In his Jun 2, 2013 blog post, Chess Media analyst and author Jacob Morgan asks: How Open is Too Open? He asks "Would you be comfortable working in an all glass building where people can see everything you do and every move you make?" Jacob outlines the benefits of transparency: "Keep everyone on the same page; Build trust and fostering better relationships; Allow employees (and customers) to contribute ideas and value when they see the opportunity to do so.
For example, if you work for a consulting (or law) firm, your clients have a strong, natural expectation that their work with the firm will be kept private from other clients, even if client work is more broadly shared internally among members of the firm.
Jacob recognizes that a balance needs to be struck, and uses an analogy that compares a glass building vesus "a regular building that just doesn't have locked doors.
"I do believe that organizations need to be much more open and transparent but there’s a balance that needs to be struck here.
I'd say "very few locked doors, where needed to get work done, particularly with external stakeholders.
In an early Three Places for People blog post, I use a similar analogy:
"Great architects of physical places know that people bring expectations and norms about the kind of behavior that's appropriate and enjoyable to any physical space.
If you walk into a conference room with a group of people you don't know talking quietly around a table - and someone closes the door behind you - you'll likely speak and act differently than if you walk into the same room with people you know laughing, eating and drinking.
What fascinates me about social software is how we're learning to create places with perceived affordances - features and user models - that seem natural for different purposes and intentions.
One Traction TeamPage customer matches the consulting firm /
Another Traction TeamPage customer provides services to customers worldwide, with over 5,000 employees operating in over 150 locations and 75 countries.
In summary, I believe there's no reason to settle for a collaboration and action tracking solution that only handles internal collaboration, or assumes that everything happens in a building with glass walls and no doors.
The Work Graph Model: TeamPage style - Working with internal and external teams
Borders, Spaces, and Places - Walks through specific examples of boundaries and boundary crossing activity
Explaining Twitter - One of Three Places for People - About the social architecture of three places: 1) a public commons (like Twitter); 2) a place for friends and family (like Facebook); 3) a place where you work (for me, Traction Software's TeamPage server).
Intertwingled Work - Working across siloed systems and boundaries set up to meet business purposes - like the consulting firm client example.
A Circle is not a Space - How Google+ circles make it possible to share individual conversations with a list of circles each individual controls (later extended to groups) versus sharing work within one or more spaces.
Here’s the rub: Our senses aren’t attuned to modern life.
In the coming years, there will be a shift toward what is now known as contextual computing, defined in large part by Georgia Tech researchers Anind Dey and Gregory Abowd about a decade ago.
Peter argues that we need four graphs to make contextual computing work:
- The Social Graph - how you connect to other people and how they are connected to one another, including the nature and emotional relevance of those connections.
- Your personal graph contains (gulp) all of your beliefs - data relating to a your deepest held beliefs, core values, and personality.
- The Interest graph - what you like - is about curiosity
- Your behavior graph - sensors that record what you actually do versus what you claim you do
I agree that one great value of Peter's contextual computing is to make agents like Apple's Siri or Google Now much more effective in answering questions, making recommendations, and delivering what you want based on how you express it in your own words or gestures, taking into account your current situation, recent requests and interests.
In the world of work, I believe it's incredibly valuable to capture and connect the natural objects of your attention and interest, including tasks, projects, work product, relevant discussion, related references even if you're standing in for Siri or Google Now.
The important requirement is making tasks, projects, pages, discussions and other work products first class sharable, named objects that can be connected to each other and what you're working on, discussed, tagged, tasked, and navigated as well as found using search.
The objects and connections made in the context of work are more reliable than connections that need to be inferred from your behavior - and they're available now, including the ability to connect tasks, projects, pages and discussion in TeamPage and files, discussion, email and SQL databases in your external systems of record.
The Manhattan Project, Atlas, and Polaris projects are cited as roots for traditional phased stage-gate Project Management, but didn't use that model.
Lost Roots : How Project Management Settled on the Phased Approach (and compromised its ability to lead change in modern enterprises)
Sylvain Lenfle and Christoph Loch, 2009/
INSTEAD Research Working Paper
Quoting from Introduction:
“Modern” Project Management is often said to have begun with the Manhattan Project (to develop the nuclear bomb in the 1940s), and PM techniques to have been developed during the ballistic missile projects (Atlas and Polaris) in the 1950s.
This characterization of the roots of PM represents a certain irony – the Manhattan Project did not even remotely correspond to the “standard practice” associated with PM today, and both the Manhattan and the first ballistic missile projects fundamentally violated the phased project life cycle: both applied a combination of trial-and-error and parallel-trials approaches in order to “stretch the envelope”, that is, to achieve outcomes considered impossible at the outset.
