Saturday, June 22, 2002

Article : Best Practices for Avoiding Linking and Framing Legal Liability :
By Douglas J. Wood - "Hyperlinking and framing are common technologies used on many Web pages, but sometimes they can lead to legal problems for those who create them. A number of cases provide guidance on how to avoid these problems. This article offers a few 'best practices' rules for avoiding liability from hyperlinking and framing."
* Go to Best Practices, published on GigaLaw – “Legal Information for Internet Professionals”
* While you are there, checkout their extensive resource directory, as well as the Bookshelf, Discussion List, Poll and more
* Subscribe to their Newsletter
Book : Leading Strategic Change – Breaking Through the Brain Barrier :
By J. Stewart Black and Hal Gregersen; Published July 2002 - "Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult and most attempts to initiate and implement change fail. In Leading Strategic Change, J. Stewart Black and Hal B. Gregersen identify the core problem: changing the ‘mental maps’ inside each of our heads … Just as actual maps guide people's footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individuals first, because they are the organization … To change organizations, you must break through the brain barrier. Perhaps Yogi Berra described it best when he claimed, ‘Ninety percent of baseball is mental. The other fifty percent is physical.’ So, too, in business … Leading Strategic Change systematically shows how to make the most important change of all: ‘redrawing’ individuals' mental maps with new destinations and paths. Black and Gregersen identify the brain barriers that keep strategic change from success: failure to see, failure to move, and failure to finish. Overcoming the failure to see Why organizations miss obvious market transformations—and what to do about it. Breaking through the failure to move Why people fail to change even when they see the need and how to break through this barrier. Conquering the failure to finish Why change ‘stalls out and how to maintain the momentum. Anticipating change Creating the capability to anticipate change, move when needed, and finish in the future without ‘being told’"
* Table of Contents:
1. The Challenge of Leading Strategic Change. The Crux of the Challenge. Simplify and Apply. The Fundamentals of Change. / 2. Brain Barrier #1: Failure to See. Blinded by the Light. Overcoming the First Brain Barrier. / 3. The Keys to Seeing: Contrast and Confrontation. Contrast. Confrontation. Pulling It All Together. / 4. Brain Barrier #2: Failure to Move. Smart People don't Try New Tricks. Overcoming the Second Brain Barrier. / 5. The Keys to Moving: Destinations, Resources, and Rewards. Believing. Pulling It All Together. / 6. Brain Barrier #3: Failure to Finish. Getting Tired. Getting Lost. Overcoming The Final Brain Barrier. / 7. The Keys to Finishing: Champions and Charting. Providing Champions. Charting Progress. Pulling It All Together. / 8. Breakthrough Innovation and Growth. Conceiving. Believing. Achieving. Summary. / 9. Leading Strategic Change Toolkit: Conceiving. Individual Change. Conceiving Tools. Contrast and Confrontation. / 10. Leading Strategic Change Toolkit: Believing. Destinations. Resources. Rewards. Summary. / 11. Leading Strategic Change Toolkit: Achieving. Champions. Charting. Summary. / 12. Getting Ahead of the Change Curve. Crisis Change. Reactive Change. Anticipatory Change. Final Thoughts.
