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Enterprise Social Etiquette



Don't do social (etiquette-less), be social (with etiquette)
This show on Enterprise Social Etiquette will have the 'Through The Firewall' panellists discuss and debate the rules of etiquette needed for internal social networks and whether social really does flatten hierarchies.

Join the #SWChat community on G+ 
Thanks to Liz Christopher for inviting me to tonights #SWChat, and thanks to Jenn Emerson, +Amanda ColemanMark Oehlert for making me feel very welcome. It was  especially nice to finally meet Mark in the (virtual) flesh, as we've been exchanging thoughts and ideas for a few years now via Twitter; Mark, I hope it won't be so long before the next meeting!

The full video is 30 minute long and asks the following three question.
Q1 Do Etiquette rules apply behind the firewall and if so what are they?

Q2 Does social really flatten hierarchy to the extent that anyone can disagree publicly with their CEO or boss?

Q3 Should employees or employers be worried of the risks social carry - for example saying the wrong thing?

---- Personal notes ----

Q1 Do Etiquette rules apply behind the firewall and if so what are they?

Wikipedia:  Etiquette is a code of behavior with precise expectations for social behavior according to contemporary conventional norms within a society, social class, or group. 

From a human point of view, we need to be consistent, same on the inside as we are on the outside (regardless of a firewall). Practising the art of being social behind the firewall can help build confidence before engaging outside the firewall. 

Some examples of bad etiquette

  • Bad Etiquette

  • Not following back,

  • Pretending to know someone,

  • Pure push marketing,

  • Engaging then ignoring,

  • Poor moderation,

  • No human Avatar

  • Not consistent,

Relationships are built on Open Communication:

  • Honesty

  • Trust

  • Confidence

  • Genuineness

 There is also an important need for filtering noise to get the signal (both in terms of content and people); we need to focus on where and who to give our time to, and where we genuinely engage to meet our goals.
Q2 Does social really flatten hierarchy to the extent that anyone can disagree publicly with their CEO or boss?

 From Harold Jarche:
“Leadership in networks does not come from above, as there is no top.”

1) Social networking helps to breaks down silos.

2) Conversations occurs in real time across time zones and countries. As conversation build cooperative behaviours start and the beginning of new relationships form.

3) When cooperation is established, collaboration can occur - where it is required.

4) Within such an environment serendipity flourishes and ideas are arrived at that could never have previously been arrived at.

5) Conversations are data. Being able to merge conversations (or data sets) so that they can be viewed in different ways by different people leads to innovation.

6) Social networking is the catalyst for flatter organisational structures as it enables dialogue with anyone across any department.

7) It’s not an overnight transformation though, it’s a marathon than a sprint, but it does help to shift the culture.

8) A bigger shift can occur when the c-suite lend support, the best way being to immerse themselves - though often the gap is too wide; this has the effect of motivating management to engage and so it goes on.

The business goal is ultimately faster, more accurate decisions. Enter Open, Linked, Big data... 

Q3 Should employees or employers be worried of the risks social carry - for example saying the wrong thing? 

1) In the same way they should worry in any public setting, when representing the brand.

2) Organisations need to create the environment that reduces the risks, both for the brand and the individual.

3) Clear policy and governance, and support of it, from the top down is important; it’s important because management will be motivated to coach others about it

4) Management lead the change and ultimately scale it.

5) They should really be worried about the effects of forgetting etiquette.

Final thanks to David Christopher for the post on Twitter:

Image source: Muffet / Foter.com / CC BY
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  • Social Business: Fundamentally Transforming The Way Work Is Done

Social Business: Fundamentally Transforming The Way Work Is Done


Insight: "The case for why ever more organizations are implementing social business practices comes down to sustaining their competitiveness and profitability in economies in which rivals, partners and customers are adopting new ways of conducting business. More than simply using social media tools, we have entered a new period of fundamental transformation in the way work is done at all levels of the enterprise and across all organizational boundaries."


Quote source: (PDF)

Photo credit: Bert Kaufmann / Foter / CC BY

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  • The World of Personalisation

The World of Personalisation


Insights: Highly personal, predictive, contextualised data available real time, 24/7, across all devices. Interesting insights about the expectations of a sixth month cycle and how software should focus on serving us, as individuals. Customer focused and agile, and not chasing shiny technology. Like imagination replacing information in CIO :)  Better quality inbound, better quality outbound. Google glass, an assistant who knows who you are; merging datasets of those with you to best serve all interests. The world of personalisation. Great final quote about gravity at 30:00.

