Saturday, July 20, 2002

Article : Making Invisible Work Visible - Using Social Network Analysis to Support Strategic Collaboration :
By Rob Cross, Stephen P. Borgatti, and Andrew Parker - "With efforts to de-layer organizations and reduce functional boundaries, coordination increasingly occurs through networks of informal relations rather than channels tightly prescribed by formal reporting structures or detailed work processes. However, while organizations are moving to network forms through joint ventures, alliances, and other collaborative relationships, executives generally pay little attention to assessing and supporting informal networks within their own organizations. Social network analysis is a valuable means of facilitating collaboration in strategically important groups such as top leadership networks, strategic business units, new product development teams, communities of practice, joint ventures, and mergers. By making informal networks visible, social network analysis helps managers systematically assess and support strategically important collaboration."
* NOTE: Available by subscription or reprint
* Go to Making Invisible Work Visible, published in the California Management Review – Winter 2002 (Volume 44, Number 2)
Book : Managing in the Next Society : By Peter F. Drucker; Published July 2002 - "Touted as the longtime business analyst's last book, this is a compilation of essays culled from previously published material. In these pieces, which are not arranged in chronological order, Drucker covers trends, emerging industries, and management and sociological changes that can adversely affect or expand the bottom line for businesses. Drucker tracks the U.S.' movement away from a manufacturing-based to a service-oriented economy specializing in industries such as technology, health care, and management. Drucker provides insight into the emerging industry of biotechnology and the new profession of knowledge management. What is the growth trend for biotechnology? Stocks for biotechnology are not expected to zoom to overinflated proportions, as dot-com stocks did, and Drucker tells us why. He also takes us back to past events that have shaped our current society, such as the Industrial Revolution and the evolution of the businessman from the gentleman to the technologist. For 60 years, Drucker has written expertly about what he knows best, and his wisdom shines through here. His loyal audience will line up for this one. (Eileen Hardy, Copyright © American Library Association. All rights reserved)."
* Go to this book at Amazon, Barnes & Noble or Indigo
eGovernment : Missing in Action – An Operational Definition of e-Government : By Darwyn Banks, Judith Oxman, Sid Rodgers and Philip Irish; published March 2002 - "Defining what a government agency or department means by the term electronic government, or 'e-government' is an important step in implementing any e-government initiative or strategy. This paper identifies some of the most comprehensive definitions of e-government, based on an extensive sampling of existing definitions and the development of a set of criteria for assessing them. Definition samples were gathered via the Internet from the executive and legislative branches of the federal government, state governments, the private sector, academia, private research organizations, and international governments. This research was conducted by senior level information technology professionals representing a variety of federal agencies at the National Defense University’s Information Resources Management College for its Electronic Government course in March 2002."
* Go to Missing in Action
Learning : The Learning Citizen : "Learning today is no longer confined to institutions such as schools, colleges, companies and training centres, New technologies and tools offer all members of society greater flexibility, easier access to information and the opportunity to match learning to their specific needs and circumstances … The home is becoming more important as a learning environment for many citizens, including disadvantaged groups such as the unemployed, people with special needs and those in remote locations. The challenge facing society now is to bring together teachers, pedagogues, service providers and the developers of course content in order to make available to everyone relevant, stimulating, affordable and high-quality learning services … The Learning Citizen is an initiative sponsored by the European Commission with the specific objective of facilitating and enhancing lifelong learning for all members of society. The initiative brings together technologists, pedagogues, entrepreneurs, institutions and potential users in a multi-disciplinary approach to tackle this important issue. The clear goal is to develop sustainable, effective and universal solutions addressing learning needs across society."
