Das ganz untenstehende Zitat zeigt recht anschaulich, wo die Grenzen innovativer Ansätze sind. Jedes Web 2.0 / Social Software Projekt ist abhängig von einen Change-Prozess innerhalb der jeweiligen Organisation. Eine der Kernaussagen mit Perspektive ist, die Konsumenten von Informationssystemen in die Ökologie des Gesamtsystems einzubeziehen und deren Aktivitäten sichtbar zu machen. Sichtbar machen heisst in diesem Fall zu verstehen, dass auch das Lesen bzw. Navigieren ein kreativer Akt ist. Das ist vergleichbar mit dem Muster, welches wir von Amazon kennen - Automated Collaborative Filtering - durch das Sichtbarmachen der Spuren, die eine Userin in einem Informationssystem hinterläßt wird ein Wissen geschaffen, welches mitunter wertvoller ist als das vermeintlich kreative Verfassen von Inhalten.
Den Wert des Spurenlegens hat Vannevar Bush in seinem legendärem Essay "As we may think" im Jahre 1945 herausgestrichen.
Moreover, when numerous items have been thus joined together to form a trail, they can be reviewed in turn, rapidly or slowly, by deflecting a lever like that used for turning the pages of a book. It is exactly as though the physical items had been gathered together to form a new book. It is more than this, for any item can be joined into numerous trails. (V. Bush, "As we may think"
Zurück in die Gegenwart: es geht darum die Silos in den Organisationen zu öffnen und die Kommunikation querbeet zu unterstützen. Eine Enterprise-Software 2.0 muss daher die Konsumation von Informationen via der Sichtbarmachung von Metadaten kreativ machen.
Enterprise 2.0 Tools Don't Address The Politics Of KM I was reviewing an enterprise wiki implementation recently. This is a group that had impact across the organization on multiple divisions. The wiki was great. The customizations were great. But the people aspect had the 1.0 hangover. Only members of this group had access to the wiki while the implications of the knowledge that gets created was enterprise wide . This seems to be a common problem in many organizations experimenting with Enterprise 2.0. Its not about deploying tools; its about breaking silos and allowing a "true" read-write web to emerge. Groups that are primarily considered to be knowledge consumers need to be included in the new web of participation for true value to emerge. Enterprise 2.0 ecosystems , though bottom-up could still create silos of knowledge unless we proactively evangelize the fact that knowledge consumers are also knowledge producers. In a typical software company this could mean that a Wiki that the Quality group sets up needs to be open to the delivery teams for true knowldge churn to happen. Otherwise we have a new silo, accerlated by Enterprise 2.0 tools.
Metainfo:
factID: 279368.2 (...history); published on 23 Jän. 2007 09:53