Reshared post from +Vala Afshar
my video interview with +Robert Scoble and +Michael Krigsman about death of the desktop, social machines and contextual intelligence Is the desktop dead? Scoble and friends face-off on mobile
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  • Implementing 70-20-10

Implementing 70-20-10


Why is the 70-20-10 model important? That's what you'll discover if you invest the time on the attached post. Take some time to study this amazing collection of insights from +Jay Cross and others at the http://internettimealliance.com.

Insights: Sharing 50 suggestions on putting 70-20-10 to work has consumed five posts spread over two months. Today the series is complete.

Part 1 of 5

People learn their jobs by doing their jobs. Effective managers make stretch assignments and coach their team members. Experience is the teacher, and managers shape their teammembers’ experiences.

Players throughout the corporate ecosystem need to be operating on the same wave-length. This can only happen when we’re adapting to the future, i.e. learning, at the same pace.Internally, everyone needs to stay current.

He (+Charles Jennings) is the world authority on 70:20:10 and these posts draw heavily on his work.

Part 2 of 5

The 70 percent: learning from experience. People learn by doing. We learn from experience and achieve mastery through practice. Experience is a difficult task master. We learn more from making a mistake than from getting it right the first time.

Part 3 of 5

The 20 percent: learning through others. Learning is social. People learn with and through others.

Conversations are the stem cells of learning. Effective managers encourage their team members to buddy up on projects, to shadow others and to participate in professional social networks. People learn more in an environment that encourages conversation, so make sure you’re fostering an environment where people talk to each other.

Part 4 of 5

Formal learning includes courses, workshops, seminars, online learning and certification training.

If what we learn is not reinforced with reflection and application, the lessons never make it into long-term memory.

Research has found that the most important factor in translating formal learning into improved performance is the expectation set by managers before the training takes place

Part 5

You will need to become a champion for the new approach to developing talent. You must convince your sponsor that managers and supervisors are the linchpins to developing new talent.

The 70-20-10 model depends on L&D teaming up with managers to improve learning across the company, but often managers do not appreciate how vitally important they are in growing their people. This is the absolute, must-do secret to success to improving learning and development. Frontline managers must take this as the very definition of manager: someone who develops others by challenging them with assignments that stretch them to the point of flow.

Lifelong Learning


"Education isn't something you can finish." ~ Issac Asimov

"Lifelong learning is the "ongoing, voluntary, and self-motivated"[1] pursuit of knowledge for either personal or professional reasons. Therefore, it not only enhances social inclusion, active citizenship and personal development, but also competitiveness and employability.[2]

The term recognizes that learning is not confined to childhood or the classroom but takes place throughout life and in a range of situations. During the last fifty years, constant scientific and technological innovation and change has had a profound effect on learning needs and styles. Learning can no longer be divided into a place and time to acquire knowledge (school) and a place and time to apply the knowledge acquired (the workplace).[3] Instead, learning can be seen as something that takes place on an on-going basis from our daily interactions with others and with the world around us."

Post source.
Image source: http://goo.gl/ahWN1 - (CC BY-ND 2.0)

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  • Education: Something has gone very wrong

Education: Something has gone very wrong


Insight: "Instead of introducing children to new design techniques , such as #biomimicry (how we can emulate nature to solve human problems), we now have a focus on cookery. Instead of developing skills in computer-aided design, we have the introduction of horticulture. Instead of electronics and control, we have an emphasis on basic mechanical maintenance tasks," he told a conference of educators earlier this month. "In short, something has gone very wrong."

Sad state of affairs! I think this has a direct relationship to this article: http://t.co/fzKdlEs4s6

Suggestion: Poll learners about what and how they'd like to learn. If #Education can begin to focus on the #learner as the customer and treat them as such, alignment is more likely to occur. 19c thinking has no place in a 21c technological world. #fav



New curriculum teaches 'more cookery and horticulture than technology'
BAE Systems chairman Dick Olver criticises inadequacy of DfE proposals, while unions deride uncreative 'pub-quiz primer'

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