However, the Project-Management discipline has now so deeply committed itself to a control-oriented phased approach that the thought of using trial-and-error makes professional managers feel ill at ease.
How could this happen? And does it matter? In this paper we describe how the discipline lost its roots and we argue that it matters a great deal: it has prevented the project management discipline from taking center stage in the increasingly important efforts of organizations to carry out strategic changes and innovation.
The Future of Work Platforms: Like Jazz - The social dance of getting things done, dealing with exceptions, and staying aware of what’s going on around you
Intertwingled Work - Working and scaling like the Web
Ada Lovelace Day celebrates the contributions of women in science and technology.
Captain Williams graduated from the U.
On July 14 2012 Captain Williams launched from Baikonur Cosmodrome to join ISS Expedition 32 as Flight Engineer and Expedition 33 as Commander.
Ada icon by Sidney Padua: I strongly recommend that you download the thrilling adventures of Babbage & Lovelace for your iPad (free), and enjoy more of their adventures on author Sydney Padua's 2D Goggles Web page.
"I am, and ever will be, a white-socks, pocket-protector, nerdy engineer -- born under the second law of thermodynamics, steeped in the steam tables, in love with free-body diagrams, transformed by Laplace, and propelled by compressible flow.
Armstrong and Scott were scheduled for a brief question and answer session at the Pennsylvania state science museum auditorium in Harrisburg - squeezed between astronaut meet and greet events for the Governor and state legislators a few blocks away.
A state official welcomed Armstrong and Scott, invited them to tell us about the Gemini VII mission, and cautioned that they'd only have a few minutes for questions before they had to move on to the next event.
All hands went up.
The next question went to the pudgy kid with glasses and camera jumping up and down in the tenth row - me.
I got a smile and a nod from Neil.
On Saturday 25 Aug his family posted: "Neil was our loving husband, father, grandfather, brother and friend.
“While we mourn the loss of a very good man, we also celebrate his remarkable life and hope that it serves as an example to young people around the world to work hard to make their dreams come true, to be willing to explore and push the limits, and to selflessly serve a cause greater than themselves.
“For those who may ask what they can do to honor Neil, we have a simple request.
I hope this sky isn't cloudy, since I plan to spend some time looking at the moon.
A few links and references on the life and times of Neil Armstrong, including several that aren't so common.
The Engineered Century - Neil Armstrong, National Academy of Engineering, Spring 2000, The Bridge, National Academy of Engineering.
Neil A. Armstrong (1930 - 2012) - From the family of Neil Armstrong
Neil Armstrong | 1930 - 2012: Made 'Giant Leap' as First Man to Step on Moon - John Noble Witford's New York Times obituary, 25 Aug 2012
Gemini VIII Mission Summary - NASA Apollo Lunar Surface Journal
Apollo XI Mission Summary - NASA Apollo Lunar Surface Journal
Oral History Transcript Neil A.
Catalog of NASA Oral History Collections - NASA Headquarters and Field Centers
It's common to read about corporate culture as a big barrier to successful adoption and use of social software in business.
The culture of some organizations ranges from ineffectual to poisonous, and it's difficult to turn such organizations around.
The purpose of the manual was to educate people in World War II occupied countries on techniques for simple sabotage, performed by ordinary citizens with no special training or equipment.
Simple Sabotage Field Manual
OSS Field Manual No.
17 Jan 1944
17 Jan 1944
General Interference with Organizations and Production
(a) Organizations and Conferences
(1) Insist on doing everything through "channels.
(2) Make "speeches.
(3) When possible, refer all matters to committees, for "further study and consideration.
(4) Bring up irrelevant issues as frequently as possible.
(5) Haggle over precise wordings of communications, minutes, resolutions.
(6) Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
(7) Advocate "caution.
(8) Be worried about the propriety of any decision - raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.
(b) Managers and Supervisors
(1) Demand written orders.
(2) "Misunderstand" orders.
(3) Do everything possible to delay the delivery of orders.
(4) Don't order new working materials until your current stocks have been virtually exhausted, so that the slightest delay in filling your order will mean a shutdown.
(5) Order high-quality materials which are hard to get.
(6) In making work assignments, always sign out the unimportant jobs first.
(7) Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least fiaw.
(8) Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.
(9) When training new workers, give incomplete or misleading instructions.
(10) To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
(11) Hold conferences when there is more critical work to be done.
(12) Multiply paper work in plausible ways.
(13) Multiply the procedures and clearances involved in issuing instructions, pay checks, and so on.
(14) Apply all regulations to the last letter.
