knowledge. It provides examples of how social media and online networks helped spread knowledge during the Tunisian revolution in 2011. Specifically, it describes how Tunisians used Twitter to organize and share updates and information with over 28,000 tweets per hour. The document argues that KM projects in the Middle East must focus on people and knowledge flows rather than just technology. It provides examples of professional networks in the region like MENAME for evaluation professionals and an online teacher network in Ras Al Khaimah.
The document discusses competitive collaboration in the global knowledge economy. It notes that neither free trade nor protectionism alone will work and that a balance is needed. It also discusses moving from a knowledge-based to a knowledge-driven economy and the need for both protecting competitive knowledge and collaboratively sharing knowledge. Managing and leveraging knowledge, skills, learning, creativity and innovation will be key to success in this new economic environment.
David Gurteen - Workshop - KM Middle East 2011KMMiddleEast
Theodore Zeldin argues that meaningful conversation allows people to emerge with new perspectives. Effective conversation requires suspending assumptions and listening to understand different views rather than judge them. For business, conversation is important because work fundamentally involves sharing knowledge and ideas through discussion, and conversations can spark innovation when they create new ideas rather than just exchange existing facts.
The document discusses knowledge management (KM) and strategies for effective KM. It addresses different perspectives on KM, such as KM as an ecosystem, enabling action, or integrated support system. The document also notes that KM requires change management and discusses tools for managing known and unknown information. Finally, it promotes establishing a KM community in the UAE and Middle East to continue learning and problem solving around KM issues.
The document discusses common pitfalls of knowledge management (KM) projects and provides advice for ensuring their success. It argues that KM projects often fail because they are not focused on business problems and do not have senior management support. The document advises identifying specific business issues to be addressed rather than generic KM goals, and gaining support from leadership and employees. It also cautions against using rewards to motivate knowledge sharing, arguing intrinsic motivation is more effective.
This document discusses cultural dimensions and their implications for knowledge sharing in Asia. It explores how factors like collectivism, power distance, and masculinity influence willingness to share knowledge. Additionally, it examines how building trust through social interaction and shared goals can increase knowledge sharing. Finally, it provides recommendations for effective knowledge management, including conducting knowledge audits, creating communities of practice, and establishing a culture that supports networking, collaboration, and knowledge dissemination through information technology tools.
The document discusses the concept of authentic leadership. It defines authentic leadership as being self-directed, originating from within oneself, and true to one's authentic self. It contrasts authentic leadership with hierarchical and counterfeit leadership. Authentic leadership engages and empowers people, develops their potential, and inspires initiative rather than controlling or manipulating them. The document proposes authentic leadership as a developmental process and presents a model involving mastering an inner game of intent, awareness and cohesion, and an outer game of transformation, emergence and transcendence.
This document summarizes a presentation given at the AICPA EDMAX Committee meeting on November 10, 2010 in New Orleans, LA. The presentation discusses the rapid pace of change in business and society driven by technology and globalization. It emphasizes the need for new skills like collaboration, strategic thinking, and social media use. Examples are given of how one CPA organization used social media to build relationships and engage members. The presentation concludes by encouraging CPAs to get started with social media to navigate changes in the profession.
This document discusses a panel on lessons learned in globalizing employee resource groups (ERGs) around the world. The panel will cover the latest trends in ERGs outside the US, how to avoid pitfalls in launching ERGs globally, and the pros and cons of independent vs. aligned local and global ERG structures. It will also discuss what motivates ERGs in different parts of the world. The panelists include experts from Language & Culture Worldwide, Colgate-Palmolive, Wyndham Vacation Ownership, and DHR International Beijing.
The document discusses competitive collaboration in the global knowledge economy. It notes that neither free trade nor protectionism alone will work and that a balance is needed. It also discusses moving from a knowledge-based to a knowledge-driven economy and the need for both protecting competitive knowledge and collaboratively sharing knowledge. Managing and leveraging knowledge, skills, learning, creativity and innovation will be key to success in this new economic environment.
David Gurteen - Workshop - KM Middle East 2011KMMiddleEast
Theodore Zeldin argues that meaningful conversation allows people to emerge with new perspectives. Effective conversation requires suspending assumptions and listening to understand different views rather than judge them. For business, conversation is important because work fundamentally involves sharing knowledge and ideas through discussion, and conversations can spark innovation when they create new ideas rather than just exchange existing facts.
