Beyond the Radar conference mapped networks to identify community assets. There are four types of assets: human, financial, physical, and influence. Asset mapping involves identifying what assets exist, who controls them, how they relate to each other, and how stable they are. This can be done through either geographic maps showing where assets are located or organizational maps showing the network of groups and individuals and how assets are distributed among them. Comparing asset ownership to centrality in networks can show if assets are being deployed effectively.
Virtual meetings pose some unique challenges (and benefits) for getting work done across time and distance. In this session we look at the ways you can use structure to create naturally more effective and engaging virtual meetings. Like previous sessions in the “Naked Meetings” series, we will share stories, along with tips and tools for you to put to use. Our suggestions can be used with any form of virtual meeting technology.
This executive summary discusses the importance of social networks in knowledge management and organizations. It notes that 85% of managers surveyed obtained crucial career information from other people within their social networks. Examining communication patterns within organizations can provide insight into why knowledge is not being effectively shared. Managing social networks and improving connections between employees can lead to better knowledge sharing, lower costs, greater coherence, and higher social capital - the value of relationships within the organization.
This document discusses the concept of "net∞WORKING" which refers to understanding organizations as ecosystems of networks and adopting a philosophy of "co-generating knowledge and innovation" through networked collaboration. It outlines 5 critical steps for effective net∞WORKING which are: 1) thinking of organizations as networks, 2) understanding informal networks, 3) seeing how knowledge is created through interactions, 4) analyzing patterns of participation, and 5) conducting organizational network analysis and creating network maps. The document then discusses how to use collaborative technology and take action to balance intentionality and control to create networked cultures that promote innovation.
Knowledge Management And The Technical Writermdanda
The document discusses knowledge management (KM) and the role technical writers can play in KM initiatives. It provides definitions of KM, outlines its history and challenges. It describes how technical writers are well-suited to focus on content, organization and workflows when capturing institutional knowledge. The document advocates that technical writers can facilitate knowledge sharing and help tailor knowledge assets to end users.
Accelerate Trust Building to UInleash Innovation. Early results from the Innovation Ecosystems Network showing networks of executive women in technology-based businesses, investments into and out of China, and emerging globalization of Norwegian technology-based businesses in the information technology sector. Lecture by Martha Russell, of Media X at Stanford University.
A document discusses collaborative e-governance and outlines some key ideas:
1) Collaborative planning processes supported by scientific research tend to create powerful internal networks that can influence policymakers. Participation is different from true collaboration which emphasizes outputs, outcomes, and building social capital.
2) Process thinkers emphasize assessing the performance of collaborative planning by looking at outcomes like social capital, institutional capacity, and innovation rather than just outputs. Science can lead to social outcomes when done collaboratively.
3) Early views of e-governance saw it creating more transparent and cheap interaction between governments and citizens, but the boundaries are messy in reality. Local e-governance studies found poorer cities have more inform
A Western View of China's Internal and External Innovation Ecosystem - ICT Se...Martha Russell
A network analysis of flows of information and investments a relationship perspective on the internal and external innovation ecosystems of China's ICT sectors. Crowd-sourced English language press release-type information provides a Western view in a systems framework.
NetWorkShop: Boston Facilitators RoundtablePatti Anklam
1. The document summarizes a presentation on networks and network analysis. It discusses how networks are important in the 21st century and how understanding network structure can provide insights.
2. Various types of network metrics and analyses are introduced, including structural metrics about the overall network and centrality metrics about individual nodes. Mapping networks can reveal informal relationships and raise good questions.
3. Understanding value networks and exchanges within them is discussed, differentiating tangible from intangible exchanges. Mapping value networks analyzes how work gets done and where there are opportunities to improve value and efficiency.
Virtual meetings pose some unique challenges (and benefits) for getting work done across time and distance. In this session we look at the ways you can use structure to create naturally more effective and engaging virtual meetings. Like previous sessions in the “Naked Meetings” series, we will share stories, along with tips and tools for you to put to use. Our suggestions can be used with any form of virtual meeting technology.