* Go to this book at Amazon or Barnes & Noble
Book (Companion Website) : Unshrink - Yourself - People - Business - the World : By Phillip Whiteley and Max McKeown - "Unshrink: the Manifesto - The book introduces a new term: ‘Unshrink’. This is different from personal growth because it includes an analysis of how the damaging myths have shrunk us; how they have caused us to accept bullying or misfortune as either inevitable or a price to pay for someone else’s success. Unshrink the People exposes the lack of proof for these common beliefs, and charts the evidence that the new principles are the friend of success as well as of virtue … Unshrink the People makes the case that economies and organisations are formed of relationships, not transactions, and that they are more sustainable when based on trust, respect and human development. It argues that the barrier to acceptance of this is the existence of Western myths, based on mechanistic metaphors and an assumption of conflict … These myths deny the importance, even the existence, of relationships. They encourage good people to do harmful things … The myths that Unshrink the People identifies are: That you are what you do, That plans must be secret, That the boss is superhuman, That people obey orders, That the organisation is a machine, That economies are systems, That all change is progress … Unshrink the People establishes the following principles: That you are what you can become, That sharing the goal unifies, That the boss is a human too, That people do what they want, That the organisation is a community, That economies are formed of relationships, That only good change is good …"
* Checkout the Articles, Debate, Gigs and more
* Join their Mail List
* Go to Unshrink
Conference Proceedings : 35th Annual Hawaii International Conference on System Sciences (HICSS'02) :
Tracks include:
- Track 1: Collaboration Systems and Technologies
- Track 2: Complex Systems
- Track 3: Decision Technologies for Management
- Track 4: Digital Documents
- Track 5: Emerging Technology
- Track 6: Information Technology in Health Care
- Track 7: Internet and the Digital Economy
- Track 8: Organizational Systems and Technologies
- Track 9: Software Technology
* View abstracts in your browser (HTML format) and/or download papers (PDF format)
* Go to HICSS'02
Technology : Special Report – Emerging Technologies : Articles include:
- Why Innovations Score -- or Stumble
- Giving Pilots a New Eye in the Sky
- Fuel Cells Crank Up the Power
- Implanted Chips That Deliver Your Drugs
- Tomorrow's Paper-Thin Screen Gems
- Nanotech: Big Dreams, Small Steps
- What's the Buzz at the Innovation Factory?
* Also checkout the Related Items section
* Go to Emerging Technologies, published on June 18th by BusinessWeek

Friday, June 21, 2002

Book (Web-based) : Research Methods Knowledge Base : By William M. Trochim - "a comprehensive web-based textbook that addresses all of the topics in a typical introductory undergraduate or graduate course in social research methods. It covers the entire research process including: formulating research questions; sampling (probability and nonprobability); measurement (surveys, scaling, qualitative, unobtrusive); research design (experimental and quasi-experimental); data analysis; and, writing the research paper. It also addresses the major theoretical and philosophical underpinnings of research including: the idea of validity in research; reliability of measures; and ethics. The Knowledge Base was designed to be different from the many typical commercially-available research methods texts. It uses an informal, conversational style to engage both the newcomer and the more experienced student of research. It is a fully hyperlinked text that can be integrated easily into an existing course structure or used as a sourcebook for the experienced researcher who simply wants to browse"
* Go to the Research Methods Knowledge Base
Conference Proceedings : The Fifth International Conference on Virtual Communities : Held June 17-18 2002 – Sessions included:
- Session One: Communities of Practice and Intranet Communities
- Session Two: Virtual Communities and the Real World
- Session Three: Virtual Finance
- Session Four: Broadcast Communities
- Session Five: E-Learning and Community
- Session Six: Building Communities
* NOTE - Presentations are downloadable in PDF format
* Go to Virtual Communities
* While you are there, checkout the proceedings from Previous Years
* Source: Originally encountered on the e-mint mail list
Project : The Visible Knowledge Project (VKP) : "is a five-year project asking rigorous questions about the impact of certain technologies and pedagogies on both student learning and faculty professional practice. The Project is unique in bringing together classroom research on the effectiveness of a wide range of technology-enhanced learning strategies with a program for the scholarship of teaching and learning. Over the course of five years, 51 faculty on 25 campuses will design and conduct systematic classroom research experiments focused on how certain student-centered pedagogies, enhanced by a variety of new technologies, improve higher order thinking skills and significant understanding in the study of history, literature, culture, and related interdisciplinary fields. These experiments will be conducted in a context designed not only to produce research on the impact of curricular strategies and new technologies, but also to produce assessment frameworks and investigative tools for faculty to engage in their own systematic innovation … The scale and range of the Visible Knowledge Project promises to have a significant national impact, as nothing quite like it in the fields of culture and history education has been undertaken. The Project brings together a community of faculty investigators, learning theorists, curriculum designers, and new media pioneers; the Project also builds upon and extends a set of partnerships from existing work that has already proven successful at modeling nationally innovative faculty and curriculum development approaches to integrating new media technology into teaching and learning."