The document discusses knowledge management (KM) and strategies for effective KM. It addresses different perspectives on KM, such as KM as an ecosystem, enabling action, or integrated support system. The document also notes that KM requires change management and discusses tools for managing known and unknown information. Finally, it promotes establishing a KM community in the UAE and Middle East to continue learning and problem solving around KM issues.
The document discusses common pitfalls of knowledge management (KM) projects and provides advice for ensuring their success. It argues that KM projects often fail because they are not focused on business problems and do not have senior management support. The document advises identifying specific business issues to be addressed rather than generic KM goals, and gaining support from leadership and employees. It also cautions against using rewards to motivate knowledge sharing, arguing intrinsic motivation is more effective.
This document discusses cultural dimensions and their implications for knowledge sharing in Asia. It explores how factors like collectivism, power distance, and masculinity influence willingness to share knowledge. Additionally, it examines how building trust through social interaction and shared goals can increase knowledge sharing. Finally, it provides recommendations for effective knowledge management, including conducting knowledge audits, creating communities of practice, and establishing a culture that supports networking, collaboration, and knowledge dissemination through information technology tools.
The document discusses the concept of authentic leadership. It defines authentic leadership as being self-directed, originating from within oneself, and true to one's authentic self. It contrasts authentic leadership with hierarchical and counterfeit leadership. Authentic leadership engages and empowers people, develops their potential, and inspires initiative rather than controlling or manipulating them. The document proposes authentic leadership as a developmental process and presents a model involving mastering an inner game of intent, awareness and cohesion, and an outer game of transformation, emergence and transcendence.
This document summarizes a presentation given at the AICPA EDMAX Committee meeting on November 10, 2010 in New Orleans, LA. The presentation discusses the rapid pace of change in business and society driven by technology and globalization. It emphasizes the need for new skills like collaboration, strategic thinking, and social media use. Examples are given of how one CPA organization used social media to build relationships and engage members. The presentation concludes by encouraging CPAs to get started with social media to navigate changes in the profession.
This document discusses a panel on lessons learned in globalizing employee resource groups (ERGs) around the world. The panel will cover the latest trends in ERGs outside the US, how to avoid pitfalls in launching ERGs globally, and the pros and cons of independent vs. aligned local and global ERG structures. It will also discuss what motivates ERGs in different parts of the world. The panelists include experts from Language & Culture Worldwide, Colgate-Palmolive, Wyndham Vacation Ownership, and DHR International Beijing.
This document discusses a professional development session focused on changing mindsets and creating global learning hubs. It includes introductions from participants, quotes about leadership and motivating students, statistics about Generation Y, and discussions around using technology like Facebook in education and meeting student needs. Participants are encouraged to share resources, have speed discussions in pairs, and think about their role in creating needed change.
Join NOW FREE!
http://infiniglobalnet.com/r1008
http://infiniglobalnet.com/r818
Work for Yourself, Work for Your Future and Enjoy Life for As Much As Possible!
Infiny Global Network is a concept to be used to create the welfare and comfortable life you have been dreaming of, by using the powerful network marketing&internet combination.
YPO members share an international citizenship that bridges nationalities
and cultures. Passports may be required to visit each other’s countries, but
knowledge and ideas travel freely across borders. This global fluency gives
YPO members a significant business and personal edge when navigating and negotiating in an interconnected world.
“Preparar a Liderança do Futuro” é o título da Conferência Human Habitat que terá lugar no dia 5 de Novembro no Auditório Mar da Palha do Oceanário de Lisboa e terá como orador convidado Menno Van Dijk, cofundador e diretor geral da THNK, Escola de Liderança Criativa de Amesterdão, centrou a sua carreira profissional no desenvolvimento de estratégias empresariais, na inovação e no crescimento e, no âmbito da THNK, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta.
O que é a THNK?
THNK, Escola de Liderança Criativa de Amesterdão, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta. A THNK oferece um programa para liderança criativa, a um grupo de participantes internacional, criteriosamente selecionados e com elevado talento e criatividade nas áreas do empreendedorismo social e económico como na inovação empresarial.
O programa tem como enfoque a identificação dos problemas da atualidade e os novos modelos para abordar a respetiva solução, estando ao abrigo do mesmo integrado projetos reais.