* Content is organized into the following categories: Background, Contacts, Download, e-Learning News, Events, LCCN Press, Links, Newsletter
* Go to The Learning Citizen
Symposium (Proceedings) : Army Knowledge Symposium 2002 :
Held April 1-4 2002
* The contents of 10 plenary sessions are available
* Tracks include:
- Track A - Knowledge Fires for Full Spectrum Military Operations
- Track B - Transforming Leader Development and Training
- Track C - Business Processes for Logistics, Acquisition, and Resource Management
- Track D - KM Lessons Learned for Serving, Helping, and Caring Agencies - IG, JAG, & Chaplain
- Track E - KM in the Army Medical Department (Recommended for Personnel Community)
- Track F - IT/IM for an Integrated Knowledge Environment
- Track G - The Army as a Learning Organization: Knowledge Fusion
- Track H - Providing a Knowledge Environment for Small Scale Contingencies
* Viewable in your browser or downloadable in PowerPoint format
* 5 reference documents are available (PDF format)
* Go to Army Knowledge Symposium 2002

Friday, July 19, 2002

Article : Imparting Knowledge Through Storytelling : By Tom Reamy - "Stories are a fundamental form of knowledge … stories are a fundamental means that humans use to structure the world. Our brains seem to be wired to easily and almost automatically organize information into stories. Listen to small children play and you hear the most wonderful stories being created, all without the benefit of major skills acquisition programs. Storytelling seems to develop along with language skills and perhaps even before a sense of causality fully develops … A second reason that knowledge management needs to deal with storytelling is that there is one certainty when it comes to business, whether you like it or not: Storytelling is going on in every business, every department, every team. Storytelling is not only natural, it is being used right now throughout your enterprise and it is being used heavily, probably more heavily than any other information or knowledge sharing channel you have … stories convey not information, but meaning and knowledge … stories are particularly good at transmitting tacit knowledge … listeners react to stories differently (and better) than to charts and logical arguments … Knowledge architecture then is the attempt to create an intellectual infrastructure that can support the organization and retrieval of not just information but sets of related contexts around information--contexts that change over time and with different dimensions of applications. Knowledge architecture deals with a richer, more multidimensional intellectual universe of discourse and through that richer universe, must deal with the shifting chaotic world of applied information, i.e., contexts of actions … In the case of stories then, knowledge architecture has two primary tasks. One is to create the intellectual infrastructure for deconstructing, capturing, indexing, organizing and retrieving stories and elements of stories in a variety of applications and in a variety of communities within the enterprise … There are many directions that storytelling in a knowledge management environment could take. However, underlying any new direction should be a rich and powerful knowledge architecture. Without that architecture, storytelling will likely continue to languish either in abstract academic research white papers or hidden in the undiscovered byways of personal interactions within corporate communities, and knowledge management will miss the opportunity to extend its scope and depth by incorporating one of the most heavily used knowledge transmission mechanisms in corporations today."
* Go to Imparting Knowledge Through Storytelling – Part 1 and Part 2, published in KMWorld
Article : Workspace as it Relates to a Learning Organization : By Laurie A. Smith - "In a learning organization where the concepts of collaboration, sharing, learning and knowledge are key, workspace plays an important role. How the office plan is designed for meetings/presentations space, individual space, and social/public space contributes to the overall success of the organization’s learning values. Today there is a move to a more democratic distribution where space is allocated based on the individual’s job requirements not based on status. Open space is more prevalent with lower barriers to stimulate exchange of information and knowledge. Meeting spaces are more casual and flexible. Companies see the importance of social space as an area for making social connections, building trust, building a sense of community, and sharing of knowledge amongst employees"
* Go to Workspace as it Relates to a Learning Organization, posted on the Knowledge Board
Book (and Companion Web Site) : Working with Spirit : "Working with spirit is not about religion. It's an integrated thinking process, used in the Ford Material Planning and Logistics Operation, to help create and align employee aspirations with the business goals. A simple, natural, three step process: 1. Identify the current state of operations. 2. Inspire new thinking. 3. Collaborate under an inspired Vision, nurturing Values, and well understood operating Principles."