* Resources include: Online Faculty Seminar Conversations on Teaching and Learning, Online Journals, Related Groups and Projects, Resource Kits in the Scholarship of Teaching and Learning, VKP Bibliography, and Working Concepts
* Checkout the Community Newsletter and/or the Digital Stories Affinity Group
* Go to the Visible Knowledge Project
Webinar (On-demand) : The Connection Age - Gaining Competitive Advantage By Establishing Tighter Connections Within and Beyond Company Boundaries : "We are transitioning from the ‘Information Age’ to the ‘Connection Age’ - from a focus on knowledge, to a focus on networks. Where outcomes are determined by a company's agility in managing relationships and by the quality and effectiveness of the numerous connections between individuals and organizations … Think about it. Is your organization working in a far more decentralized fashion than ever before - incorporating your customers, partners and suppliers into your business processes? Today, this interaction likely takes place through email, the phone or a portal - all fine for information sharing, but they don't adequately support effective, secure and contextual collaboration across company boundaries. What's required are systems that better match the ad hoc way people actually work. Systems that save time, save money - and help project teams connect and coordinate so critical deadlines are met."
* Total duration – 38 minutes (impressive playback flexibility)
* Be sure to view the Craig Samuel (CKO – Compaq) segment
* NOTES – Registration required; sponsored by, and focused on Groove
* Go to The Connection Age
* While you are there, checkout other InfoWorld Webcasts
White Paper : Project Risk Mitigation - A Holistic Approach : "There is still no shortage of incidences where projects have run badly, run over budget or failed altogether … Projects fail for many reasons. Sometimes there may not be the structures in place to manage the process effectively. Often the application or process for change is inadequate to meet the needs of the project. Alternatively, it could be the project team fails to anticipate and manage issues that arise during the life of the project that impact that project's costs and scope … All projects involve risk. Every time an enterprise embarks on a major project companies need to be aware of the potential risks associated with the project. Companies should also be aware that any time a new risk for a project is identified a complementary opportunity should be identified to mitigate that risk … Along with risk management, project management is a discipline that is now well entrenched in the business world. It is now commonly acknowledged that project management structures need to be put in place to manage the project process effectively and efficiently … What has changed? What has changed is that in today's world of close investor scrutiny, company boards, chief executives and project steering committees are no longer willing to accept budget blowouts or inferior project outcomes. Consequently there is intense pressure on project managers, whether they be consultants, or internal to the enterprise, to deliver successful projects on time and on budget."
* Downloadable as a 12 page, 169 KB PDF file
* Go to Project Risk Mitigation, published by Ernst & Young in Issues and Perspectives

Thursday, June 20, 2002

Article : Strategy - Are You Too Focused? : By Neil W. C. Harper and S. Patrick Viguerie - "As successful companies mature, they must diversify to survive—and they can dramatically improve their shareholder returns as they do. The only questions are when and how … Of all the levers that a CEO can pull to achieve superior performance, managing a corporation’s scope may offer the greatest potential to generate strong shareholder returns. Economic cycles and other factors that contribute to a company’s fortunes or misfortunes may be beyond even the boss’s control, but among the activities that he or she can influence, adjusting the breadth of a corporate business portfolio represents a significant portion of the company-specific drivers of shareholder returns … It is therefore odd that so little consensus exists on the topic"
* Go to Are You Too Focused?, published in The McKinsey Quarterly (2002, Number 2)
Article : The Art of Knowledge Sharing : By Tod Newcombe - "A growing number of organizations are establishing communities of practice among workers to boost knowledge sharing and learning … At the Federal Highway Administration (FHWA), people like Mike Burk, the administration's chief knowledge officer, nurture communities of practice [CoP]. The federal agency is one of many that has grasped the strategic importance of knowledge management in government and has assigned someone at the executive level to oversee its growth and development … In fact, the Federal CIO Council, an interagency forum chartered to improve the management of IT in the federal government, supports both a knowledge-management special interest group and, within that, a CoP special interest group. More than 30 federal agencies have knowledge-management officers and staff participating in the Council's special interest group … So far, CoPs at the state and local level have been limited to certain intergovernmental issues, such as the environment and justice. For example, the Department of Justice and the Bureau of Alcohol, Tobacco and Firearms have created a CoP with cities around the problem of reducing gun violence in communities. Chicago developed a CoP to address economic development issues. Again, the practitioners involved came from a wide range of backgrounds, not just city government."