This document outlines key topics from a forum on Canada's digital future called Canada 3.0. It provides an overview of the event, including that it had over 1,000 attendees from government, industry, and academia. It discusses the vision for Canada to become a global leader in the digital economy. Several presentations and workshops are summarized that focus on issues like digital skills training, research and commercialization, and attracting and retaining digital talent. The forum aimed to provide input on developing a national ICT strategy for Canada's digital economy.
This document summarizes the key topics from Day 1 of the Vizible digital media project conference, including:
- Canada's status and challenges as a digital nation
- Issues around intellectual property rights in the digital age
- Improving Canada's digital infrastructure ("digital shovels")
- Attracting and retaining digital talent
- Boosting digital media research and commercialization
- Leveraging mobility and media opportunities
The document outlines discussions and perspectives on these topics from various speakers at the conference.
This document describes a new curriculum innovation module on online social networks. The module aims to discuss social networks from interdisciplinary perspectives including technology, social science, and business. It will be taught by five tutors from three different faculties and include group projects, individual reflections, and a core assessment involving a group presentation. The module aims to provide students with holistic understanding of social networks and their impact on society. It is intended to be a core module for certain degree programs and encourage life-wide and life-long learning approaches.
The document discusses several trends affecting organizations, including the acceleration of change outside organizations compared to internally, the growth of information and knowledge, and the limited ability of humans to absorb all available information. It notes that knowledge resides in networks and references theories of degrees of separation and collective intelligence. Other trends mentioned include shifting from problem-solving to finding solutions, the emergence of digital natives in the workforce, the increasing use of 3D printing and virtual worlds, and the potential for virtual worlds to become platforms for economic activity and developing international entrepreneurs. The document advocates letting go of control to leverage the power of networks and create sustainable ecosystems in this changing environment.
Culture and learning in the digital age: experiences from Brussels and the w...Frederik Questier
F. Questier, Culture and learning in the digital age: experiences from Brussels and the world, Guest lecture at Communications University of China, School of Distance and Continuing education, 14/10/2010. On request of the audience, an introduction to Belgian culture was added.
Knowledge management and social media by Enamul HaqueEnamul Haque
Today, most of the conversations happen on the web, using different social media tools. Conversations that are stored electronically are forming knowledge nuggets, serving the world, like it has never been before. That’s the Social media era that we are passing through. Which is changing the way we live our life & share knowledge.
1. The document discusses connectivism and lifelong learning skills needed for vocational education and training (VET). It emphasizes deep, ubiquitous, and learner-centered learning.
2. Ubiquitous learning involves authentic learning environments that utilize information and communication technologies, open cloud services, and social media. Learners build knowledge capital through social and collaborative learning networks.
3. Connectivism views learning as a network-forming process augmented by digital technologies. Learning is social, physical, and virtual, involving distributed intelligence across a network of connections.
This document discusses technology stewardship and its implications for knowledge management initiatives. It addresses how the CSIR became interested in technology stewardship and what traits define valuable technology stewardship, such as supporting community experimentation and keeping technologies as simple as possible. The document also considers what future steps could be taken regarding technology stewardship at CSIR, like focused initiatives to overcome tool barriers and embedding stewardship in relevant areas. Overall, the document examines the role and best practices of technology stewardship for communities and organizations.
The document discusses a potential partnership between BINUS University and Mozilla to promote openness, innovation and opportunities on the web. It outlines Mozilla's mission and goals, as well as key facts about its global community. BINUS' communication goals for a partnership include increasing its brand equity and reputation as a world-class institution. A SWOT analysis identifies strengths like BINUS' ICT expertise and opportunities for internships and workshops. Potential partnership activities are listed, along with a process for achieving BINUS' goal of international recognition through 2015.
Digital Connectedness: Taking Ownership of Your Professional Online Presence Sue Beckingham
Developing pathways to connectedness essentially commences with family and friends, but over time new connections outside of these circles begin to form ever increasing and interlinking circles. These informal and formal networks have the potential to help you unlock new doors to new opportunities. Social media can without doubt provide excellent communication channels and a space to develop your network of connections. Nonetheless as your online presence expands it leaves behind both digital footprints and digital shadows; and this needs to be given due consideration. This keynote will look at the value of developing a professional online presence and why as future graduates you need to take ownership of this.
http://www.yorksj.ac.uk/ltd/ltd/student-engagement/undergraduate-research-confere.aspx
The document summarizes key statistics and trends related to digital marketing and social media usage worldwide and in Thailand. Some of the key points include:
- In 2012, a digital event had over 7 million viewers on social media with many shares and likes.