(c) Office Workers
(1) Make mistakes in quantities of material when you are copying orders.
(2) Prolong correspondence with government bureaus.
(3) Misfile essential documents.
(4) In making carbon copies, make one too few, so that an extra copying job will have to be done.
(5) Tell important callers the boss is busy or talking on another telephone.
(6) Hold up mail until the next collection.
(7) Spread disturbing rumors that sound like inside dope.
(1) Work slowly.
(2) Contrive as many interruptions to your work as you can: when changing the material on which you are working, as you would on a lath or punch, take needless time to do it.
(3) Even it you understand the language, pretend not to understand instructions in a foreign tongue.
(4) Pretend that instructions are hard to understand, and ask to have them repeated more than once.
(5) Do your work poorly and blame it on bad tools, machinery, or equipment.
(6) Never pass on your skill and experience to a new or less skillful worker.
(7) Snarl up administration in every possible way.
(8) If possible, join or help organize a group for presenting employee problems to the management.
(9) Misroute materials.
(10) Mix good parts with unusable scrap and rejected parts.
(a) Give lengthy and incomprehensible explanations when questioned.
(b) Report imaginary spies or danger to the Gestapo or police.
(c) Act stupid.
(d) Be as irritable and quarrelsome as possible without getting yourself into trouble.
(e) Misunderstand all sorts of regulations concerning such matters as rationing, transportation, traffic regulations.
(f) Complain against ersatz materials.
(g) In public treat axis nationals or quislings coldly.
(h) Stop all conversation when axis nationals or quislings enter a cafe.
(i) Cry and sob hysterically at every occasion, especially when confronted by government clerks.
(j) Boycott all movies, entertainments, concerts, newspapers which are in any way connected with the quisling authorities.
(k) Do not cooperate in salvage schemes.
Strategic Services Field Manual No.
17 January 1944
OSS William J.
Declassified 2 April 2008
Download the full manual (.
"All of this has led me to believe that something is terribly wrong with e-mail.
What’s more, I don’t believe it can be fixed. "
"All of this has led me to believe that something is terribly wrong with e-mail.
Nick continues: "Last year, Royal Pingdom, which monitors Internet usage, said that in 2010, 107 trillion e-mails were sent.
Email is OK for incoming introductions and disposible notifications, but when you try to use email for collaboration, multiple To: addresses turn it into something like the stateroom scene in the Marx Brothers A Night at the Opera.
Add the Cc: line and give up all hope! In 2008 Google engineer Kevin Marks referred to email as a "strange legacy idea" for the younger generation.
In 2003 Clay Shirky said: "All enterprises have more knowledge in their employees as a group than any one person, even (especially?) the CEO.
From my 2008 blog post Email isn't dead - It's only sleeping
See Clay Shirky, Social Software: A New Generation of Tools by Clay Shirky, Release 1.
Caroline McCarthy, The future of Web apps will see the death of e-mail, CNet.
Modern social software is now being widely adopted as an alterative to email collaboration, based on a pattern that Doug Engelbart recognized long ago, see Flip Test 1971 | Email versus Journal.
May I suggest Traction TeamPage?
Mathew Ingram recently wrote Why links matter: Linking is the lifeblood of the web.
"Links were and are the currency of the collaborative web, that started with blogs and since then has spread to everything from Twitter to Facebook to Tumblr.
Despite the success of Facebook and mobile apps that attempt to maximize value from walled gardens (where your attention is the product being sold), I remain optimistic that the Web and behavior that rewards linking will continue to win.
And I believe that the same open link and search model will win for work and serendipitous discovery in the realm of Enterprise 2.
See Intertwingled Work, my two cents on why links matter in E2.
If you're attending E20 Boston 2012, please drop by Traction Software's booth 418 to say hi and learn what Traction TeamPage can do.
You can see TeamPage improvements introduced over the past year, including:
New streamlined Proteus interface makes summary awareness, status, task tracking, and coordinated activity fast and easy.
Unified search in the header makes looking up people, spaces, tasks or projects quick and easy.
Autosave and "finish later" saves your work in progress if you want to take a break - or if you accidentally click away from or close a browser window!
iPad and mobile access Monitor the pulse of your organization, stay informed, and work securely from the beach or mountains with your iPad, iPhone, or Android tablet.
If you're early in line Tuesday or Wednesday, you can also pick up free, signed, pre-release copy of Jacob Morgan's excellent new book The Collaborative Organization.
If you're too late to pick up a free copy, you can still pick up a bookmark as a reminder of what Enterprise 2.
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.
Thanks to Jacob Morgan, Chess Media Group for his Tweet this afternoon while we were chatting on the phone.