* Go to The Art of Knowledge Sharing, published in the June edition of Government Technology
Change : Change-Management-Monitor : "The site seeks to provide depth of coverage of a defined range of management topics - those directly related to the management of change in organisations. The list of articles distinguishes which topics are covered in depth and which are relatively peripheral. For the selected subject areas, the user gets: an independent and expert view of each book listed; comparison between books within a field, with commentary on what each adds to knowledge and practice in its field; a current listing of other materials useful in each field, including websites, bulletin boards and sources of journal and magazine articles; the opportunity to contribute to the range of resources offered in each field … The site makes use of the increasingly sophisticated facilities on amazon.com and is complementary to it. The links provided to amazon.com allow the user to get alternative views of each book discussed, as well as to buy it if they wish … The articles (currently 30 of them) form the core of the site and, for most people, are the best starting point in a search. They are supported by an alphabetical listing of key words, which directs users to the most relevant topic article. The linking system will be developed further, based on feedback from users."
* Go to the Change-Management-Monitor
e-Mail (Anti-spam) : The SpamCon Foundation : "protects email as a viable communication and commerce medium by supporting measures to reduce the amount of unsolicited email that crosses private networks, while ensuring that valid email reaches its destination … Unsolicited email (‘spam’) forces unwanted and objectionable materials into our mailboxes, impairs our ability to communicate freely, and costs Internet users billions of dollars annually … The SpamCon Foundation is a public benefit corporation that advocates for the mitigation of spam. Through its programming, it provides a forum for Internet users, administrators, marketers, anti-spam businesses and activists to collaborate and develop strategies that encourage responsible email marketing. SpamCon Foundation's goal is to allow email users optimal control over the mail they receive."
* Offerings include: Directories (best practices, blacklists, books, FAQs, laws, periodicals, server filters, statistics and web tools), Help (for legal pros, marketers, recipients and sysadmins), and Mailboxes (disposable, filtered and unfiltered)
* Subscribe to Discussions and/or their Newsletter
* Go to the SpamCon Foundation
Workshop (Proceedings) : Welcome to E-Government : From Vision to Implementation : A World Bank event - June 18th 2002 – Offerings include: Information Sessions (Strategies and Framework for Government On-Line - A Canadian Experience; Enabling E-Government in Developing Countries - From Vision to Implementation; Preparing a Blueprint; Public/Private Sector Partnerships for E-Government; Implementation - The Devil in the Details; Evaluation and Measuring Impact - How Will You Know If You Have Really Accomplished Anything), Other Materials, Websites and Documents
* Go to Welcome to E-Government, posted on The Knowledge Centre, a Public Works and Government Services Canada web site.

Wednesday, June 19, 2002

Article : The Role of Private & Public Spaces in Knowledge Management :
By Victoria Ward and Clive Holtham – published June 18 2002 - "In most dimensions of knowledge management social and personal issues are highly relevant. The effectiveness of physical space for knowledge work is dependent on what is physically delivered through architecture, construction and facilities management. It is at least as dependent on personal and conceptual space - territoriality, privacy, and intimate communications … It becomes clear that knowledge management needs to balance the rigour of diagnostics, processes, analysis and monitoring with the purposeful design of real and virtual spaces where people can: discover what they know (and don’t know); exploit what they know; and share and increase what they know … There are also internal spaces. For example, time to think and reflect, watch, listen. Not always to be doing. The time and space to take risks, challenge the system, push the envelope, cross boundaries. Places of greater safety in which to experiment, fail, learn from failure and apply the lessons to the next experiment … in effect spaces designed for knowledge are survival spaces … A change in attitudes towards the design of space is inescapable. This paper built on the dichotomy of developing private and public, internal and external spaces in such a way as to create a balanced flow."
* Go to The Role of Private & Public Spaces, posted on Knowledge Board
Article : Using Knowledge Management and E-learning for Strategic Change :
By Pieter Bas Leezenberg , Burt Rost van Tonningen and Emiel Schoonhoven - "Why do so many organizations have trouble keeping up with the continuous change they face? Why do organizations make such little use of the innovative ideas that are hidden in several places in the organization? Why is it so hard to motivate people within the organization to contribute to change? These questions bother many CEO's and HR professionals within organizations … In this article we address these questions as they relate to innovation and managing change. We will demonstrate how knowledge management and E-learning specifically can be of great support. We will argue to break down these issues into a series of manageable, practical projects that an organization can undertake in order to induce a culture change. Moreover we will show how E-learning can bring about the necessary cultural change."
