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'Information in context': Co-designing workplace structures and systems for organisational learning

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'Information in context': Co-designing workplace structures and systems for organisational learning

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Proceedings of the Information Seeking in Context Conference (ISIC 2010), University of Murcia, Spain, 28 September - 2 October, pp. 311 - 321. Full paper available at: http://scr.bi/aW4QB1

Proceedings of the Information Seeking in Context Conference (ISIC 2010), University of Murcia, Spain, 28 September - 2 October, pp. 311 - 321. Full paper available at: http://scr.bi/aW4QB1

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'Information in context': Co-designing workplace structures and systems for organisational learning

  1. 1. ‘Information in context’: co-designing workplace structures and systems for organisational learning<br />Dr Mary M Somerville | ZaanaHoward<br />ithink we can all relate by emdot<br />
  2. 2. Context<br />Auraria Library<br />University of Colorado<br />Denver<br />DSC_4965 by aurarialib<br />
  3. 3. Result<br />Co-design of structures and systems for <br />organisationaland informed learning<br />l_system.png by sansumbrella<br />
  4. 4. Synchronous process:<br />Shared Leadership<br />Appreciative inquiry<br />Participatory co-design<br />Red arrows – synchronous smoke switch on! by GJC1<br />
  5. 5. Shared leadership<br /><3 by Guilhermeboechat<br />
  6. 6. Shared Leadership Team serve as <br />thought leaders, boundary spanners, <br />culture shapers across the organisation<br />Cobija: Corporativa al atardecer – Flickr meeting at Tusk by Voj<br />
  7. 7. Appreciative inquiry<br />A conversation between black and white – IMG_6626 ed + crbwby greekadman<br />
  8. 8. Engages, validates & <br />empowers the individual <br />for the benefit of the whole<br />Looks at the <br />“best of what is” & <br />“what could be”<br />stand alone by Darwin Bell<br />
  9. 9. Participatory co-design<br />Gemini and Scorpio 5th Annual Valentine’s Day Party: Audience Participation by LarimdaME<br />
  10. 10. What is theidealisedworkplace?<br />Saint Luke’s 4 by Peter Guthrie<br />
  11. 11. GraphHeart by aurarialib<br />
  12. 12. GraphFlow by aurarialib<br />
  13. 13. GraphFlowrby aurarialib<br />
  14. 14. GraphUmber by aurarialib<br />
  15. 15. GrapCircle by aurarialib<br />
  16. 16. Discovery<br />Selection of channels <br />based on information needs<br />discovery v2 by concretecandy<br />
  17. 17. Initiatives<br />Wiki based intranet system<br />Technology for real time minutes taking<br />Regular ‘brown bag’ lunches<br />LightArt Kijkduin by HaagsUitburo<br />
  18. 18. Outcome<br />Enables an agile<br />environment for iterative<br />co-design of organisation futures<br />MapaRamblaSantJordi. 1a parte. ZONA VI by La Fundicio<br />
  19. 19. Outcome<br />Fosters collaborative culture of<br />social learning and advances<br />organisational learning<br />scatter the sun by ecstaticist<br />
  20. 20. Outcome<br />Advanced inquiry<br />and questioning<br />One thing puzzles me by Piulet<br />
  21. 21. Outcome<br />Moving from <br />local to global<br />Globe by _fLeMmA_<br />
  22. 22. Summation<br />Participatory innovation <br />of information + <br />knowledge processes = <br />organisational culture <br />of collaborative ‘working <br />together’ <br />Anstract lights 8134 by atomicShed<br />
  23. 23. thankyou<br />questions?<br />Mary M Somerville<br />Mary.Somerville@ucdenver.edu<br />The Question by Corey Templeton<br />

Editor's Notes

  • Serves three student populations + publicApprox 70 employees servicing ??????? students
  • library’s new evidence-based, learning-centred communication, decision making, and planning system, which places ‘information in context’.
  • As part of this, administrators created a Shared Leadership Team (SLT) comprised of representatives from across the organisation to ensure a workplace culture conducive to reflection and dialogue among communities of practice, administrators created a Shared Leadership Team (SLT) comprised of representatives from across the organisation. SLT members are responsible for developing enterprise-level understanding of the organisation’s operational and strategic activities. They serve as ‘thought leaders’, ‘culture shapers’, and ‘boundary spanners’ within communities of practice and in cross functional teams. Their holistic understanding permits them to make well informed individual and collective decisions. They model the library’s new evidence-based, learning-centred communication, decision making, and planning system, which places ‘information in context’.
  • representatives from across the organisation to ensure a workplace culture conducive to reflection and dialogue among communities of practice, administrators created a Shared Leadership Team (SLT) comprised of representatives from across the organisation. SLT members are responsible for developing enterprise-level understanding of the organisation’s operational and strategic activities. They serve as ‘thought leaders’, ‘culture shapers’, and ‘boundary spanners’ within communities of practice and in cross functional teams. Their holistic understanding permits them to make well informed individual and collective decisions. They model the library’s new evidence-based, learning-centred communication, decision making, and planning system, which places ‘information in context’.
  • The result of the appreciative inquiry findings was a restructuring of the organisation according to identified requirements; reorganising to stimulate collaboration within and across teams; and realignment of personnel according to individual interests and capabilities.
  • *to imagine and redesign organisational information and communication systems. *participatory action research method informed by Soft Systems Methodology to structure collaborative design activities and interpret ‘sense making’ outcomes. In such an approach, practitioners are involved as both subjects and co-researchers who intend to solve a practical problem and, at the same time, increase collective knowledge.
  • What does it look like?How might we make it happen?How might we measure it?Using rich picturesOne workshop group explored the question: what are our needs and reasons for communicating and how can these be satisfied by technology decisions? This group also discussed behavioural ideals for organisational communication. A second group focused on communication needs, appropriate technology, and social behaviours. A third group looked into appropriate modes of communication, including technology, in relation to organisational level, such as individual, departmental, interdepartmental, and SLT, with the aim of informing the entire Auraria Library staff.
  • Questions focused on communication:Needs and reasonsBehavioural idealsAppropriate channelsTechnology
  • The emergent outcomes focused on organising systems for receiving and sending information, identifying what information is important to know (and that which is desirable to know) within an organisational and professional context, the design or selection of appropriate methods to best achieve these needs, and corresponding ideal social behaviours. A recurrent theme recognised the need to select channels appropriate to the purpose for meeting (whether for a formal or informal occasion).
  • Moving from the individual to the collective, the local to the global
  • Works becauseprocess also involved transforming org culture &amp; workplace processes fortified by information sharing and knowledge creation innovations, now ensures collaborative ‘working together’ potential amongst organisational staff and with organisational constituencies
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