We followed Jacob's price comparison model, providing interactive feedback on per user per month pricing as well as an annual roll-up and clear option pricing.
Pricing options includes cloud-hosted Attivio premium search and Social Enterprise Web, choices of workgroup or full TeamPage configurations, flexible pricing based on the number of named accounts, and easy upgrades when you want them.
I'd change Jacob's probably the coolest and say the coolest, no doubt! Thanks Chris! Go to the Buy page and see for yourself.
From Nora Ephron speaking at Brown University, President's Lecture series, "Adventures in Screenwriting" April 24, 1997.
We learned the basics of story writing - who, what, when, where - and then learned how to write a lede.
He said, "Write the lede.
We turned them in.
"Your lede is, No School Thursday"
At that instant, I thought "What's the point? What a wonderful question!"
Feb 15, 2012 Reading John E.
Happily I had a record of my notes posted in Traction Software's TeamPage server automatically carried forward from pre-release version of TeamPage, and still as easily findable and quotable as my latest post.
"If what you write does not relate to the point, it may be good, but it will likely end up on the cutting room floor.
Happy Birthday Doug! A perfect gentle knight of technology as well as a pioneer and great inventor.
See the Video Archives - Bush Symposium page at the Doug Engelbart Institute website for links to all 11 sessions of this Symposium.
This movie is part of the collection: Doug Engelbart Video Archives
I just joined the Nov 2011 W3C Social Business Jam and added a discussion topic: Seamless integration can work like the Web.
The description for Seamless Integration begins: Are there effective ways to combine legacy applications with new social technologies to help foster or encourage greater use in the company? If so, can it be done incrementally?
. . integration of social software (now "systems of engagement") and transactional systems where work gets done (now "systems of record"), using the same W3C protocols and layers over W3C protocols that make the public Web successful: Web-standard content delivery, links, and link-aware search. "
The world inside a social business differs from the public Web in many significant ways: a) it's much smaller; b) it's very link-deprived compared to the public Web; c) there's a lot of redundant content (think of all of the copies of the same slide deck distributed in email); d) some highly valuable content isn't linkable at all (think legacy systems of record); e) finer-grain permissioned access rules are much more important when you want to open up the most of what the business does, and what people in the business know.
On the plus side, social business activity adds valuable context.
This bring issues like consistent and reliable identity, consistent and reliable access controls (over W3C protocols), representation of context, and permission aware search to the top of the queue.
I believe these issues can be addressed by system architecture and layering of services over base level W3C protocols, which may eventually lead to extension or additional layers of W3C protocols.
Then use Doug Engelbart's model linking Knowledge Product (systems of record), Dialog (systems of engagement), External Intelligence (email, public Web, other social businesses) as examples.
Ada Lovelace Day celebrates the contributions of women in science and technology.
Hat tip to Professor +Andrew McAfee for pointing out Do Happier People Work Harder? my nomination for Required Reading of the Day (#RRD).
Over the past half-decade Amabile and Kramer researched micro-level causes behind this problem, collecting nearly 12,000 electronic diary entries from 238 professionals in seven different companies.
2) "Gallup estimates the cost of America’s disengagement crisis at a staggering $300 billion in lost productivity annually.
3) Managers can help insure that people are happily engaged at work - I believe Peter Drucker would claim that's the primary responsibility of management.
Amabile and Kramer say:
"Workers’ well-being depends, in large part, on managers’ ability and willingness to facilitate workers’ accomplishments — by removing obstacles, providing help and acknowledging strong effort.
"Most managers don’t understand the negative consequences of this struggle.
"This failure reflects a common experience inside organizations.
That's good news - but not really news.
Technology can't create a great enterprise, but it can open the door for innovation in how any enterprise operates - from micro to macro scale - including how it operates with external stakeholders, customers and suppliers.
I've persistently said that the 2.
I'm no sociologist, but Amabile and Kramer seem to support the view that socialization in the context of everyday work - rather than as a separate "social" duty while at work - may be best.
Repeating points from Enterprise 2.0 Schism in 2009: 1) It's not just the technology; 2) It's not just the people; 3) An effective organization is a social invention that is created or shaped to serve extraordinary ends, and that may be the most valuable invention of all.
"The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
See Amabile and Kramer's New York Times column, and read their July 2011 book The Progress Principle (Forbes interview).
Do Happier People Work Harder? By Teresa Amabile and Steven Kramer New York Times Sunday Review, September 4, 2011
Need for Incentives, and other Innovation Myths - The most powerful incentives are intrinsic, not "pay to share" games.