This executive summary discusses the importance of social networks in knowledge management and organizations. It notes that 85% of managers surveyed obtained crucial career information from other people within their social networks. Examining communication patterns within organizations can provide insight into why knowledge is not being effectively shared. Managing social networks and improving connections between employees can lead to better knowledge sharing, lower costs, greater coherence, and higher social capital - the value of relationships within the organization.
This document discusses the concept of "net∞WORKING" which refers to understanding organizations as ecosystems of networks and adopting a philosophy of "co-generating knowledge and innovation" through networked collaboration. It outlines 5 critical steps for effective net∞WORKING which are: 1) thinking of organizations as networks, 2) understanding informal networks, 3) seeing how knowledge is created through interactions, 4) analyzing patterns of participation, and 5) conducting organizational network analysis and creating network maps. The document then discusses how to use collaborative technology and take action to balance intentionality and control to create networked cultures that promote innovation.
Knowledge Management And The Technical Writermdanda
The document discusses knowledge management (KM) and the role technical writers can play in KM initiatives. It provides definitions of KM, outlines its history and challenges. It describes how technical writers are well-suited to focus on content, organization and workflows when capturing institutional knowledge. The document advocates that technical writers can facilitate knowledge sharing and help tailor knowledge assets to end users.
Accelerate Trust Building to UInleash Innovation. Early results from the Innovation Ecosystems Network showing networks of executive women in technology-based businesses, investments into and out of China, and emerging globalization of Norwegian technology-based businesses in the information technology sector. Lecture by Martha Russell, of Media X at Stanford University.
A document discusses collaborative e-governance and outlines some key ideas:
1) Collaborative planning processes supported by scientific research tend to create powerful internal networks that can influence policymakers. Participation is different from true collaboration which emphasizes outputs, outcomes, and building social capital.
2) Process thinkers emphasize assessing the performance of collaborative planning by looking at outcomes like social capital, institutional capacity, and innovation rather than just outputs. Science can lead to social outcomes when done collaboratively.
3) Early views of e-governance saw it creating more transparent and cheap interaction between governments and citizens, but the boundaries are messy in reality. Local e-governance studies found poorer cities have more inform
A Western View of China's Internal and External Innovation Ecosystem - ICT Se...Martha Russell
A network analysis of flows of information and investments a relationship perspective on the internal and external innovation ecosystems of China's ICT sectors. Crowd-sourced English language press release-type information provides a Western view in a systems framework.
NetWorkShop: Boston Facilitators RoundtablePatti Anklam
1. The document summarizes a presentation on networks and network analysis. It discusses how networks are important in the 21st century and how understanding network structure can provide insights.
2. Various types of network metrics and analyses are introduced, including structural metrics about the overall network and centrality metrics about individual nodes. Mapping networks can reveal informal relationships and raise good questions.
3. Understanding value networks and exchanges within them is discussed, differentiating tangible from intangible exchanges. Mapping value networks analyzes how work gets done and where there are opportunities to improve value and efficiency.
This document discusses the concept of an "organic enterprise" that utilizes digital tools to enhance collaboration and knowledge sharing. It describes how new social technologies allow an enterprise to function more like a network than a hierarchy, with reflection, sharing, and interaction at the core. Key aspects of an organic enterprise include using microblogging and social bookmarking for reflection; feeds, search and APIs to share and discover reflections; and wikis and tags to connect and remix reflections. When combined with traditional automation and processes, these digital tools can help speed innovation, increase knowledge work effectiveness, and support new practices for virtual collaboration.
This document summarizes a presentation on influencing and storytelling for leaders. It discusses influencing strategies such as rational, emotional, and practical techniques. It also discusses the power of stories, explaining how the brain is wired for storytelling and how stories can be used to engage people and encourage them to see new possibilities. The presentation provides frameworks for analyzing networks and influencing different types of audiences. It emphasizes that leaders can create new realities by changing the story and expanding people's horizons.
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
The document identifies several conceptual inhibitors to effective information sharing between departments and agencies. These include having an unclear scope that does not account for budget, participants, end products, and other constraints. Poor information architecture that lacks common organizing principles and taxonomy can also undermine a solution. Insufficient attention to design elements like templates, pages, and navigation can negatively impact how information is displayed and used. Failure to define required functionality up front based on participant needs also poses a conceptual risk.
