I've read an advance copy of Jacob Morgan's upcoming book, The Collaborative Organization: A Strategic Guide to Solving Your Internal Business Challenges Using Emerging Social and Collaborative Tools.
Jacob organizes his book into three parts: The Opening, The Middle Game, and The End Game.
Jacob's book is based on his own analysis and research, including interviews, case studies and survey responses from 234 individuals around the world, working for companies ranging from 1,000 to over 100,000 employees, with responsibilities ranging from mid-level to C-level executives.
Each chapter includes analysis, examples and a well-written Summary and Action items section, with actionable advice that you'll turn to often.
It's a handbook you'll have on your desk for the next few years.
- Chapter 2 - The First Step to Recovery is Admitting You have a Problem on business drivers and problems (20 pages)
- Chapter 7 - The Adaptive Emergent Collaboration Framework practical advice on choosing and adapting approaches to match your business goals and culture (27 pages)
- Chapter 8 - Resistance is Futile on barriers to success (13 pages)
- Chapter 12 - Measures of Success, practical advice on measuring soft benefits, hard benefits, and defining business value (19 pages)
Traction Software is the only source for full hardbound copies before the book's official ship date in July 2012! Show up in person at Traction Software's booth 418 during E20 Boston 2012 Showcase Exhibit hours.
Free copies are limited.
Update: See E2.0 Boston 2012 Twitter Pop-Quiz for rules and quiz highlights.
Update: Thanks to the @e2conf staff and everyone who dropped by booth 418 to talk, and pick up a free copy of Jacob's book.
Friday June 25, 2010: Observable Work discussion centered on Jim McGee's original blog post Managing the visibility of knowledge work, including a comment and blog post: Observable Work: The Taming of the Flow by @briantullis and a comment and analysis with several well sourced examples by @johnt, including this:
"Yes, the real learning is in all the nuances of how we work, not reading a manual, it’s a skill, a capacity to act….
I also think that the constraints of geography and time in virtual teams, kind of means that you have to pay more importance to working more visibly, but not just in a synchronous way like tele-cons…we can use other social tools for when we aren’t all in the same room…and I’m not talking email.
Here's a summary of Twitter chat using tag #OWork, including tweets that weren't shown using Twitter's built-in search - arghh!
@roundtrip is me.
@roundtrip: Several differences with Observable Work (#OWork) model:
1) It's discretionary.
? @VMaryAbraham: So it's an optional, discretionary source of additional info?
@roundtrip: More a discretionary way of working "with your door always open, and most of your desk browsable by (trusted) folk"
[That is] an way of working "with your door always open" without disturbing others.
Observable Work can be an individual or a group norm.
2) You're opening up your working in progress and analysis process to people you know and trust for a valid business purpose
3) Observable Work - learn by observing - is aligned with traditions of legal, medical and other teaching and learning
4) People who become excellent models based on OWork gain reputation and recognition in a virtuous sense IMO
? @lehawes How does relate to Social Business? (Asking w/
@roundtrip: We're using as a norm that may be a specific example (perhaps a best practice) for Social Business as a topic
@roundtrip: Tom explains why who sits next to whom in your office can make a huge difference in this new video: is.
@roundtrip: Strategy: Space Matters @TomPeters bit.
Next Things Next: Observable Work: The Taming of the Flow @briantullis bit.