Enterprise 2.0 Schism - Why Doug Engelbart and Peter Drucker should be declared Patron Saints of E2.
Peter Drucker and Enterprise 2.0 - Drucker Centenary Nov 2009
Doug Engelbart | 85th Birthday Jan 20, 2010
See G+ for original post and discussion
Enterprise photo courtesy US Navy.
I don't know what a picture of an "Enterprise 2.
I enjoyed reading Dion Hincliffe's Putting Social Business to Work and G+ discussion led by Luis Suarez on Laurie Buczek's The Big Failure of Enterprise 2.
An edict from management or prayer from internal evangelist to "be social" is often translated: "how many hours a week?" and "instead of doing what?" A top down Knowledge Management edict: "share what you know" turns into a empty Friday afternoon exercise that's soon abandoned.
In both cases bottom-up capture of conversations, actions, responses to routine or exceptional issues, and human actions in context is a much better way to deliver what knowledge management and social business promise.
This includes free-form accidental discoveries and introductions to folk throughout the organization who aren't usually involved or aware of what others are doing.
Sharing activity streams across systems of record is one way to avoid the siloed discussion trap.
I believe that the best solution will include permission-aware search than spans activity streams and systems of record to make documents, individual email messages, SQL database records from CAD/
A question found in a customer email stored in Exchange, an issue with a new drug application filed in Documentum, a fact in a legacy document stored in SharePoint or a File server S: drive, a record in an SQL database can all be discovered, discussed, tagged, and tasked for follow-up action in TeamPage without converting or importing data from its original source.
Large companies have enormous IT teams promising enterprise-wide search and collaboration with roadmaps stretching years into the future and budgets of seven to ten figures or more.
You'll hear more about this soon [or contact us to learn more now].
- 21 June 2011 | Traction Software Introduces Social Enterprise Web
- Alcoa Fastening Systems - Groundswell 2011 Award Nomination for Collaboration
- Introducing Online Workplaces - Greg's notes on Larry Cannell's July 2011 Webinar - Online workplace
- Fixing Enterprise Search - spanning systems of record
- Intertwingled Work - connecting work across multiple sources
- Knowledge Fishing vs.
Knowledge Farming- Grass roots knowledge management
- 20 June 2005 | Supernova | Why Can't a Business Work More Like the Web?
On Aug 5, 2011, Andrew McAfee opened a public discussion on Google+ by sharing How Apple (unintentionally) revolutionized corporate IT by Aaron Levie.
Greg Lloyd - This may also radically reduce the roll-out time for new corporate capabilities designed to use native Web infrastructure including HTML5, GWT and other technologies that deliver a user experience on par with the public Web.
The same applies to back end services and IT's ability to acquire, deploy, adapt and support back end services more rapidly and effectively.
Contrast aggressive internal awa external use of Web tech and architecture by IT versus the interlocking three, four, or five year update cycles using the MS stack (or others) and update cyles of IT systems that depend on and lag MS by years.
A very highly placed person in government told me: "Traditional IT architecture and practice almost guarantees that any new initiative will be late, grossly over budget, and obsolete before it is delivered.
Forcing change to a Web-like approach from front end mobile and user experience expectations can shift IT back to focus on timely response and business value rather than plumbing.
There is sometimes a tendency for IT to force an inappropriate solution onto the customer merely to make IT's life easier.
An IT department would do well to treat its internal customers as if they where external, paying customers instead.
Greg Lloyd - +Dan Camper I agree.
I believe that the 5-10 year shift in corporate technologies and infrastructure Andy envisions should and will move toward: 1) traditional, transactional "systems of record" - ERP, MRP, Accounting, CAD/
Issues of enterprise wide authentication, secure access, permission aware search spanning "systems of record" and "systems of engagement" at enterprise rather than public Web scale can and have been successfully addressed - at least in early stages.
For thoughts on this shift in IT architecture, see:
July 2010 | Intertwingled Work - Observable work as an activity spanning systems of record
And a step in that direction (Note - I am President and co-founder of Traction Software)
June 2011 | Traction Social Enterprise Web - "Marrying Deep Search and Collaboration"
In this case (and others) it's putting our money where our mouth is, not vice versa.
These are quotes from a public GooglePlus discussion - feel free to join in.
Reinventing the Web on how we got here
Building pleasant and stable islands in a storm-tossed sea on extending the Web
A Circle is not a Space on GooglePlus experiments and notes
Note: The only iStock photo I could find with lipstick on pig used a piggy bank rather than a real porker.
Like many people in the tech industry, I've been happily exploring and enjoying Google+ for the past week or so (thank you Susan Scrupski for the early invitation).