Leveraging Networks to Accelerate LearningMaya Townsend
This document discusses how CLOs can leverage human networks within organizations to accelerate learning and drive change. It provides examples of how mapping networks can reveal hidden patterns of information flow. Networks have qualities like quickly spreading information and adapting to change. The document recommends techniques for CLOs to engage networks, such as mapping, blogs, and shared workspaces. It describes how one company, Merrimack Pharmaceuticals, used network mapping and peer groups to increase collaboration and innovation.
Knowledge Management in the Department of Defensejoannhague
The document discusses knowledge management (KM) in the Department of Defense (DoD). It provides definitions of knowledge and KM, and outlines the importance of KM for the DoD. The presentation covers the various KM tools and platforms used across the different branches of the military, including the Air Force Knowledge Now portal. It emphasizes that the future of KM is now, with new technologies like blogs, wikis and cloud computing playing a key role. The presentation encourages continuing the journey of KM.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Planners: indespensible to good local government or public enemy number 1?rhyde2
Planners play an indispensable role in local government by facilitating cooperation across different levels and sectors of government. They are valuable as "boundary spanners" who build networks, manage relationships, and appreciate different governance modes. As "entrepreneurs", planners innovate, take risks, and act as brokers. As "interpreters", they listen, build trust, and frame issues to build consensus across community, political, and professional perspectives. Case studies demonstrate how planners enable economic growth through cross-authority collaboration and shape sustainable development through public engagement.
This document discusses emergent learning in new learning ecologies. It proposes that emergent learning is characterized by being unpredictable, adaptive, and arising from frequent interaction between large numbers of people and resources, without any single person being able to monitor everything. Case studies of Wikipedia, an open university program, and "hole in the wall" learning experiments are presented as examples of emergent learning. Future research directions are outlined, such as better describing and analyzing emergent practices to create frameworks and benchmark emergent learning. Open questions are posed about the relationship between emergence and constraints, integrating emergent learning with other approaches, and whether emergence should play a role in all learning situations.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
Social Technologies as New Forms of Organizational Innovation (EC-TEL'07)Teemu Arina
1) The document discusses the evolution of human brain size and capabilities from early humans like Homo Habilis to modern Homo Sapiens and proposes a new stage of "Homo Contextus" where the brain size increases virtually through connection to social networks and technologies.
2) It then discusses how organizations are evolving from hierarchical "Enterprise 1.0" models to more collaborative "Enterprise 2.0" models driven by social and emergent technologies.
3) The document argues that bottom-up, user-driven innovation is replacing top-down innovation and examines how new knowledge work environments are shaping organizational structures and processes.
Enterprise Social Networking: Strategy and Implementation with SharePoint 2013Credera
SharePoint 2013 offers many upgrades and advances in the areas of social networking. However, in order for organizations to maximize value from the implementation, there are many guidelines and best practices that must be followed. In this presentation, we will discuss the SharePoint 2013 social networking capabilities, use cases for implementation, conceptual design and strategies for best results, where Yammer fits in, and much more.
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
The document outlines six critical skills that form the foundation for 21st century success: (1) information, media and technology skills; (2) communication and collaboration skills; (3) life and career skills; (4) learning and innovation skills; (5) digital citizenship; and (6) key subject and 21st century themes. It provides a crosswalk that maps these six skills against frameworks from leading organizations to show a consensus on the skills needed to thrive in today's world.
Presentation of the paper "Embracing Web 2.0 & 3.0 tools to support lifelong learning - let learners connect".
Paper presented at WCES2012 in Barcelona.
This document discusses how synagogues can build community and engagement in a networked age. It emphasizes the importance of conceptualizing the community as a dynamic network with fluid boundaries rather than a closed group. Key strategies proposed include mapping networks to understand connections, acting as a platform for community members to socialize and organize projects, appointing network weavers to facilitate connections, using appropriate tools to listen and engage members, empowering "intrapreneurs", and embracing risks associated with shifts to more networked and transparent models of governance, operations, and culture. The document provides additional resources on these topics.