* Go to Working with Spirit
Conference (Report) : Knowledge Management Asia 2002 : Held July 16-18, 2002 - "there are more case-studies, showing that many KM experiments are in the ‘go-live’ stage; and many of these case studies are very similar, revealing the stage of patterns. Overall, the conference is succeeding in getting together KM practitioners (been there, done that), KM theorists (not this, do that), and KM opportunists (why this, how about that) to share their views and experiences, which is always a good thing … Sitting through the numerous presentations, I noticed some common themes: Companies are adopting a two-prong approach (people-to-documents; people-to-people) that is mentioned in HBR's much acclaimed article; KM initiatives are more strongly aligned with business strategies; It is still difficult to measure the ROI of KM initiatives; Many companies are realizing the importance of social spaces in addition to online collaboration spaces … People attended KM Asia 2002 to learn what other KM practitioners around the world are doing, the challenges they are facing, and the visions they are reframing. At the end of the second day I saw many satisfied faces with a sense of renewed confidence in their eyes. From this angle, KM Asia 2002 more than succeeded in meeting its objectives."
* Go to Knowledge Management Asia 2002, reported by Maish Nichani (elearningpost)
Portal : : "the online network of freedom of information advocates … is a one-stop portal that describes best practices, consolidates lessons learned, explains campaign strategies and tactics, and links the efforts of freedom-of-information advocates around the world. It contains crucial information on freedom of information laws and how they were drafted and implemented, including how various provisions have worked in practice."
* Content is organized into the following categories: Analysis, Case Studies, Global Survey, IFTI Watch, Links, News and Reports
* Go to
* Source: Originally encountered in the Scout Report newsletter

Thursday, July 18, 2002

Article : Games Telling Stories – A Brief Note on Games and Narratives :
"As questions go, this is not a bad one: Do games tell stories? Answering this should tell us both how to study games and who should study them. The affirmative answer suggests that games are easily studied from within existing paradigms. The negative implies that we must start afresh … But the answer depends, of course, on how you define any of the words involved. In this article, I will be examining some of the different ways to discuss this. Lest this turns into a battle of words (i.e. who has the right to define ‘narrative’), my agenda is not to save or protect any specific term, the basic point of this article is rather that we should allow ourselves to make distinctions."
* Go to Games Telling Stories, published in the inaugural issues of Game Studies – The International Journal of Computer Game Research
* Source: Originally encountered on the e-Clippings mail list
Article : Knowledge Wizard :
By Zuraidah Ibrahim - "So the CKO is in charge of knowledge management—but what does the job entail and how can a CKO bring value to the organisation? … Ask Hubert Saint Onge to describe his job to the layman and he will tell you he is a mechanic. In fact, his job title is senior vice-president of strategic capabilities at Clarica, a financial services firm. His role is to take care of the knowledge management (KM) needs of this leading Canadian company, which has a sales force of more than 3,000 and offices in 90 locations … ‘To be precise, I see myself as an organisational mechanic. I tweak the organisation’s capabilities such that we produce an organisation that is high-performing [and] where everybody is empowered,’ he says … whether the CKO fashions himself as a mechanic or missionary with a cause, his role calls for a combination of persistence, patience and the power to influence."
* Go to Knowledge Wizard, published in MIS Asia
Research (Findings) : Brain Scans Show Why We Love Cooperating :
"New research reveals why people often cooperate with each other, even when it is not necessarily to their advantage to do so … A group of researchers based at Emory University in Atlanta, Georgia, found that when a woman is involved in a situation where she is cooperating with someone else, she experiences activation in brain areas that are also activated by 'rewards' such as food, money and drugs … This indicates that our bodies may have been somehow programmed to ‘tag cooperation as rewarding,’ study author Dr. Gregory S. Berns told Reuters Health." * Go to Brain Scans Show Why We Love Cooperating, published by Reuters Health
Tool (Search Tool Bar) : UltraBar : Features include: “Multiple default search engines; Add your own search engines; Customize the order of your search engines; Highlight search terms within the page you are on; seek directly to your search term or phrase“
* Compatible with Internet Explorer
* If you like the Google tool bar – you’ll love the UltraBar
* Go to UltraBar
Working Paper : Work as the Making of Time and Space : By Richard J. Boland Jr. and Alex Citurs - "An ethnographic study of a globally distributed e-commerce software development team reveals how the doing of work necessarily involves the shaping of space and time. Software development work is composed of multiple work elements, each of which has a characteristic number of aspects or steps that must be performed, as well as a characteristic number of communicative relations which must be maintained. Individuals on the software development team have multiple work elements that they attend to concurrently, by rotating their attention among various elements, much as a juggler keeps multiple objects in the air. Our observations of this distributed team show how the work of software development proceeds by selectively opening or closing space in order to experience a different pace of time. In this way, individuals construct a space time continuum that enables them to successfully handle the number and type of work elements that they are concurrently ‘juggling’."