- Half of worldwide trending topics on Twitter were related to the event.
- Digital offers opportunities but online and offline are now merged, so digital strategy is also brand strategy.
- Worldwide, over 70% of internet users are on social media and mobile accelerates social usage. Consumers connect with a limited number of brands on social media.
Built on experience, Dell Social Media Services are for customers across many industries, including Fortune 500, public and education, non-profit and healthcare. They’re also relevant for those just starting out or for those who are further along in their journey and looking to scale their efforts. The suite of offers ranges from listening and insights to best practice seminars and from advisory services to command center build-outs. For more information, visit http://dell.to/11Dpylk.
The document discusses trends that will impact the future workplace and attractiveness of employers, including shifting demographics, a knowledge economy, globalization, and increased use of digital and mobile technologies. It notes that future workforces will be multigenerational, and identifies challenges that come with that, such as different expectations around work-life balance, career development, and technology use. The document also discusses how social media is used more in personal versus professional contexts, and characteristics that will make employers more attractive, such as strong values, skills development, and corporate social responsibility.
The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.
Social Change: Social Media's role in BusinessMichael Murray
This is a presentation on using change management best practices to encourage social media adoption within organizations. It begins with a "Social Media 101" section, then explains Enterprise 2.0 as the 'other' social media. The presentation then presents change management as a vehicle for encouraging social media adoption. Finally a case study and basic social media strategies provide readers with some tangible suggestions for how to get started.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
This document discusses a professional development session focused on changing mindsets and creating global learning hubs. It includes introductions from participants, quotes about leadership and motivating students, statistics about Generation Y, and discussions around using technology like Facebook in education and meeting student needs. Participants are encouraged to share resources, have speed discussions in pairs, and think about their role in creating needed change.
Join NOW FREE!
http://infiniglobalnet.com/r1008
http://infiniglobalnet.com/r818
Work for Yourself, Work for Your Future and Enjoy Life for As Much As Possible!
Infiny Global Network is a concept to be used to create the welfare and comfortable life you have been dreaming of, by using the powerful network marketing&internet combination.
YPO members share an international citizenship that bridges nationalities
and cultures. Passports may be required to visit each other’s countries, but
knowledge and ideas travel freely across borders. This global fluency gives
YPO members a significant business and personal edge when navigating and negotiating in an interconnected world.
“Preparar a Liderança do Futuro” é o título da Conferência Human Habitat que terá lugar no dia 5 de Novembro no Auditório Mar da Palha do Oceanário de Lisboa e terá como orador convidado Menno Van Dijk, cofundador e diretor geral da THNK, Escola de Liderança Criativa de Amesterdão, centrou a sua carreira profissional no desenvolvimento de estratégias empresariais, na inovação e no crescimento e, no âmbito da THNK, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta.
O que é a THNK?
THNK, Escola de Liderança Criativa de Amesterdão, apoia o desenvolvimento dos líderes criativos do futuro, para que tenham um impacte social significativo no planeta. A THNK oferece um programa para liderança criativa, a um grupo de participantes internacional, criteriosamente selecionados e com elevado talento e criatividade nas áreas do empreendedorismo social e económico como na inovação empresarial.
O programa tem como enfoque a identificação dos problemas da atualidade e os novos modelos para abordar a respetiva solução, estando ao abrigo do mesmo integrado projetos reais.
This document outlines key topics from a forum on Canada's digital future called Canada 3.0. It provides an overview of the event, including that it had over 1,000 attendees from government, industry, and academia. It discusses the vision for Canada to become a global leader in the digital economy. Several presentations and workshops are summarized that focus on issues like digital skills training, research and commercialization, and attracting and retaining digital talent. The forum aimed to provide input on developing a national ICT strategy for Canada's digital economy.
This document summarizes the key topics from Day 1 of the Vizible digital media project conference, including:
- Canada's status and challenges as a digital nation
- Issues around intellectual property rights in the digital age
- Improving Canada's digital infrastructure ("digital shovels")
- Attracting and retaining digital talent
- Boosting digital media research and commercialization
- Leveraging mobility and media opportunities
The document outlines discussions and perspectives on these topics from various speakers at the conference.
This document describes a new curriculum innovation module on online social networks. The module aims to discuss social networks from interdisciplinary perspectives including technology, social science, and business. It will be taught by five tutors from three different faculties and include group projects, individual reflections, and a core assessment involving a group presentation. The module aims to provide students with holistic understanding of social networks and their impact on society. It is intended to be a core module for certain degree programs and encourage life-wide and life-long learning approaches.