Communication And Connectnedness B A World V2Mia Horrigan
This document discusses the importance of communication and connectedness in business analysis. It emphasizes that project success hinges on effectively communicating with stakeholders to understand requirements, set expectations, and show how the project will help stakeholders. The business analyst plays a key role as the communicator, translator, and connector between technology and stakeholders' needs. Effectively analyzing stakeholders, understanding how they communicate and learn, learning the project context, and leveraging new communication channels are discussed as important for business analysts to effectively elicit requirements and ensure project success.
This document discusses the concept of an "organic enterprise" that utilizes digital tools to enhance collaboration and knowledge sharing. It describes how new social technologies allow an enterprise to function more like a network than a hierarchy, with reflection, sharing, and interaction at the core. Key aspects of an organic enterprise include using microblogging and social bookmarking for reflection; feeds, search and APIs to share and discover reflections; and wikis and tags to connect and remix reflections. When combined with traditional automation and processes, these digital tools can help speed innovation, increase knowledge work effectiveness, and support new practices for virtual collaboration.
This document summarizes a presentation on influencing and storytelling for leaders. It discusses influencing strategies such as rational, emotional, and practical techniques. It also discusses the power of stories, explaining how the brain is wired for storytelling and how stories can be used to engage people and encourage them to see new possibilities. The presentation provides frameworks for analyzing networks and influencing different types of audiences. It emphasizes that leaders can create new realities by changing the story and expanding people's horizons.
Deep Smarts refer to experience-based wisdom that is critical for managers to understand. They are a potent form of expertise based on life experiences and tacit knowledge. Leaders with Deep Smarts have the judgment and understanding to effectively address complex issues. However, as Baby Boomers retire, there is a risk of losing the Deep Smarts within organizations. The document discusses how Deep Smarts are acquired through experience over time and shaped by internal beliefs and external social influences. It also outlines strategies for cultivating, transferring and protecting Deep Smarts within an organization.
The document identifies several conceptual inhibitors to effective information sharing between departments and agencies. These include having an unclear scope that does not account for budget, participants, end products, and other constraints. Poor information architecture that lacks common organizing principles and taxonomy can also undermine a solution. Insufficient attention to design elements like templates, pages, and navigation can negatively impact how information is displayed and used. Failure to define required functionality up front based on participant needs also poses a conceptual risk.
Leveraging Networks to Accelerate LearningMaya Townsend
This document discusses how CLOs can leverage human networks within organizations to accelerate learning and drive change. It provides examples of how mapping networks can reveal hidden patterns of information flow. Networks have qualities like quickly spreading information and adapting to change. The document recommends techniques for CLOs to engage networks, such as mapping, blogs, and shared workspaces. It describes how one company, Merrimack Pharmaceuticals, used network mapping and peer groups to increase collaboration and innovation.
Knowledge Management in the Department of Defensejoannhague
The document discusses knowledge management (KM) in the Department of Defense (DoD). It provides definitions of knowledge and KM, and outlines the importance of KM for the DoD. The presentation covers the various KM tools and platforms used across the different branches of the military, including the Air Force Knowledge Now portal. It emphasizes that the future of KM is now, with new technologies like blogs, wikis and cloud computing playing a key role. The presentation encourages continuing the journey of KM.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Planners: indespensible to good local government or public enemy number 1?rhyde2
Planners play an indispensable role in local government by facilitating cooperation across different levels and sectors of government. They are valuable as "boundary spanners" who build networks, manage relationships, and appreciate different governance modes. As "entrepreneurs", planners innovate, take risks, and act as brokers. As "interpreters", they listen, build trust, and frame issues to build consensus across community, political, and professional perspectives. Case studies demonstrate how planners enable economic growth through cross-authority collaboration and shape sustainable development through public engagement.