* Downloadable as a 15-page, 201 KB PDF file
* Go to Work as the Making of Time and Space, published by Sprouts: Working Papers on Information Environments, Systems and Organizations - “an online working papers series that provides a fast-turnaround outlet for authentic and original research and work-in-progress carried out primarily at the Weatherhead School of Management. The papers are made available only through the Internet for instant access by academics and practitioners.”
* Other papers of interest include:
- Dynamic Nature of Trust in Virtual Teams, by Prasert Kanawattanachai and Youngjin Yoo
- Globalization of E-Commerce: Growth and Impacts in the United States of America, by Sean T. McGann, John Leslie King and Kalle Lyytinen

Wednesday, July 17, 2002

Community : ReGov : "The Community of government innovators … ReGov is a campaign to recruit visionary public sector leaders and, through the power of the Internet, arm them with the knowledge and support they need to make change happen."
* NOTE – Membership is restricted to public servants
* Offerings include: Communities, Digital Assistant, Feature of the Day, Q & Answer, Reading Room and Web Search
* Go to ReGov, hosted by The Public Strategies Group
Conference (Report) : To Combat Terrorism, a Systems Approach is Vital : "Ackoff said that he sees close ties between terrorism and fundamentalism. He pointed out that change usually provokes three types of responses: conservative, which seeks to prevent change; reactionary, which tries to idealize the past and unmake change; and liberal, which attempts to make small, disjointed, cumulative changes. Reactionaries, he added, become fundamentalists: They develop a fixed set of beliefs and ‘try to find a static equilibrium in a dynamic environment.’ Ackoff distinguished between two types of fundamentalists: The introverted variety, such as the religious Mennonite sect – which shuns technology – essentially wants to be left alone. The extroverts are more zealous and evangelical. They regard those who don’t accept their beliefs as potential converts to their cause or as enemies. Fundamentalists who go a step further to use violence against their perceived enemies are terrorists. All terrorists are fundamentalists, though few fundamentalists are terrorists, Ackoff said. In order to counter the threat of terrorism, ‘we must enable extroverted fundamentalists to deal with their environments effectively,’ Ackoff explained. ‘This requires providing them with knowledge and resources required to achieve what to them is an acceptable standard of living and quality of work life.’ He drew parallels between such efforts and those that the U.S. government has made since the 1960s to draw internal minority populations into the mainstream of American social and business life."
* Checkout the links at the bottom of the article
* Go to To Combat Terrorism, a Systems Approach is Vital, published in the July 17th edition of the Knowledge@Wharton newsletter
Meetings : BlueGreen Meetings : "We’re making it easier for you to hold meetings that don’t cost the earth. Whether you are a host, planner or supplier, this is where you’ll find the tips, tools and resources to make environmentally responsible choices for your meetings … Environmentally responsible meetings are not only good for the earth, they’re great for business. Planning or supplying a green meeting gives you the competitive edge, a great reputation, and can save you time and money in the process."
* Offerings include: BlueGreen News, Links and Resources, Resources for Hosts and Planners, Resources for Suppliers and Success Stories
* Go to BlueGreen Meetings, provided by the Oceans Blue Foundation
Viewpoint : Maintaining Intellectual Capital : By Michael Loria (Director of Advanced Collaboration at IBM Lotus Software); Published July 16, 2002 - "When companies undergo a major organizational change, relationships between teams and between managers and employees are altered and new collaborative relationships are formed, rendering confusion about who holds what subject matter knowledge and affecting an organization's ability to respond quickly and effectively to customer and market demands … KM can be boiled down to the simple concept of people, places and things and three core technologies: expertise location, search and document management. While the idea of implementing a KM solution may seem daunting to some companies, there is a simple strategy that companies can undertake to make the process more manageable … Knowledge Management technology plays a critical role in managing the major organizational changes to which all enterprises are subject, including mass retirement and layoffs and/or mergers and acquisitions. This technology has the capability to aid in the smooth transitions necessitated by these changes to ensure corporate longevity and to ultimately distinguish the success stories from those companies that merely survive."