* Go to Using Knowledge Management
* While you are there, checkout other English and German articles in the Kennismanagement (Knowledge Management) section of M@n@gement
Book (Excerpt) : The Future of Knowledge - Increasing Prosperity Through Value Networks : By Verna Allee – Publication Date: September 2002, Butterworth-Heinemann - "The value network perspective makes it abundantly clear that success today is all about relationships. We sometimes are dazzled by technologies and what they can enable us to do. But the bottom line is that business is about exchanges and transactions that happen between real people. Even when people never see each other or speak directly, only real people can make decisions and initiate action. Technologies may fill the role of decision-makers at times, but only based on what a real person would do … When business is viewed as a linear process, a set of functions, or simply material transactions, it not only diminishes the role of people - it makes invisible the all-important human relationships. The value network focus puts people back into the business model in such a way that every individual can see who they need to be in relationship with, and what their responsibility is in that relationship … It is entirely possible to have business relationships with almost no intangible value being exchanged or generated. However, enduring business relationships are rarely built solely on tangible transactions, especially when dealing with sophisticated or complex products and services. The value network view demonstrates that knowledge and intangibles build the critical business relationships and create the environment for business success. We do not so much build a business but rather grow or ‘weave’ a web of trusted relationships … Companies and organizations that build healthy and rewarding relationships, usually find they have engaged in intangible exchanges for months, or even years, before the tangible activities kick off with an order or a request for service. Once intangibles become visible, people can easily define their importance in building good relationships, and are more willing to invest resources in producing and delivering them."
* Go to The Future of Knowledge
* While you are there, checkout the other offerings at Verna Allee Associates
Modeling : Dynamic Intangible Assets Monitor (IAM) : Keith Linard, Lubomir Dvorsky and Karl-Erik Sveiby - "are now well advanced in [their] project to build a ‘management flight simulator’ integrated with the IAM. A Paper describing the model will be presented at the SD conference in Palermo in August. Our first model is of a professional services firm. You can download an advance copy of the Paper! ([22 pages, 588KB] PDF file). A working model will soon be available for testing."
* Located in the June entry of Sveiby Knowledge Management News
* While you are there, checkout the other offerings at Sveiby Knowledge Management
Working Paper : Managing the Dynamic Interfaces Between Culture and Knowledge - A Research Agenda :
By Snejina Michailova – May 2002 - "Many observers have proclaimed the dawning of a new age – known as the new economy or the knowledge economy - in which society itself is on the verge of transformation through the use of
knowledge. The flood of literature on the new economy and knowledge society associates a wide range of features to the contemporary business environment. However, when looking beyond the hype, the interest converges around a few of these features. The most distinguishable ones are the unleashed power of creative destruction leading to a call for rapid pace in innovation and the far-reaching impact of the development of digital information and communication technologies. These characteristics can be tracked back to the argument that knowledge has become the most important resource in today's business environment."