This document discusses emergent learning in new learning ecologies. It proposes that emergent learning is characterized by being unpredictable, adaptive, and arising from frequent interaction between large numbers of people and resources, without any single person being able to monitor everything. Case studies of Wikipedia, an open university program, and "hole in the wall" learning experiments are presented as examples of emergent learning. Future research directions are outlined, such as better describing and analyzing emergent practices to create frameworks and benchmark emergent learning. Open questions are posed about the relationship between emergence and constraints, integrating emergent learning with other approaches, and whether emergence should play a role in all learning situations.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
Social Technologies as New Forms of Organizational Innovation (EC-TEL'07)Teemu Arina
1) The document discusses the evolution of human brain size and capabilities from early humans like Homo Habilis to modern Homo Sapiens and proposes a new stage of "Homo Contextus" where the brain size increases virtually through connection to social networks and technologies.
2) It then discusses how organizations are evolving from hierarchical "Enterprise 1.0" models to more collaborative "Enterprise 2.0" models driven by social and emergent technologies.
3) The document argues that bottom-up, user-driven innovation is replacing top-down innovation and examines how new knowledge work environments are shaping organizational structures and processes.
Enterprise Social Networking: Strategy and Implementation with SharePoint 2013Credera
SharePoint 2013 offers many upgrades and advances in the areas of social networking. However, in order for organizations to maximize value from the implementation, there are many guidelines and best practices that must be followed. In this presentation, we will discuss the SharePoint 2013 social networking capabilities, use cases for implementation, conceptual design and strategies for best results, where Yammer fits in, and much more.
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
The document outlines six critical skills that form the foundation for 21st century success: (1) information, media and technology skills; (2) communication and collaboration skills; (3) life and career skills; (4) learning and innovation skills; (5) digital citizenship; and (6) key subject and 21st century themes. It provides a crosswalk that maps these six skills against frameworks from leading organizations to show a consensus on the skills needed to thrive in today's world.
Presentation of the paper "Embracing Web 2.0 & 3.0 tools to support lifelong learning - let learners connect".
Paper presented at WCES2012 in Barcelona.
This document discusses how synagogues can build community and engagement in a networked age. It emphasizes the importance of conceptualizing the community as a dynamic network with fluid boundaries rather than a closed group. Key strategies proposed include mapping networks to understand connections, acting as a platform for community members to socialize and organize projects, appointing network weavers to facilitate connections, using appropriate tools to listen and engage members, empowering "intrapreneurs", and embracing risks associated with shifts to more networked and transparent models of governance, operations, and culture. The document provides additional resources on these topics.
Communication And Connectnedness B A World V2Mia Horrigan
This document discusses the importance of communication and connectedness in business analysis. It emphasizes that project success hinges on effectively communicating with stakeholders to understand requirements, set expectations, and show how the project will help stakeholders. The business analyst plays a key role as the communicator, translator, and connector between technology and stakeholders' needs. Effectively analyzing stakeholders, understanding how they communicate and learn, learning the project context, and leveraging new communication channels are discussed as important for business analysts to effectively elicit requirements and ensure project success.
This document provides an overview of a tool for assessing the health of social change networks. The tool allows individuals to rate their network's health across eight areas: value, participation, form, leadership, governance, connection, capacity, and learning & adaptation. Users identify if their network is bounded or unbounded, rate attributes in the eight areas, note priority strengthening areas, and elicit multiple perspectives. They then link priority areas to potential actions to develop the network.
This document provides an overview of a tool for assessing the health of social change networks. It can be used by individuals working within or through such networks. The tool involves identifying the network type, rating it on attributes of network health, identifying priority areas for strengthening, getting multiple perspectives, and linking priorities to potential actions. The sources that informed the tool's creation are also listed.
Developing Your Personal Network StrategyRick Fowler
Shows how to design your personal networks to build more social capital for yourself using the ideas of expert networks researchers and sociologists like Ron Burt and Rob Cross.
This document discusses networks and regional development. It describes how networks are sets of relationships that influence communication and collaboration. Smart networks have a core of connected clusters with different perspectives connected to a periphery that brings in new ideas. Case studies show how identifying regional assets like a unique fruit or food can spur tourism and local business if promoted as a regional brand through a collaborative network. Next steps involve exploring ideas in one's interest area and taking small actions like connecting with others to move ideas forward.