Google's Circle model was carefully designed, with a wonderfully polished interface for adding folk to Circles and creating new Circles.
I think it's easiest to understand the Circle model by comparing it directly to email lists.
My Google+ Foodie Circle Example
If I create a Circle named Foodies and include all my foodie friends, I can post restaurant photos and notes that can only be read by folk I've included in my Foodies circle, hidden from the public.
1) You can't add yourself to my Foodies circle.
2) When you look at my Profile, you don't know what Circles I may have added you to.
3) You don't know the names of any of the Circles I have created.
4) You don't know the names of those Circles of mine of which you're a member.
5) You can't treat Foodies like a Twitter Hash tag.
So when I create a Foodies Circle, you can't follow or block posts I make to that Circle (a common request).
You don't even know that my Foodies circle exists unless I tell you about it.
And when I'm on my Google+ Streams Page, clicking Foodies doesn't show me posts I or others have made "about" food - it just shows me the list of all public or limited distribution posts made by people I put in my Foodies circle.
It's also not [currently] possible for a group of friends to create a public Google+ Circle that people can follow, join, or leave on their own.
Adding public Circles would create a kind of shared Space model, where everyone who is a member of the same Space gets (at least) permission to see what other members of the same Space post.
The current Circle definition and possible extensions are pretty clear to folk who get deeply into sharing models (including yours truly).
"Circle" is so powerful that I think a lot of people hear it as something acting more like a shared Space than how Google+ currently works: Circles act like email lists.
A Google Circle is Like a Personal Email List
Google+'s Circle model provides a way for you to share specific conversations with a set of people who you select, who may choose to listen to what you say, and who can comment back to you and others who share the same conversation.
1) You address a Google+ post to a specific set of individuals or to a named Circle (email list) when you create a post.
2) If people to whom your post is addressed decide to listen to you (they name you in at least one of their Circles), they'll see your post in their input stream.
The list of your Circles shown on your Google+ Stream page looks something like a list of incoming email folders.
3) Commenting on a post is like replying to a specific email message.
4) You can't change the Circle to which a post is addressed.
5) When you Share a Google+ post from someone else, it's like you're sending a copy of the original post to a different set of people (the Circle you select), but without the original post's comments.
Each Shared copy then accumulates its own independent set of comments, visible to the people to whom the new Share was addressed, including resharing a private message to the general Public.
GMail, Wave, Buzz, Google+ Circles - Email messaging is the model
I believe GMail, Wave, Buzz, and the Circle model of Google+ all share DNA from Google's email culture and the GMail product:
. . there are literally tens of thousands of special interest groups that can range in size from two to more than 1,000 members and cover topics from wine to hiking to quilting to Dungeons & Dragons. There are the Gleeglers (who sing a cappella); the Dooglers, who bring their dogs to work; the Snowglers (skiers); and the Skeptics (who question everything). There are groups for pilots, expectant moms and photographers, and a group for Googlers who like flea markets. There's even a group for former startup employees whose companies were bought by Google and who may struggle to navigate a company where they must be both entrepreneurs and employees.
Any employee can start a group -- in fact, employees are encouraged to, said Stacy Sullivan, Google's chief culture officer, a title bestowed by the founders.
Most groups have an email "alias" on Google's vast intranet system, such as "bowling@google. com. " Google has more than 100,000 group aliases in its Intranet system, although not all groups are active.
For employees, the groups "have been kind of anchors and havens and think tanks -- to actually be able to build their own community, just for their own support and interactions, within the mass of all Google," Sullivan said.
As Google has grown, "I think it's become much more important because when you're this big, you can lose sight of being connected to the mass around the world. So this is one way they can all pull together. "
From At Google Groups are key to the company's culture
by Mike Swift, San Jose Mercury News, 23 Jun 2011
Google+ Circles avoids the Buzz assumption that your social network could be gathered and publicized by analyzing the your email contacts - an assumption that might have worked internally for Google, but which caused a firestorm of protest and legal action when Buzz launched.
Google+ Circles provide a much more refined model of selective sharing.
Twitter connects fragments by tags.
A Circle is not a Space
For work, the current Google+ post and comment presentation can become noisy and unpredictable, repeatedly showing promoted posts based on recent comments from any source, and repeating Shares that fragment comment threads.
More significantly, the current Google+ Circle model makes it difficult to see what's happening in the context of a business activity - tapping into a stream of posts, comments, replies, actions, and actions.
For example, a Space shared by members of law firm and Client A naturally frames and protects work and conversation in that context while also protecting it from disclosure to any other client.
JP Rangaswami is currently experimenting with three different formats for three purposes:
Playing with formats.