* Go to Maintaining Intellectual Capital, published by Line56
Webinar (Forthcoming) : Learning as Strategy - Creative Destruction of the Corporate Planning Process : To be held on Thursday, August 1, 2002 - from 9:00 to 10:00 (PDT) – Hosted by Brook Manville; Presented by Sarah Kaplan, Innovation specialist and co-author of ‘Creative Destruction’ - "Few CEOs claim to be happy with the way their organizations come up with strategy. Most say that the annual strategy-planning process yields few good ideas, and leaves people ill prepared for unforeseen circumstances. According to Sarah Kaplan, a recent study of strategic planning suggests that the annual planning get-together works best not as an exercise to develop a definitive strategy, but rather as a learning opportunity to prepare people's minds for strategies made at other, less formal times and places. Emphasizing the informal, ad hoc development of strategy, and creating a continual learning process makes people and organizations better prepared to make real-time strategies in an uncertain world."
* Register at Human Capital Live!, a series that is hosted by Saba
* Checkout the Archive of past Webinars

Tuesday, July 16, 2002

Article : Knowledge Transfer Networks : By Madeleine Butschler - "In the traditional classroom, knowledge transfer is considered a unidirectional activity--trainers transfer knowledge to learners. As e-learning evolves and the influence of knowledge management grows, developers must reframe communication to be multidirectional between instructors, learners, managers, change agents, and so forth."
* Go to Knowledge Transfer Networks published in the July edition of Learning Circuits
* Source: Originally encountered on the elearningpost mail list
Article : Someone's Watching You - The Web's Secret Police : By Lisa Gill; Published July 15 2002 - "In a never-ending search for con artists, software pirates and digital thieves, U.S. companies with billions of dollars at stake are spending time and resources to curb infringement and catch perpetrators. Their tactics may include scanning the Internet and Web sites for pirated materials, or tracking user registration and behavioral data in search of repeated fraudulent patterns … While SecurityFocus senior threat analyst Ryan Russell told NewsFactor that it is fairly uncommon for companies to maintain in-house investigative units, he believes there are some similarities among organizations that choose to spend money on such efforts."
* Go to Someone's Watching You, published by the NewsFactor Network
Book (Forthcoming / and Companion Web Site) : Smart Mobs - The Next Social Revolution : By Howard Rheingold; Publication expected in October 2002 - "Smart mobs emerge when communication and computing technologies amplify human talents for cooperation. The impacts of smart mob technology already appear to be both beneficial and destructive, used by some of its earliest adopters to support democracy and by others to coordinate terrorist attacks. The technologies that are beginning to make smart mobs possible are mobile communication devices and pervasive computing - inexpensive microprocessors embedded in everyday objects and environments … The pieces of the puzzle are all around us now, but haven't joined together yet … The people who make up smart mobs cooperate in ways never before possible because they carry devices that possess both communication and computing capabilities … Media cartels and government agencies are seeking to reimpose the regime of the broadcast era in which the customers of technology will be deprived of the power to create and left only with the power to consume. That power struggle is what the battles over file-sharing, copy-protection, regulation of the radio spectrum are about."
* Checkout the Companion Website
* Pre-order this book at Amazon or Barnes & Noble
Complexity : Complexity Digest : The mission of the Complexity Digest is "to collect and disseminate online complexity science related information to anybody interested in the topic; Use the nature of connections about complexity to speed up its evolutionary development and extend its interactions crossing over disciplines, levels of knowledge and geography to find new research and new applications."
* Go to the Complexity Digest
eGovernment : e-Democracy : "Welcome to The site has been created to support the Government's consultation on e-democracy. You can see the proposals here or download them; respond to the consultation, or link into ongoing discussions; look at background material and make suggestions for more; and keep in touch with events as they unfold."