This document discusses networks and regional development. It describes how isolated businesses can form networks by connecting to each other and drawing in new ideas from outside the region. This helps create a smart network with a core of well-connected businesses and a periphery that brings in new resources. Case studies show how networks have supported regional flavors like PawPaw in Ohio and the Arkansas Delta's agricultural brands. The document encourages identifying a region's hidden treasures and taking small steps to explore network-based development.
MacDonald, the new Executive Director of the National Braille Press, sought to evaluate the organization's culture, collaboration, employee morale, and the impact of changes he had made since taking the role. He used organization network analysis to map how employees interacted and found that while some cross-functional collaboration was occurring, there were also gaps between departments that needed to be addressed. The analysis helped MacDonald identify issues to improve collaboration and informed additional changes to further develop a collaborative culture.
Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team.
In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants’ networks, identifying gaps, and developing plans for filling those gaps.
Presented October 2, 2012 at The Commonwealth Institute.
Event information: http://partneringresources.com/event/art-science-networking-basics-commonwealth-institute/
This document discusses social network analysis and its key concepts. It defines different types of networks like ego-centric and socio-centric networks. It also discusses network concepts such as density, cliques, brokers, and peripherals. The document outlines advantages of social network analysis in identifying important actors and understanding communication patterns. It also notes limitations like relying on snapshots and survey responses. Finally, it provides an example of how social network analysis was used to study business connectivity in Bristol.
This document discusses network leadership and how to change systems through networks. It defines networks as sets of relationships that influence communication, collaboration, and innovation. Networks are useful for problems where the solution is unknown, as they encourage experimentation and learning. The document discusses how to map networks, identify strengths and challenges as a network weaver, explore clustering and self-organizing, and how change happens through many small experiments and actions. It provides examples of clustering people by interests and how to support clusters through communication platforms, identifying opportunities, and reporting on projects. The goal is to better connect networks and support self-organized collaboration.
This document discusses the intersection of machine learning and search-based software engineering (ML & SBSE). It provides examples of how data miners can find signals in software engineering artifacts using machine learning techniques. It then discusses how better algorithms do not necessarily lead to better mining yet and emphasizes the importance of sharing data, models, and analysis methods. Finally, it outlines a vision for "discussion mining" to guide teams in walking across the space of local models, with the goal of building a science of localism in ML and SBSE.
This document discusses a knowledge network system approach to knowledge management. It proposes establishing knowledge systems engineering as a new discipline to organize and manage knowledge systems by integrating knowledge as both an object and process. The knowledge network system is composed of four layers and aims to integrate knowledge resources at different levels through linking knowledge, people, and organizations in a network. Key processes in the system include searching, capturing, integrating, and creating new knowledge through interactions within the network.
This document discusses strategies for building effective advocacy networks. It emphasizes pushing resources out to communities where people already engage online rather than pulling people into a central site. The goal is to encourage increasing levels of participation through embedded tools. It also stresses making the network "smart" by generating rich data on activity that allows participants to coordinate and optimize their actions based on aggregate information from across the network, similar to how traffic maps guide drivers.
This document provides an overview of social networks and social network analysis. It begins with definitions of social networks and how they can be used in knowledge management systems. It then discusses social network analysis, including how to measure networks based on degree centrality, betweenness centrality, and closeness centrality. Examples of applying social network analysis to map influential individuals and flow of information are provided. Technologies that enable social networks like LinkedIn are also examined. The document concludes by discussing how social network analysis could help reduce complexity and enable geographic visualization of networks in the future.
Trends in Human-Computer Interaction in Information SeekingRich Miller
The document discusses trends in human-computer interaction for information seeking. It provides 1) a framework for understanding information seeking behavior based on Marchionini's process model, 2) a vision of integrating new technologies into interfaces to enhance access and organization of growing amounts of information, and 3) an overview of significant technologies expected to impact future interfaces, such as natural language, visualization, ubiquitous computing and more. The framework and trends can be used to develop more effective next-generation user interfaces.
Awareness Support for Knowledge Workers in Research Networks - Very brief PhD...Wolfgang Reinhardt
1) The document discusses a PhD thesis that examined how to best support knowledge workers' awareness in research networks. 2) The research questions focused on characterizing knowledge workers, defining awareness in this context, identifying relevant data sources, and suitable technologies. 3) The methodology included expert interviews, surveys, data analysis, and evaluations.