Twitter as short form frequent.12 Jul 2011 @Jobsworth google plus as longer form, one per speaker at TED. Blog as even longer, one per event)
He's also experimenting with a Google+ Circle workaround to allow people to opt in to his conference liveblog posts.
The Google+ preview is just about a week old, and Google is actively asking for feedback and suggestions, which has led to lively discussions on how Circles might evolve.
See links and Google+ discussion (gathered from G+ and all over)
JP Rangaswami, Google+, 12 Jul 2011 (Public)
I'm experimenting …
JP Rangaswami - I'm experimenting.
Seeing if I can avoid making noise in people's streams by giving them subscriber-level choices on subsets of my stream. For the next few days I will be covering TEDGlobal, but the updates will only reach those who ask me for them. If you asked me, and you don't start receiving them in a short while, do let me know.
Yes I know the way I've done it is messy (creating a publisher circle and then manually adding people to that circle as they ask to be included) but I could not find s simpler way.
Let us see.
John Tropea, Library Clips blog, 8 Jul 2011
Google Plus: Closed group email collaboration done online
Greg Lloyd, Google+, 6 Jul 2011 (people in my Circles only)
G+ comment streams on public posts by popular folk are problematicI can't Share this to Public without losing comments, but here's the main point:
Greg Lloyd - Interesting - and encouraging - to see improvements to adaptive boost of posts based on new comments.
Today a 5 hour old +Sergey Brin scenic photo post ~ sticks in place as older post despite a continuous patter of "nice photo!" comments from folk I don't know or follow.
Not clear what the promised comment weighting stream boost adjustment was.
Social / follow weighted, linguistic or other, but helps S/ N for public posts by famous folk whose patter of friendly, log rolling or spam comments would never die. Google+ needs to fix this before it's gamed to spoil the Public commons.
About 30 minutes after post thanking Google for promised improvement in comment boost to reduce noise based on "non-relevant" comment, a 5 hour old +Sergey Brin photo popped to the top of my mobile and desktop stream with a recent "Cool Man!" comment.
No intervening comments from folk I follow in those 30 minutes that I can see.
+Sergey Brin Still getting flooded with tortoise pictures and the like.
More recent pyramid pictures are an improvement, but please keep pushing for improvement.
See "flooded by tortoise pictures" discussion
JP Rangaswami, Google+, 10 Jul 2011
In G+, Circles should be created by "publishers" as well as "subscribers"
JP Rangaswami - I guess I'm warped.
What I really want is to break myself up, classify myself, into a series of circles: cloud, food, music, books, cricket, politics, hippieness, freedom, whatever. Then others who put me into their circles can choose to put bits of me or all of me. Publisher circles are like hashtags and channels. Subscriber circles are filters and balancers. That combination creates the best signal-to-noise ratios
Jeff Jarvis, Google+, 4 Jul 2011 (public)
Greg Lloyd - I'd also welcome a pure chron option, with one click to take me to the full post and comments for context when I want it.
For promotion or pure chron, imo Twitter asymmetric reply clip is pretty effective.
E. g. Twitter rule that mutes replies from your stream unless you follow both parties. Although I originally opposed the change, I've grown to like it.
Without a pure time ordered option (and jump to full thread) or a hard clip, promoting a post from famously popular person will always be problematic when thousands of "me too" comments pile on.
That was my major beef with Buzz. I guess I need so see what Google+ does with rank.
. . Jennifer Forman Orth - So, basically, no one's ever going to see this comment :-). How does this foster networking, especially for the Technorati who cultivate these large clusters of folks they do not know to follow them? If I figure no one's going to read what I say, what is the incentive to comment?
Greg Lloyd - Jennifer - A valid point, but IMO the recourse is social.
With Twitter, Jeff or someone else may rt or "publicly" reply to you and a wider non-clipped audience by prefixing your handle with a character. This subtly raises the visibility of particularly good comment based on human judgment, polite recognition, and an invitation to a larger audience to read more of what you say.
Greg Lloyd - Taking this conversation as something close to a best case, about 50% of the comments are "I agree" or restate the original point.
This from a group of bright and eager early adopters. When the number of Google+ folk increases by three or four orders of magnitude - not counting bots - the bounce will become ludicrously noisy, like Buzz. That's not conversation, that's Brownian motion. Selectively following a reasonably large number of diverse, curious and intelligent folk with a sense of humor is the only scalable filter I know that balances breadth vs S/ N. I want to leverage their judgement to surface interesting discussion and as well as talent scouts for who else to follow
Sergey Brin, Google+, 4 Jul 2011 (Public)
… getting flooded by comments on [ five year old ] tortoise pictures
Sergey Brin - I think a lot of people are under the misimpression that I am posting photos of exotic places at a furious pace to Google+.