* Go to e-Democracy

Monday, July 15, 2002

Article : Rewards and Recognition in Knowledge Management : "Liz Ostendorf, an APQC KM specialist, provided explicit definitions of rewards and recognition. ‘These are terms that are tossed around a lot, and we need to be clear on what we’re talking about and that we’re talking about this from the KM perspective. Knowledge management requires a unique view of rewards and recognition.’ … Recognition is visible, public reinforcement to individuals and teams for contributions and role modeling of behavior, such as a formal thank-you. This may be at the individual, community, group, department, business, or enterprise level. ‘We’re not limiting recognition in this case to specific individuals,’ said Ostendorf. ‘This can be at any level within your organization. And the other component is that recognition may or may not be accompanied by a reward.’ … a summary of key lessons … [The first lesson is that] employees value access to experts, a community of peers, and a central source of information that is well-stocked in relevant and easy-to-find content … The second lesson is that being perceived as an expert by peers and management matters … [The third lesson is] linking and leveraging existing reward systems … The fourth lesson is to celebrate success stories and propagate tales of savings and contributions … The final lesson is to recognize both parties or units involved, including those who share knowledge and those who use knowledge."
* Go to Rewards and Recognition in Knowledge Management, published by the American Productivity & Quality Center
Innovation : Center on Organizational Innovation : "promotes research on organizational innovation as well as new forms of collaboration, communication, and coordination made possible with the advent of interactive technologies … At our century's turn, we have the opportunity to chart the emergence of collaborative organizational forms in an era of interactive media … The social engineers of the collaborative age are software engineers, interactive designers, and information architects; a critical social science perspective suggests that realizing the innovative potential of the new interactive media will require extending design capabilities to communities of users in a process of emergent design."
* Content is organized into the following sections: Calendar, Links, People, Projects, and Seminars
* Download ‘Crisis, Recovery, Innovation: Responsive Organization after September 11th’ (10 pages, 542 KB PDF)
* Go to Center on Organizational Innovation, one of eight centers at Columbia's Institute for Social and Economic Research and Policy
* Source: Originally encountered on the ChaordicEdge weblog
Report : Aligning the Learning and Performance Contexts - A Work-Learning Research Instructional Research Report : "the major learning points from the report:
1. When humans learn, we absorb both the instructional message and background stimuli and integrate them into memory so that they become interconnected.
2. Humans in their performance situations are reactive beings. Our thoughts and actions are influenced by stimuli in our surrounding environment. If cues in our environment remind us of what we previously learned, we'll remember more.
3. These first two principles can combine to aid remembering, and hence performance in powerful ways. If during the learning situation we can connect the key learning points to background stimuli that will be observed in the learner's on-the-job performance situation, than these stimuli will remind learners of what they previously learned!
4. The more the learning context mirrors the real-world performance context, the greater the potential for facilitating remembering. When the learning and performance contexts include similar stimuli, we can say they are ‘aligned.’
5. The more learners pay attention to the background contextual stimuli, the higher the likelihood of obtaining context effects.
6. Context effects can take many forms. People who learn in one room will remember more in that room than in other rooms. People who learn a topic when they are sad, will remember more about that topic when they are sad. People who learn while listening to Mozart will retrieve more information from memory while listening to Mozart than listening to jazz. People who learn a fact while smelling peppermint will be better able to recall that fact while smelling peppermint than while smelling another fragrance. People who learn in the presence of their coworkers will remember more of what they learned in the presence of those coworkers.
7. Context can aid remembering and performance, but it can have negative effects when aspects of the learning context are not available in the on-the-job performance context.
8. Context effects can be augmented by prompting learners to focus on the background context. Context effects can be diminished by prompting learners to focus less on the background context.
9. The fewer the background contextual elements per learning point, the more powerful the context effects.
10. The easiest and most effective way to align the learning and performance contexts is to modify the learning context. But other options are available as well.
11. The performance context can be modified through management involvement, performance-support tools, and other reminding devices.
12. When the performance context cannot be determined in advance---or when the learned tasks will be performed in many contexts---multiple learning contexts can facilitate later memory retrieval and performance.
13. Learners in their performance situations can improve the recall of what they learned by visualizing the learning situation.