This document discusses the importance of human networks and how to build effective community networks. It explains that while large institutions generate efficiencies, they can also impede collaboration and innovation. Building community connectivity through networks can help address "wicked problems." The document outlines how to analyze a community's network using social network analysis and mapping software. This allows identifying well-connected individuals and groups, as well as the overall network structure. Strategies for strengthening networks include relationship building and collaboration. The example of Newton, Iowa is given, which conducted social network analysis after a major plant closing to help guide regional collaboration and transformation.
1. Beyond the Radar conference Identifying Assets
All communities and organisations have assets. Assets can be a number of
mapping things: Four types of Network Interest
Drew Mackie and David Wilcox •Human: Staffing, Speakers, Skills, Knowledge, Experience, Research,
Volunteers, Ideas, Collaboration, Training, Facilitation, Event Network Thinker
The concept of network mapping is not new. It is common in the US and Management, Capacity Building, Management, Network Building A network thinker feels that the IDEA of networks applies to many real
Australia where the study of networks is recognised as a valuable way of
gauging the effectiveness of organisations and how they might develop. •Financial: Funding (both revenue and capital), money management world phenomena. There is an assertion that networks are the way
things work and that we need to adopt a network culture to be
Mapping is simple. A questionnaire asks people “who do you work with •Physical: Land, Premises, Equipment effective in the modern world. Thinkers don't necessarily know much
about the mechanics of networks but see networks as the right prism
most” and encourages respondents to think of around 6 examples. From
this information a map of nodes (organisations or individuals) can be
•Influence: Networks, Contacts, Power, Access, Representation, with which to view complex situations in communities and
organisations. In fact they may feel that analysis of networks is
Credibility, Networking
drawn. At the Beyond the Radar event we received 28 questionnaire somehow pointless - a bit like trying to analyse art or love.
responses. Each respondent was also asked to list the resources that they Identifying these is a useful start. But a mere list is not enough. We need
or the organisations they cited had. to know: Network Analyst
Analysts do know about the mechanics of networks. They
Asset mapping
•Who controls these assets? are familiar with concepts of centrality and use specialised
•Where they are located?
software to draw and analyse them. These diagrams and
As an organisation, whether public, private or community, knowledge of measures may seem abstruse and complicated but are the
what assets you control is vital to planning your future. These assets can •How they relate to each other? meat of the analyst's work. An analyst may not be a good
networker or capable of building a network but they do
be financial, physical, organisational or knowledge based. Knowing what •How stable they are? know how networks work.
you have let's you think better about what you want to do.
An asset map can be of two types: Network Builder
It is becoming clear that the predominantly needs based approach to
neighbourhood development has unfortunate consequences: •Geographic: the location of assets is depicted on Google Maps or a Network Builders are out there in the real world interacting
with other people who are members of various networks.
printed map of the area. This is good for showing capital assets -
•Areas are seen as "problems" to be solved and this perception buildings and land - but less good at showing asset ownership, skills
They will be good networkers themselves and probably
have a working knowledge of centrality but their key skill
percolates down to the people on the ground, both community and
and the more intangible assets like community networks. is being able to connect other people. They have
professional. Money is targeted at solving problems and supporting persuasive communication skills and are able to spot the
problem based organisations. The result is fragmented and partial •Organisational: mapping the network of organisations and usefulness of a potential link in creating, strengthening or
support and the sidelining of community strengths and resources. individuals allows us to see how the assets are distributed and extending a network.
controlled. Comparing the ownership of assets with their centrality in
•The solution to local problems is increasingly seen as external to the the network can show if they are deployed in the most effective way.
Networker
community - and this leads to all sorts of complaints about public This is the fun role. Networkers are
bodies: "when are they going to do something." and "why should we Specialist software can be used to plot the networks that connect out there doing it. At any conference the bars are full of them. Twitter
do it when they're paid to?" The possibility of locally generated action community groups and organisations and that link them to local and and Facebook are full of it. Networkers don't necessarily know the
networks they are part of. They know how to create and sustain links
is increasingly linked to external resources - staffing, funding etc - and national agencies. This can then assist planning the delivery of between themselves and other people. But what they will call "my
the lack of these becomes a justification for inaction. programmes and projects. network" is usually just a list of contacts and a list isn't a network.
