The reach of the individual is very large. Justin Bieber has 40 million followers on Twitter. That is four times as many as CNN in primetime.
You can ask questions without knowing the person with the answer. Previously, you had to decide in advance who you were asking the question to, but now you just ask an open question and get an answer from someone you may not know: #dtv.
Knowledge and expertise are easy to find. Previously your own network was decisive, now you can search specifically on LinkedIn for people who know something.
People can collaborate on knowledge. Just look at the 'History' heading of any Wikipedia page . Some pages are edited by thousands of people who don't even know each other. You couldn't have organized this fifteen years ago.
Technology is cuddly. Since the rise of social, applications have become incredibly user-friendly. Software is more accessible and it is fun to use.
A social intranet connects social, processes and information
With a social intranet you can implement the above five changes within your organization. In addition to the social component, it is important that these five changes really become part of the work. An organization we work for, for complex quotation requests and tenders in their social intranet, seeks out an organization-wide team based on knowledge and expertise. The questions that remain unanswered, they then put out to the entire organization. They then work out the quotation together in a Wiki.
Social intranet is about connecting social, processes and information
Finally, on an intranet there is always the 'sending messages' part. But the power of a social intranet lies in connecting three components: social, processes and information.
Rules, procedures and processes: we love them
Next up is Mathieu Weggeman , professor of organizational science and author of the book Management of professionals? Don't do it! Mathieu addresses the question of how a social intranet can contribute to realizing organizational goals. He starts off with bad news. Managers try to keep control of professionals by imposing all kinds of rules, procedures and processes on them. And those are precisely the things that professionals don't like. Henry Mintzberg already investigated this in 1979 (!).
Do you want to inspire professionals? Then let them arrange the planning and control themselves. Nevertheless, in the Netherlands we are champions of bureaucracy. We are crazy about rules, procedures, processes, meetings and rankings. And yet most people don't cycle to work thinking 'let's see what I can mess up again today'.
Characteristics of excellently functioning organizations
Mathieu Weggeman talks about a study he did among excellent professional organizations : organizations where both productivity and job satisfaction are above the industry average.
If you look at the common characteristics nepal phone data of leadership, it applies to the managers that they:
develop a collective ambition together with employees;
inspire and involve employees in the strategy;
communicate in a timely and honest manner (be there and listen);
provide output clarity and feedback;
acting assertively towards people who are no longer good at their job;
function as a heat shield for noise from 'above';
and have an authoritative but serving and modest attitude.
Why a collective ambition is so important
If you work for an organization, you have certain shared values. And the more shared values you have, the fewer rules and procedures you need. Ideological organizations are examples where the overlap of shared values is very large. 'You finish the job because you believe in it'.
Apple's collective ambition.
- Board index
- All times are UTC
- Delete cookies
- Contact us