Archive for the ‘professional community’ Category
Should we reward participation?
Is adding useable knowledge to your employer useful? Should it be part of your actual job?
If it was part of your job, how would you measure it? Should you?
To save time, I think the right answers are Yes; Yes; Yes; Various ways; Yes
Why ask the question now?
As my interest in Social media and wikis has risen over the last year or so, I’ve watched JP talk about social software in the enterprise (many links), and recently been delighted when my firm started the nascent internal social networking, announced publicly by my colleague Richard Dennison
There’s a fair amount of wiki use within the firm, and I like them – despite my ongoing discussion with another colleague Sandy Blair.
We’ve now got an excellent WordPress instance running internally – I think I accidentally publicly announced that, shortly before the official announcement. I like that too, particularly how easy it is to search. I’m still amused that Sandy ranks first for “Glitter Glue” within BT.
We have had a BTpedia – an enterprise wide information wiki for some time.
It’s a source of some mild pleasure that I’ve contributed 0.25% of the content (including some of the most edited/updated articles) although I’m .00125% of the workforce.
This stuff is really taking off, internally
Why the fuss about job descriptions/measuring etc?
One reason that is suggested for non-participation in wikis/social media is the “not real work” argument. People express concern that their management will think they are slacking if they add to wikis/blogs.
Make adding to corporate knowledge part of people’s jobs, with some sort of weighting to it, and people *may* be more willing to do it
As far as measuring goes, until we move to a more Deming driven organisation, you have to show what and how you contribute. Measuring something about your contributions might provide that.
What should we measure
As is often the case, I’m again somewhat beaten to the point by Richard, who in his excellent recent post says
Leadership will be a combination of willingness to engage and connect, and the value of those engagements and connections to the community of users and to the complete enterprise ecosystem. Leadership won’t be about power but influence. And, value to the ecosystem will be measured in terms of contribution rather than achievement
he then highlights
Everyone in a enterprise ecosystem will need to understand that while every perception/view is equally valid, they are not of equal importance… Importance will be a combination of that inferred by the enterprise (as currently happens) and that inferred by the community (willingness to connect/engage and value of those connections/engagements as measured by the community).
To me, that suggests a combination of
- objective measure – perhaps a combination of separate views, incoming links, other citations, and maybe number of comments/edits
- subjective measures – post ranking/karma awards
What do you think should be measured in Enterprise Social Media?
Picture Credit Capt Kodak
Why can’t we have a chip shop?
Having come back from a lovely holiday in Boston & Iceland, I wondered if I had any inspiration for a blog post. I do, a little.
In Boston, I stayed near to Quincy Market, an old market hall, now jammed full of fast food outlets. There must be over 50, serving pizza, teriyaki, clams, lobster rolls, steak sandwiches, moussaka, sorbet, hot dogs, burritos, caramels, ice cream and way more stuff.
At home, in the little Highland village I live in, we have no fast food outlet. A couple of pubs will let you get food to take out, and the wood-fired pizza restaurant will give you pizza to go.
Why so many in one hall in Boston, and none in an entire village?
Well, there could be all sorts of reasons – yes, there will be more customers, as Boston is a busier place. But why in that one hall?
- It’s a good place to buy fast food – so customers will come from some distance.
- It’s a good place to sell fast food – so suppliers will come from all over
- There’s a wide range of things to buy – so a customer can meet their needs there
- If you can’t sell a meal there, you could still sell a dessert, a drink, coffee – as there are so many suppliers and customers together. If there’s a lot of demand for something, you betcha there will be people starting to provide it. [Like, clam chowder. *Lots* of places sell that in Boston!]
We don’t have the outlets crowded together, pulling the customers way into the Highlands – so we don’t even get a chippy!
Quality through Competition
I’m sure the outlets in Quincy Market vary in quality. The worst I saw was Good, as you wouldn’t survive in the maelstrom of competition there, if your food wasn’t acceptable. Most of the the experience was Very Good, and the teriyaki experience was Outstanding for fast food.
Trying to rank those outlets from 1-5, say, when looking at my worldwide catering experiences [which include British roadside cafes] would result in everything in Quincy’s market being 3-5 (more probably 4-5, but work with me on this).
Why are they better – because they learn from each other, all the time. If one offers free samples – so will another. If you can get your chowder in a bread bowl in one… another will offer something similar or better.
If you did rank them them from 1-5… the lowest (1 ranked) place would be a 3 against most British outlets – and that makes it a little hard to use a global ranking…
I won’t apologise for riding my hobby horse again; I think professional communities have a lot to offer – and are one of the best ways you can lift performance, professionalism, accreditation and interest amongst a group.
Lots of professionals
You want a project manager? Good place to find one might be your putative “Programme & Project Management” Community. There’ll be a lot there, and they *should* be supporting each other and helping the level of certification and experience. They’ll learn hints and tips from each other.
Hey, maybe your project/bid manager needs a service wrap? Natch, there’ll be a service designer there who should be able to assist the team.
Lots of demand
As you have all these customers walking up to take services from your communities, you should get a damn fine idea of what these customers want. If you *don’t* have the Ruby on Rails guy, maybe there’s some other service you can provide the customer… while you think “Hmm, might need to get some RoR guys available”.
In a community of professionals, you generally have a self selecting group of achievers. There will be folk that are Good; some Very Good; and even a few Outstanding. Generally, if you aren’t at least Good – you won’t have had the wherewithal to make it into a community.
Now, if you force rank the individuals in the community… sure, you can do it. Take the people who’re in external terms good, and mark some of them as, say Generally Satisfactory or (kiss of death) Needs Improvement.
This is Vitality Curve behaviour – particularly if there’s a mechanistic approach to invoking HR involvement in bureacratic Performance Improvement Plans. Which there is, in large swathes of corporate Britain.
Vitality Curve damages Communities?
I’ve alluded previously to my concerns about this sort of approach.
I *need* to look better than you. Rather than spending time sharing my knowledge, or increasing my skills, it might pay me better to game the system.
So, rather than sharing my knowledge with people, I have to consider how I can look best at showing how much more I know than everyone else, and the most public way I can show how I’m sharing this knowledge.
Otherwise, I might not get marked Good, won’t recieve a bonus, and likely won’t get a pay rise.
Even better, if I get the opportunity to use a modified COTS “Performance management” system, and produce reams of impenetrable evidence, I’ll be able to show *what* I’ve done – even if it uses time I should spend on work…
On the other hand…
If you want Professional Communities… maybe let them manage themselves. Professionally. Not with advice from Neutron Jack.
Picture Credit Me!