The document discusses several trends affecting organizations, including the acceleration of change outside organizations compared to internally, the growth of information and knowledge, and the limited ability of humans to absorb all available information. It notes that knowledge resides in networks and references theories of degrees of separation and collective intelligence. Other trends mentioned include shifting from problem-solving to finding solutions, the emergence of digital natives in the workforce, the increasing use of 3D printing and virtual worlds, and the potential for virtual worlds to become platforms for economic activity and developing international entrepreneurs. The document advocates letting go of control to leverage the power of networks and create sustainable ecosystems in this changing environment.
Culture and learning in the digital age: experiences from Brussels and the w...Frederik Questier
F. Questier, Culture and learning in the digital age: experiences from Brussels and the world, Guest lecture at Communications University of China, School of Distance and Continuing education, 14/10/2010. On request of the audience, an introduction to Belgian culture was added.
Knowledge management and social media by Enamul HaqueEnamul Haque
Today, most of the conversations happen on the web, using different social media tools. Conversations that are stored electronically are forming knowledge nuggets, serving the world, like it has never been before. That’s the Social media era that we are passing through. Which is changing the way we live our life & share knowledge.
1. The document discusses connectivism and lifelong learning skills needed for vocational education and training (VET). It emphasizes deep, ubiquitous, and learner-centered learning.
2. Ubiquitous learning involves authentic learning environments that utilize information and communication technologies, open cloud services, and social media. Learners build knowledge capital through social and collaborative learning networks.
3. Connectivism views learning as a network-forming process augmented by digital technologies. Learning is social, physical, and virtual, involving distributed intelligence across a network of connections.
This document discusses technology stewardship and its implications for knowledge management initiatives. It addresses how the CSIR became interested in technology stewardship and what traits define valuable technology stewardship, such as supporting community experimentation and keeping technologies as simple as possible. The document also considers what future steps could be taken regarding technology stewardship at CSIR, like focused initiatives to overcome tool barriers and embedding stewardship in relevant areas. Overall, the document examines the role and best practices of technology stewardship for communities and organizations.
The document discusses a potential partnership between BINUS University and Mozilla to promote openness, innovation and opportunities on the web. It outlines Mozilla's mission and goals, as well as key facts about its global community. BINUS' communication goals for a partnership include increasing its brand equity and reputation as a world-class institution. A SWOT analysis identifies strengths like BINUS' ICT expertise and opportunities for internships and workshops. Potential partnership activities are listed, along with a process for achieving BINUS' goal of international recognition through 2015.
Digital Connectedness: Taking Ownership of Your Professional Online Presence Sue Beckingham
Developing pathways to connectedness essentially commences with family and friends, but over time new connections outside of these circles begin to form ever increasing and interlinking circles. These informal and formal networks have the potential to help you unlock new doors to new opportunities. Social media can without doubt provide excellent communication channels and a space to develop your network of connections. Nonetheless as your online presence expands it leaves behind both digital footprints and digital shadows; and this needs to be given due consideration. This keynote will look at the value of developing a professional online presence and why as future graduates you need to take ownership of this.
http://www.yorksj.ac.uk/ltd/ltd/student-engagement/undergraduate-research-confere.aspx
The document summarizes key statistics and trends related to digital marketing and social media usage worldwide and in Thailand. Some of the key points include:
- In 2012, a digital event had over 7 million viewers on social media with many shares and likes.
- Half of worldwide trending topics on Twitter were related to the event.
- Digital offers opportunities but online and offline are now merged, so digital strategy is also brand strategy.
- Worldwide, over 70% of internet users are on social media and mobile accelerates social usage. Consumers connect with a limited number of brands on social media.
Built on experience, Dell Social Media Services are for customers across many industries, including Fortune 500, public and education, non-profit and healthcare. They’re also relevant for those just starting out or for those who are further along in their journey and looking to scale their efforts. The suite of offers ranges from listening and insights to best practice seminars and from advisory services to command center build-outs. For more information, visit http://dell.to/11Dpylk.
The document discusses trends that will impact the future workplace and attractiveness of employers, including shifting demographics, a knowledge economy, globalization, and increased use of digital and mobile technologies. It notes that future workforces will be multigenerational, and identifies challenges that come with that, such as different expectations around work-life balance, career development, and technology use. The document also discusses how social media is used more in personal versus professional contexts, and characteristics that will make employers more attractive, such as strong values, skills development, and corporate social responsibility.