14. Cues can be added to the both the learning contexts and the performance context to aid remembering.
15. Context effects have their most profound impact when other retrieval cues are not available for use. For example, context effects typically do not occur on multiple-choice tests or for other performance situations where learners are provided with hints.
16. To fully align the learning and performance contexts, instructional practice should include opportunities for learners to face all four aspects of performance, (1) situation, (2) evaluation, (3) decision, and (4) action. To create the best results, learners must be faced with realistic situations, make sense of them, decide what to do, and then practice the chosen action."
* Go to Aligning the Learning and Performance Contexts
Survey : IES - Over 27 Million European eWorkers by 2010 : "The study identifies four different types of eworkers … The largest category is Multilocational eworkers. These include employees who alternate between a home and an office workstation, or who work nomadically from multiple locations … This group is expected to grow from an estimated 3.7 million in 2000 to over 14 million by 2010 … The second largest category contains e-enabled self-employed workers. These include self-employed people who work from their home but do not supply business services … This group is expected to grow from 3.08 million in 2000, to 6.58 million in 2010. The number of Telehomeworkers, employees who conduct the majority of their work from home, are expected to rise from a modest 810,000 in 2000 to just over three million in 2010 … The smallest group contains eLancers: self-employed workers who supply business services to clients using a computer and a telecommunications link … According to The IES, the latter group will grow from an estimated 1.45 million in 2000 to 3.04 million in 2010."
* Go to IES - Over 27 Million European eWorkers by 2010, posted by Nua, produced by the Institute for Employment Studies
Video : Fast Talk Boston –Going Global : "The landscape of business changes by the day. Technology, capital, and ideas are eroding the borders of our economies. How quickly will such changes take place? What challenges will U.S. businesses face in upcoming years? And, most important, is your company ready to compete in this global economy?"
* Going Global videos include:
- Preparing for the Global Future, with Malcolm Salter, Professor at the Harvard Business School
- Marketing to the World, with Fran Kelly, President and chief operating officer of Arnold Worldwide
- Strategy and Technology, with Shikhar Ghosh, CEO and chairman of Verilytics Technologies
* Other Fast Talk event videos include:
- The Pace of Technology: How Much? How Fast? How Revolutionary?, with Lanny Cohen and Christopher Meyer of Cap Gemini Ernst & Young
- What's New? What's Next? What Matters?, with a group of 10 technosavvy executives
- and more …
* Go to Fast Talk Boston – Going Global

Sunday, July 14, 2002

eZine : More Than Money : "exists to provide a safe forum for this discussion, and to support people in the wealthiest five percent to create a better world. We hold conferences, offer coaching, and publish More Than Money Journal, a quarterly packed with stories and articles. More Than Money members get access to all of these things, as well as online discussion groups, MoreThanMoneyZine, and more."
* Go to More Than Money
Mind (Contemplative) : The Center for Contemplative Mind in Society : "The Center for Contemplative Mind in Society works to integrate contemplative awareness into contemporary life in order to help create a more just, compassionate, and reflective society … Contemplative awareness, or contemplative intelligence, is characterized by mindfulness of the present moment, empathy and compassion for others, and insightful wisdom. We all share some degree of this awareness. But we can also intentionally expand it by doing contemplative practices, which include meditation, yoga, centering prayer, contemplative reading, meditative walking and other movement practices, and many contemplative arts. Most of these practices are drawn from centuries-old wisdom traditions, and until recently were not used in secular settings … These simple, low-cost practices help individuals to discover habitual emotional responses and their impact on one's mind, body, and actions in the world. Contemplative practices help individuals attain balance and calm in the midst of challenging circumstances. This state of calm centeredness provides effective stress reduction and can also help address issues of meaning, values, and spirit."