* Downloadable as an 18-page, 328 KB PDF file
* Go to the MPP Working Paper Series and locate Working paper No. 11/2002. Published by the Department of Management, Politics & Policy at the Copenhagen Business School

Tuesday, June 18, 2002

Article : The Online Disinhibition Effect : By John Suler, Ph.D.; June 2002 - "It's well known that people say and do things in cyberspace that they wouldn't ordinarily say or do in the face-to-face world. They loosen up, feel more uninhibited, express themselves more openly. Researchers call this the ‘disinhibition effect.’ It's a double-edged sword. Sometimes people share very personal things about themselves. They reveal secret emotions, fears, wishes. Or they show unusual acts of kindness and generosity. On the other hand, the disinhibition effect may not be so benign. Out spills rude language and harsh criticisms, anger, hatred, even threats. Or people explore the dark underworld of the internet, places of pornography and violence, places they would never visit in the real world. On the positive side, the disinhibition indicates an attempt to understand and explore oneself, to work through problems and find new ways of being. And sometimes it is simply a blind catharsis, an acting out of unsavory needs and wishes without any personal growth at all … [Disinhibition Effects include:] You Don't Know Me (anonymity), You Can't See Me (invisibility), See You Later (asynchronicity), It's All in My Head (solipsistic introjection), It's Just a Game (dissociation), We're Equals (neutralizing of status), and Interaction Effects"
* Go to The Online Disinhibition Effect, published on Psychology of Cyberspace
* While you are there, checkout John’s other work in the Article Index
Book (Excerpt) : Leadership on the Line - Staying Alive Through the Dangers of Leading : By Ronald A. Heifetz and Marty Linsky - "One of the distinguishing qualities of successful people who lead in any field is the emphasis they place on personal relationships. This is certainly true for those in elective office, for whom personal relationships are as vital as air is to breathing. The critical resource is access, and so the greatest care is given to creating and nurturing networks of people whom they can call on, work with and engage in addressing the issue at hand … There are six essential aspects of thinking politically in the exercise of leadership: one for dealing with people who are with you on the issue, one for managing those who are in opposition, and four for working with those who are uncommitted but wary—the people you are trying to move … [They are] Find Partners, Keep the Opposition Close, Accept Responsibility for Your Piece of the Mess, Acknowledge Their Loss, Model the Behavior and Accept Casualties"
* Go to Leadership on the Line. the book excerpt appears in the June 15th issue of CIO Magazine
Interview : The Future is ‘e’ : "The potential contribution e-learning promises to make organisational learning is huge, and the sector continues to grow at an extraordinary rate … Adrian Snook answers the following questions posed by Simon Lelic for an article published in Volume 4, Issue 6 of ‘Knowledge Management Magazine’ … How is knowledge management affected by e-learning practices? What benefits does e-learning offer over conventional training measures? What are the limitations of e-learning practices? Will e-learning ever totally replace conventional training practices in a corporate environment? In which industrial sectors will e-learning make the biggest impact?
Which technologies will have the greatest impact on the e-learning industry? Is the future of the e-learning industry threatened by the downturn in the fortunes of online businesses? In general terms, how do you see the e-learning industry developing? Are there any other issues that you think are important?"
* Go to The Future is ‘e’, at the e-learning zone
* While you are there, checkout their e-learning Glossary (a-z), Forums, Links (advice, courses, resources and tools) and News
Research : Has Time-Off Become Time On for Working Americans? : "Highlights of the Research:
- The study found that working on the weekend (or other days off) is now the norm among the kinds of workers who are in our database. They include human resource, organizational development and training professionals as well as line managers
- While 45% report that they are spending more time now, versus three years ago, working on the weekend, 30% work about the same amount of time and 24% are working less
- Surprisingly, respondents were almost equally divided when asked how satisfied they feel about the time they spend working on the weekend. One quarter were ‘somewhat dissatisfied’ and an equal number were neutral. Slightly fewer were ‘somewhat satisfied’ (22%) or ‘very satisfied’ (21%), while 7% were ‘very dissatisfied’
- Not surprisingly, respondents who never work on the weekend were the most satisfied (80%), followed by those who sometimes do (55%). However, the satisfaction rate was about the same for people who often work on the weekend, compared to those who always do
- Most respondents (98%) report they have at least some degree of personal choice about working on the weekend. In general, the more choice they have, the more likely they are to feel at least somewhat satisfied with such work. However, satisfaction was about the same for those who feel they have limited choice or no choice at all"
* NOTE: "More than twenty three hundred people completed the survey. Together, they represent more than 20 industries, with the largest percentage of responses coming from service sector (15%) manufacturing (11%), consulting/accounting (15%), computers/electronics (8%), healthcare/pharmaceuticals (8%), and financial services (7%)”
* Go to Time-Off, from the Center for Organizational Research (CFOR), a Division of Linkage, Inc
Tool : The COCD-Box Idea Manager :
"is a [free] program, based on the COCD-Box® creativity tool, designed to manage your best ideas in a efficient and structured way … It is an Idea Bank of your own, in which your best ideas can grow into rich and powerful concepts … It is a simple, practical solution for everyone who works with ideas."