The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.
Social Change: Social Media's role in BusinessMichael Murray
This is a presentation on using change management best practices to encourage social media adoption within organizations. It begins with a "Social Media 101" section, then explains Enterprise 2.0 as the 'other' social media. The presentation then presents change management as a vehicle for encouraging social media adoption. Finally a case study and basic social media strategies provide readers with some tangible suggestions for how to get started.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
The document discusses leadership challenges in the new digital reality. It argues that knowledge has become the most important resource and that innovation depends on generating and applying new knowledge. Effective organizations are agile, balance flexibility and integration, and leverage information and communication technologies. The rise of online networks has fundamentally transformed culture and made virtuality an essential dimension of reality. New forms of networked intelligence require collaboration, openness, sharing, integrity and interdependence. Leadership must also adapt by becoming more open, inclusive, transparent, and efficient through collaboration. The key is developing new capabilities like collaborating, innovating, and adapting. Leadership is now seen as a collective, network-centric activity rather than a role, requiring self-leadership and
This document discusses managing online adjunct faculty. It covers the challenges at each stage of the faculty lifecycle including hiring, getting faculty ready to teach online, ongoing communication and support, incentives and professional development, and eventual departures. Key aspects addressed are setting expectations, sharing information, dealing with difficult issues, reflecting as a community, assessing performance, and embracing technology while balancing ownership with independent decision-making. Lessons learned emphasize the importance of online interpersonal skills and contributing beyond just teaching to support the overall program.
This document discusses managing online adjunct faculty. It covers the challenges at each stage of the faculty lifecycle including hiring, getting faculty ready to teach online, ongoing communication and support, incentives and professional development, and eventual departures. Key aspects include setting expectations, sharing information, dealing with difficult issues, reflecting as a community, assessing performance, and embracing technology while balancing ownership with independent decision-making. Social media can help build programmatic support by facilitating knowledge sharing and meta-learning among faculty. Managing adjuncts well requires understanding their diverse perspectives and acting as an effective middleman between them and the institution.
This document summarizes a study about millennials and social media in 2010. It finds that:
1) Social media is deeply integrated into millennials' lives and is their primary means of social interaction and communication, similar to how rock music defined previous generations.
2) Millennials access social media through multiple platforms like Facebook, Twitter, and location-based services. They also produce and share content through "mycasting."
3) Millennials see themselves as the "iGeneration" and believe they are more digital, global, and informed than older generations due to their use of social media.
4) Many millennials think social media can be a force for social change and believe it is
Technology Stewardship - a conversation with the KMPG Johannesburg ChapterElmi Bester
The document discusses technology stewardship and its implications for knowledge management initiatives. It describes how the CSIR became interested in technology stewardship and its practical value. Key traits of effective technology stewardship identified include supporting community experimentation, having frameworks and context to guide technology use, and maintaining a balance between evangelism and skepticism. The presentation concludes by discussing potential next steps for technology stewardship at CSIR, such as focused initiatives, overcoming tool barriers, and embedding stewardship in relevant areas.
Knowledge Management and Governance ReformSören Bauer
Presentation held as an introduction to Knowledge Management during an Executive Course on strategic communication s for governance reform before participants from the Middle east and Subsaharan Africa - so what are the links between KM, strategic communication and governance reform?!
This document discusses using Facebook in educational contexts. It notes that students are increasingly using online tools and have high levels of technology access. While students are often characterized as "digital natives," research finds their skills are more varied. The document explores using Facebook for a specialist conference module and hospitality placements to facilitate inter-year support and engagement through groups, images, and connections. It analyzes the educational affordances and challenges of using Facebook, such as managing privacy and constraints.
This document discusses using Facebook in educational contexts. It notes that students are increasingly using online tools and have high levels of technology access. While students are often characterized as "digital natives," research finds their skills are more varied. The document explores using Facebook for a specialist conference module and hospitality placements to facilitate inter-year support and engagement through groups, images, and connections. It analyzes the educational affordances and challenges of using Facebook, such as managing privacy and constraints.
Similar to Sonia Ben Jaafer - KM Middle East 2011 (20)
The document discusses innovation hubs and strategies for getting value from R&D investments. It begins by providing context about Australia's declining commodities industry and the government's push for innovation in other sectors. It then discusses different types of innovation hubs like incubators and accelerators, providing case studies. It also addresses criticisms of innovation programs and strategies for organizational success, including the need for ambidexterity. Throughout, it emphasizes the importance of social networks, diversity, and tolerating risk and mistakes in fostering innovation.