* Content is organized into the following sections: Practices, Programs, Resources, Contemplative Net Project and What’s New
* Go to The Center for Contemplative Mind in Society
Model : World3/2000 Explorer : "in 1972, the Book Limits to Growth described the prospect for growth in the human population and the global economy during the coming century. The book was the outgrowth of a two-year project at MIT to investigate the long-term causes and consequences of growth in population, industrial capital, food production, resource consumption, and pollution. To keep track of these interacting entities and to project their possible paths into the future, a team consisting of Dennis Meadows, Donella Meadows, and others, created a computer model called World3 … Twenty years later Dennis Meadows, Donella Meadows, and Jorgen Randers revised World3 and presented their findings in the book Beyond the Limits. Though the model itself changed very little, computer technology had made the World3 model much more accessible. When it was originally developed in the early seventies, the model required one of MIT's powerful mainframe computers to run it. By the time Beyond the Limits was published, World3 could be run on almost any desktop computer … Now, with the dawn of the new millennium, Dennis Meadows, Donella Meadows, and Jorgen Randers revise their findings to reflect the world's current state. Again, the model itself has changed very little, but the rise of the Internet presents the opportunity to disseminate the model in a way never before available … The World3/2000 model with the Explorer interface is free. We only ask that you complete a short registration form. Upon submitting the form, the World3/2000 Explorer file will be e-mailed to you … Limits to Growth and Beyond the Limits were interpreted by many as predictions of doom. It is perhaps inevitable that BTL/2000 will be so interpreted, but World3 is not a prediction at all. It was never intended to forcast a preordained future. World3 has always been about a choice- the future world we choose to create."
* NOTE: “World3/2000 Explorer uses iThink software from High Performance Systems. If not currently an iThink user, you can download a free run-time version at High Performance Systems
* Go to the World3/2000 Explorer registration page
Primer : A Primer on Systems Thinking & Organizational Learning :
* Content is organized into the following sections:
- “Writings - is the ‘meat’ of the site. It contains my articles and reflections on Organizational Learning and Systems Thinking Application.
- Small Talks - is a series of short pieces that occur to me as I work, the kind of things I'd tape to the door of my office. If the Writings section is hard news, small talks are my columns.
- Briefcases - is a feature that allows you to practice drawing causal loops from stories. Read the cases sketch them using causal loops. If you'd like feedback from me, fax or email me your work: it may end up in a subsequent edition of the Primer.
- Resources & Links - is just that. I've included a few select Organizational Learning and Systems Thinking related links, as well as other sites I find useful in general.”
* Go to A Primer on Systems Thinking & Organizational Learning
Project : Business as an Agent of World Benefit : "a landmark inquiry creating a typology of human strengths of positive business leadership at intersection of organizations and society—and it focuses entirely on hopeful visions of the future and promising practices in the world today … Business as an Agent of World Benefit is a worldwide series of more than 1000 comprehensive interviews and conversations with business CEOs, leading management thinkers, visionary critics, and ethical-spiritual teachers like His Holiness the Dalai Lama and others. The study—solidly grounded in a research method called ‘appreciative inquiry’ developed at Case Western Reserve University’s Weatherhead School of Management—is based on a set of three interdependent convictions:
1. One of these convictions is that the modern world is undergoing a period of fundamental transformation the extent and meaning of which we who are living through it are only beginning to grasp.
2. Another conviction is that the future of human society is intimately linked to the future of the world economy and business organizations. Whether or not the global future is bright or dark, and whether the path is strewn with human misery, depends on the vitality, vision, mindfulness, and courage of business— precisely because business has become, in this last half-century, the most capacity-filled institutions on the planet. As a constructive force for change, there may be no factor more decisive in influencing whether or not we achieve a humanly, ecologically, and spiritually satisfying future for this society and for humanity, than a free, aware, responsive and vital private sector.
3. One of the highest priorities facing our complex and interdependent world is for business leaders and thinkers to articulate anew a future vision of business as an agent of world benefit that powerfully shifts the terms of the global discourse that has often seen business as opposed to world benefit. It is a time to recalibrate our feelings about work and life, business and purpose and to call upon the spirit of innovation, creativity, determination, and struggle that moves the world forward. Much needed is a conversation that lifts us out of polarization and toward a new language beyond even that of socially responsible business. The words ‘agent of world benefit’ evoke, for example, images of a more proactive, catalytic, internally motivated and other-oriented (not obligatory) form of organizational leadership."
* Go to Business as an Agent of World Benefit, part of the Appreciative Inquiry Commons