* Go to the COCD-Box Idea Manager and download the 2.49 MB zipped program file
* A product of the Centre for the Development of Creative Thinking (COCD)
* While you are there, checkout their Creativity Essentials and Creativity Update
* Subscribe to the COCD Newsletter

Monday, June 17, 2002

Article : People Issues That Cause Projects to Fail : "In today's fast-paced business environment, organizations are rushing to keep pace with rapid changes in technology. Many companies spend tremendous amounts of time and money analyzing and refining technology strategies, but don't give sufficient thought and attention to how they can best execute that strategy … What leaders may not realize is that an organization's culture and people can significantly impact the success or failure of technology implementation. In many cases, projects fall short, fail, or cost much more than anticipated – not because of the technology itself, but because of organizational issues."
* Go to People Issues, published by Interaction Associates
* While you are there, checkout other examples of New Thinking
Book (Forthcoming) : The Innovation SuperHighway - Harnessing Intellectual Capital for Collaborative Advantage :
By Debra M. Amidon (Entovation); Release date - October 2002 (ISBN: 0750675926) - "In 15 short years, an agenda that was in the minds and hearts of a few has become the dominant theme of deliberations for the new Millennium. Knowledge – often defined in terms of Intellectual Capital – is clearly the source of new economic wealth. Innovation is the process by which that wealth is converted into action – products, services or initiatives. Although activities can be based at the level of the group, function, enterprise, or nation, ultimately real value is in what flows between the borders – creating collaborative advantage … The variables for sustainability – economics, education, environment and more - are interdependent. Similarly, we represent nations that are treasured for their diversity, but true value is discovered in the collective – what we have to offer one another. All innovation begins with the individual within whom lie intuition, intellect and imagination. Innovation is a call to action, for only when knowledge is acted upon is there a benefit to society. The dramatic effects of the acceleration of technology – its receptivity and promise – are providing an infrastructure within which our knowledge can be created, shared and applied…and ‘real-time.’ … The Global Information Infrastructure - The Information SuperHighway – captured the imagination of professionals in every corner of the globe. Now, we can step back and see that the network – both technical and human – was never intended to be about information per se. It was the design in practice of The Innovation SuperHighway that has spread in versatility and with global reach unimagined only a decade ago. We’ve all become actors in the exploration of the new innovation frontier."
* Go to The Innovation SuperHighway
Chautauqua (Virtual) : Making Stories - A Practical Guide for Organizational Leaders and Human Resource Specialists : An online conference, based on the book, running from June 17th to June 28th - "Stories are fundamental to the way we learn and communicate. They are the most efficient way of storing, retrieving, and conveying information. Since story hearing requires active participation by the listener, stories are the most profoundly social form of human interaction and communication … Today, more than ever, market pressures force organizations to constantly change and adapt. It is tempting to believe that the tools of technology can meet today’s market challenges head on. But unless an organization can communicate and learn there is very little that technology can do. Leaders need processes and strategies to get an accurate read on their company and to communicate visions and missions to employees … Stories can be used to strategically to galvanize organization in a lot of different ways."
* NOTE: Registration is required
* Go to Making Stories, hosted by GroupJazz
* Frame-of-reference - "At the turn of the century, there were more than 10,000 Chautauqua venues in small towns and rural areas across the United States. People gathered to enjoy the famous authors of the day, the best musical ensembles, and art exhibits usually available only in major cities. After a stimulating presentation, participants wandered back to their porches and living rooms to discuss, debate, and reflect on what they had experienced together."
* Source: Originally encountered on the IKMF mail list
eZine : Forbes ASAP – Stoking the Fire of Genius – A New Strategy for Igniting Inventiveness : Spring 2002 Edition – The Invention Crisis section contains the following articles:
- The Smother of Invention, by Michael S. Malone
- The Patent Path, by Nigel Holmes
- How To Find True Value In Companies , by David Raymond
- Patently Absurd, by Gary L. Reback
- Murky Waters In The Gene Pool, by Karen Southwick
- Setting Patent Traps, by Eric W. Pfeiffer
- Divide and Conquer, by J. C. Herz
- Search 500,000 Documents, Review 160,000 Pages In 20 Hours, And Then Do It All Over Again, by Quentin Hardy
- Mine Games, by Eric W. Pfeiffer
- The Inventor Next Door, by Carleen Hawn and Michael Boland
- Case Study: Reinventing The Heel, Richard Rapaport
- What's Next?, edited by James Daly and Michael Boland
* Go to Forbes ASAP
Tool : 9X Media (Multiple Monitor Displays) : "The X-Top integrates from 1 up to 10 multiple LCD monitors in a wide variety of performance levels to meet the needs of a diverse user-base and a multitude of demanding applications ... Our multi-monitor solutions dramatically increase user productivity and enable innovative new capabilities by providing a powerfully expanded, high-performance visual interface."