This document discusses different perspectives on the purpose of school. It lists three potential purposes: 1) developing reading, writing and arithmetic skills for university entrance; 2) forming a network of friends and contacts; and 3) providing a safe and happy environment. It also includes charts about school climate index and academic performance. Finally, it discusses concepts like quantum knowledge physics, the A-frame of trust, and an happiness at work survey for KHDA.
The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
The document discusses managing knowledge and the "why" behind decisions and processes. It addresses how knowledge management can help capture strategic rationales and tacit knowledge across multiple projects over time. Specifically, it discusses how knowledge management was used to capture customer needs and requirements at various levels of detail to help digital transformation efforts.
Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA
KM Technologies and the Integration of Theory into Practice
KM Middle East 2015 Dr. Mohamed Abdul Aziz Al-DegheshamKMMiddleEast
Dr. Mohamed Abdul Aziz Al-Deghesham, Dean, Institute for Development and Consultation Services, Council Members of Princess Nourah bint Abdulrahman University, Kingdom of Saudi Arabia
Employing Knowledge Management Basics to build Educated System Knowledge management Practically : best practices , new ideas and proven techniques
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
Ghada Amer, Vice President the Arab Science and Technology Foundation), Egypt
Fostering Innovation-driven Entrepreneurship in Middle East “Case Study: Arab Science and Technology Foundation”
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
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1. KM as a Practical Solution for
Professional Communities
Dr. Sonia Ben Jaafar
Director
EduEval Educational Services
UAE
www.edueval.com
Research Findings:
Learning from Real Cases
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2. Professional Community
Professionalism Community
Rooted in specialized Rooted in caring, &
knowledge support
Focused on serving Requires mutual
specific needs responsibility within a group
Service industry Self-governing
A professional learning community, focus on
learning rather than on teaching, work
collaboratively, and hold yourself accountable for
results
Richard Dufour
Characteristics of Professional
Learning Communities
1. Shared values and vision
2. Collective responsibility
◦ Inclusive membership
3. Focused collaboration
◦ Mutual trust, respect, and support
4. Individual and collective professional
learning
Openness and partnership
5. Reflective professional inquiry
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3. Characteristics of Success
Shared Focus
Sharing leadership with a focus on
„bridging‟ relationships, on processes and
on actions
Collaborative work
◦ Joint work with purpose
◦ Joint planning and dialogue
◦ Active participation
Technology is a Tool
5 Steps in KM for Organizations
1. Capturing knowledge
2. Storing knowledge
3. Processing knowledge
4. Sharing knowledge
5. Using knowledge
(Seng et al., 2002)
Steps 1-3: Technology assists
Steps 4-5: People access & interact w/ system
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4. Technology is a Tool
When knowledge management
projects are managed from a
technical perspective rather than on
the flow of people and knowledge,
they will fail!
Scarbrough, 2003
The Twitter Revolution
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5. Example: Tunisia‟s Revolution
Shared Focus: Liberated from current
government
Goal: “Degage” ZABA & RCD
◦ Measurable outcome 1: ZABA gone
◦ Measurable outcome 2: RCD gone
◦ Measureable outcome 3: Free elections
Community
Tunisians in rural areas
Tunisians in capital city
Tunisian Diaspora
◦ France
◦ Morocco
◦ Germany
◦ Canada
◦ USA
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6. Challenges
Disconnected
Regionalism amongst Tunisians
Multilingual
Censorship
Access to information
National silence
Questions on accurate information
Etc…..