Networks are made up of these individual but overlapping lists.
•The proliferation of bodies tasked to address local needs becomes a In the case of the TSRC conference, we had the opportunity to ask people Networkers often feel that the total network can't (or shouldn't) be
problem in itself. Local people often don't know who is responsible for what resources, skills and influence their own organisation and those that analysed and are too busy networking to be bothered.
what. Worse, these bodies are often in competition for funds and resist they cited had. The responses broke down into the categories shown below.
the collaboration that would maximise the use of scarce resources. We have also shown these assets allocated to each organisation on an
Thus, community effort at local level is often fragmented and this is online network map. Roll the mouse over an organisation and a list of The box above is an expansion of a slide that was shown at the
reinforced by the sporadic and partial availability of external resources. assets will pop up. Thus all the network and asset information collected at event, indicating different types of network interest. We suspect that
the event is available on the online map. most attendees were Networkers - interested in using the event to
extend the range of their contacts and generally to find out what is
Next Steps
going on in the field. The maps overleaf show the connections cited at
If the aim of Beyond the Radar is to promote the ideas generated at the event, then the next main role is that of Network Builder and Influencer. That the event and the patterns of linkage that emerge. A further map
involves a communications strategy to map wider interests, develop propositions to promote, recruit champions and use a range of online and (only accessible online) attaches Assets to each organisation in an
other tools to connect people and enable communication animated graphic that allows users to explore the “content” of the
networks.
2. Beyond the Radar
conference mapping
This map shows:
•The connections between
participants and the organisations with
which they work most as cited in the
questionnaire administered at the conference.
•The centrality of the organisations
(indicated by the size of the node) as calculated
from the web of connections that results.
The map divides into three sections (denoted by red dotted lines):
•A large connected set of organisations in the upper left.
•A smaller connected set in the upper right.
•A set of fifteen small sets at the bottom.
This is a typical result for a conference map (an identical configuration to the maps generated
from the Big Society Network conference in London and from the Big Society up North event
Map 1 - Connections
in Sheffield. The unconnectedness of many of these organisations into the larger picture
indicates that they are:
•Locally based
•Concerned with special interests not shared by others on the map
Results
The most central organisations are, unsurprisingly, those most closely involved in organising
the event:
•The Third Sector Research Centre (TSRC)
•The Barrow Cadbury Trust
•Communities and
Local Government (CLG)
Several organisations with close connections
to these most central bodies also benefit
in terms of centrality:
•The North West Tenants & Residents’
Assembly
•Urban Forum
•Transition to Adulthood Alliance
Over half of those who completed the questionnaire
had small, localised or interest based networks.
3. Beyond the Radar conference mapping
The map on this page shows the main clusters of organisations more clearly:
•The Red Cluster is based on the Barrow Cadbury Trust.
•The Blue Cluster is based on TSRC,
•The Pink Cluster is based on CLG.
The questions posed by the two maps are:
•How do the 15 unconnected clusters become more connected into the larger cluster? This Map 2 - Clusters
assumes of course that such connection might be beneficial for them. The conference is a
start and will establish a network of communication through publication, website, social
media etc. This larger network is essentially about conversations - the spread of If the aim of Beyond the Radar is to promote the ideas generated
information and ideas. The small clusters are about doing things together. at the event, then the next main role is that of Network
Builder and Influencer. That involves a communications
•The larger cluster is a mixture of research and action bodies. How do they work together strategy to map wider interests, develop propositions to
and is the primary role of the resulting network to be research or common action?
promote, recruit champions and use a range of online and other
•What are the next steps in drawing tools to connect people and enable communication
the network together and how can this
help the on the ground work of its
members?
One of the main aims of the the network
analysis and online development is to
increase the capacity of those involved
to influence others. To achieve that,
we would need to undertake some
mapping of wider contacts, and develop
a communications strategy to engage
them. rs