* Go to 9X Media
* Source: Originally encountered in the June 15th issue of CIO.com

Sunday, June 16, 2002

Information (Overload) : How Much Information? : By Peter Lyman and Hal R. Varian; Published in 2000 - "This study is an attempt to measure how much information is produced in the world each year. We look at several media and estimate yearly production, accumulated stock, rates of growth, and other variables of interest … If you want to understand what we've done, we offer different recommendations, depending on the degree to which you suffer from information overload:
- Heavy information overload: the world's total yearly production of print, film, optical, and magnetic content would require roughly 1.5 billion gigabytes of storage. This is the equivalent of 250 megabytes per person for each man, woman, and child on earth.
- Moderate information overload: read the Sound Bytes and look at the Charts illustrating our findings.
- Normal information overload: read the Executive Summary.
- Information deprived: read the detailed reports by clicking on the contents to your left. Or download the entire Web site as a PDF file. (It is about 200 pages long.)
… The world produces between 1 and 2 exabytes of unique information per year … An exabyte is a billion gigabytes, or 1018 bytes. Printed documents of all kinds comprise only .003% of the total. Magnetic storage is by far the largest medium for storing information and is the most rapidly growing, with shipped hard drive capacity doubling every year. Magnetic storage is rapidly becoming the universal medium for information storage."
* Go to How Much Information?
Knowledge (Management) : Three Knowledge Management Primers for the Millennium : Primers include:
- What is Knowledge Management, by Hubert Saint-Onge
- The Sveiby Toolkit, by Karl Erik Sveiby
- Putting the Engine of Innovation to Work, by Jef Staes
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* While you are there, checkout the Knowledge Innovation Timeline graphic
Mentoring : Mentors – Peer Resources : "The Greek origin of mentoring is challenged, but its power is indisputable. We separate myth from fact, list famous mentors, provide real-life stories, and reveal tips from experts … Virtually anyone can be an effective mentor. Take a brief mentor test and receive feedback about your mentor quotient … We track the best mentor sites on the Internet and continuously update our listings. Find out who is doing what for whom and why … Many great books and videos focus on mentoring. We review the best."
* Offerings include: Ask, Events, Find, Learn, Links, Read, Review, Take
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Motivation : Maslow’s Hierarchy of Needs : "Maslow posited a hierarchy of human needs based on two groupings: deficiency needs and growth needs. Within the deficiency needs, each lower need must be met before moving to the next higher level … The first four levels are: 1) Physiological: hunger, thirst, bodily comforts, etc.; 2) Safety/security: out of danger; 3) Belonginess and Love: affiliate with others, be accepted; and 4) Esteem: to achieve, be competent, gain approval and recognition … Maslow … specifically nam[ed] two lower-level growth needs prior to [a] general level of self-actualization … and one beyond that level … They are: 5) Cognitive: to know, to understand, and explore; 6) Aesthetic: symmetry, order, and beauty; 7) Self-actualization: to find self-fulfillment and realize one's potential; and 8) Transcendence: to help others find self-fulfillment and realize their potential."
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Values : ValuesTechnology : "A goal of ValuesTechnology™ is to aid in personal and organizational transformation through a better understanding of values and culture … With ValuesTool™ and ValuesTechnology.com you can: Improve your organization's internal & external communications, focus on human capital, globalization and corporate culture. Develop and manage successful relationships that result in superior customer solutions, superior edge on the competition, and a better insight in potential and existing alliances, mergers, acquisitions and partnerships. Gain self insight into your individual and/or leadership style in order to recognize the needs for development and change."
* Offerings include: Information, Services, Solutions, Tools and White Paper
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