Knowledge Sharing
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7. Knowledge Sharing: Tweet Tweet
Physical
◦ Started in Sidi Bouzid in Dec 2010
◦ Moved into Hammamet & Sfax
◦ Entered the Capital
Online
◦ Sharing through social media
◦ Mobile picture upload: Facebook
◦ Video uploads:YouTube: & Dailymotion
Sharing
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8. Knowledge Sharing Instructions
Tweeting Tunisia
28,000 tweets / hour with #sidibouzid
since Dec. 27 (NDItech)
2 hrs after the 1st report that ZABA left Tunisia:
◦ 28 tweets/s (100,800/hour)
◦ +196K tweets mentioning Tunisia
◦ +103K tweets w/ #sidibouzid
◦ 26 million Twitter users reached
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9. Twitter taught me everything about
the momentous events in Tunisia: the
uprising has been hashtagged
Mona Eltahawy
Egyptian-born award-winning columnist &
public speaker on Arab and Muslim issues
Media Silence
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10. Media Silence
Al Jazeera News
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11. Top Sites shared on Twitter
1. facebook.com
2. bbc.co.uk
3. guardian.co.uk
4. youtube.com
5. english.aljazeera.net
6. liveword.ca
7. nytimes.com
8. cnn.com
9. twitpic.com
10. news.yahoo.com
Mainstream Media: Playing Catch Up
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13. Sharing Videos: 5,300 Sidibouzid
Increased access to Information
Belha: Studied Political Science in Brussels
& returned to Tunisia in 2009
Translated Wikileaked U.S. State
Department documents on Tunisia from
English to Arabic & French
Posted to Facebook
1 week: 170,000 readers
1 month: Authorities to delete the page
Community spread information
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14. #Sidibouzid: Arabic to English
Critical information
"Tunisia Telecom announces free calls to
emergency numbers whether landlines
or cell phones" (@karim2k)
LAC two helicopters are circling and
scanning the area. They seem to be
looking for people on foot. Keep a sharp
lookout." (@_lamias)
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15. Requests & Instructions
Dear journalists, situation in Tunisia is
tragic Please help! Follow #sidibouzid
we're on the edge of chaos!
"Don't post pictures of the army or
their location!!! It helps the looters to
organize themselves”
Specialists & Credibility
Weddady; activist & Outreach Director,
American Islamic Congress
Slim404; Web activist
Yasmineryan; Al Jazeera journalist
Emnabenjemaa; Tunisian journalist
Monaeltahawy; World Columnist and
public speaker on Arab and Muslim issues
Brian Whitaker; Former ME editor, The
Guardian
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16. Ethical Code of Conduct
Nawaat received dozen videos per day
and only published ones that he could
authenticate
"to give a little more credibility to the
news and rumors flying around."
Spread tweets from “eyewitness
testimony of people I know on the field."
Disagreement & Critique
To its credit Le Monde has been covering
the #Sidibouzid very critically and
vigorously http://bit.ly/hoSN5R #media
RT @nmoawad: We got carried away
with twitter rumors! There is no #coup
in #Tunisia. Not this morning at least. But
keep rooting for #sidibouzid ...
Why is #TTN not covering the press
conference of Prime Nimister
Ghannouchi !? #Tunisia
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17. KM is about Social Processes
They called it the jasmine revolt, Sidi
Bouzid revolt, Tunisian revolt… but
there is only one name that does
justice to what is happening in the
homeland:
Social Media Revolution
Flow of People & Information
KM in the Middle East Lesson?
Youthful population adept with
technology
Cultural predisposition to share
Networks are organic
Motivation for KM is strong
Cultivating KM for professional purpose
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18. KM in the Middle East Lesson?
Technology Trap
Information system
Networking system
Web 2.0
Example: MENAME
Middle East and North African
Monitoring and Evaluation
Professional Network
Gap & Need
Informal LinkedIn Group
34 members to date
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19. Example: MENAME
IDEAS conference: Jordan (http://www.mename.org/)
Workshop: MENA Evaluation Experiences
& Networks
The IsDB Evaluation Experience in Some MENA Countries and
Economic Development Sectors
Representation and Participation of MENA M&E Practitioners in
the Online M&E Professional Groups
Professionalizing Monitoring and Evaluation in MENA
The MENA Evaluation Network in Action
Egypt Initiative to Institutionalize M&E Efforts
Challenges to Evaluating Development in Egypt: Towards Building
Networks & Professionalizing Evaluation
Example:
171 members
35 subgroups: 2-25 members
145 discussions
Group leader: Anna
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20. Mission Statement
Mission: Enable educators to collaborate,
share knowledge and support one another
All teachers within RAK are welcome to
join, ….
Process
Private firm built network & manage
content on social networking platform
Teachers across the school system
Real-time virtual environment
Helps teachers:
◦ Find resources
◦ Understand Web 2.0
◦ Share best practices
◦ Feel connected (rural)
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21. Teacher in Network
Cultivating Network Learning
Communities
Networking with purpose
Focused goals
Measureable objectives
Relational trust
then Collaboration
Conflict & disagreement
Questioning & Clarification
Celebration and Direction
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