Actually, I have had a bunch of albums public for some time on my picasaweb page. However, people only started to take note recently thanks to Google+ and when they comment on those photos they end up in the streams of people who have me in their circles.
We made some ranking changes recently that demote such comments if the commenter is not in your circles.
Let me know if you are still getting flooded with tortoise pictures and the like.
Ross Mayfield, Slideshare, 5 July 2011
Visual Guide to Circles in Google+
Larry Cannell, Research Director, Gartner Group presented great slides and hosted an excellent webinar on July 7, 2011 based on his research and experience.
An IT Vision for Social Software: Introducing Online Workplaces
The emergence of a new layer of online capabilities, one that sits between rigid business applications and the dynamic world of the information worker, has gone unnoticed for years.
Some have started to call this a social layer, inspired by the rising popularity of social software. However, it is better described as an online work layer because not all activities within an enterprise are social in nature, but they all support how work is done. Enterprises need to develop their own tailored vision for how this online work layer (which includes the use of social software) improves their business, rather than relying on vendor product positioning.
This webinar will describe a vendor-neutral framework that helps IT describe, manage and evolve collaborative and workplace technologies to maximize the effectiveness of their enterprise’s information workers.
~ Larry Cannell, Research Director, Gartner
Need to distinguish:
What (Business Objectives) vs How (Approach for accomplishing What)
What (business objective): Work
How: Unified communication, Email, conferencing, Productivity tools, Social Software, Workspaces, Content Management, Search
Defining a Work Layer
Enterprise Goals and Objectives -> Business Processes (PD, Mfg, Sales.
[ Very good slides distinguish needs and perspective as individual, as member of functional team, as participant in broad community and directed versus volitional participation ]
Facilitate Work Processes (ad-hoc, tacit)
Work as Individuals (attention management)
Work together (team, communities)
Capture and Reuse Intellectual Assets.
Online Workplace Relationships:
Business processes <- (tasks, priorities) -> Online Workplace <- (completing tasks, prioritizing work, planning, deciding) -> People
Human Capital (knowledge, experience, relationships) <- (discover, describe) - > Online Workplace
Structural Capital from Applications (CRM, ERP, PLM, SCM, etc) - (data) -> Online Workspace
Online Workplace Framework:
Individual environments, Group environments (Teams, Communities)
Business Applications, External Information
Group Environments - A spectrum of participation
directed - individual must participate to meet some joint objective or get certain kind of work done.
volitional - individual choses to participate or not, choses level of participation
Process (90% directed participation, 10% volitional participation)
Activity (50% directed, 50% volitional)
Community (30% directed, 70% volitional)
Network (10% directed, 90% volitional)
Position online workplaces as strategic assets
Take care of the individual worker
Expect to support multiple online workplaces
Develop new skills
Provide a roadmap
Demand what you need from your vendors
Online Workplace Framework and Traction TeamPage
Larry's framework is descriptive and intentionally vendor and technology neutral.
I believe Traction TeamPage is very well aligned and easy to explain in terms of Larry's framework.
Traction Software Introduces Social Enterprise Web - The TeamPage workplace spans external Sharepoint, Documentum, Exchange, Email and other Systems of Record using TeamPage Attivio Plus, bookmarking and content badging.
I see activity streams as a great alerting mechanism to help maintain situational awareness with respect to human centered or software events spanning many systems.
The Future of Work Platforms: Like Jazz - When you watch a skilled team in action, it's like watching a great jazz group - there are themes, there is structure, and there are limits, but a team shines in individual excellence combined with coordination, improvisation, innovation, handling exceptions, and seemingly effortless awareness of where others are and where they're headed.
Intertwingled Work - The record of collaborative and observable work needs to span multiple external and internal systems to provide a simple and coherent view of activities
Traction Roots - Doug Engelbart - A dynamically evolving knowledge base .
See also Enterprise 2.0 Schism - Why Peter Drucker and Doug Engelbart should be the patron saints of Enterprise 2.
Doug Engelbart | 85th Birthday Jan 30, 2010 - Irresistible quotes and references.
See the lively McKinsey & Company What Matters debate, Tyler Cowen: "Yes.
In a narrower domain of technology, Bill Buxton refers to this as "The Long Nose of Innovation" (link below)
Buxton cites a 2003 report presented by Butler Lampson to the Computer Science and Telecommunications Board of the National Research Council in Washington which traced the history of a number of key technologies driving the telecommunications and information technology sectors.
"The report analyzed each technology (time-sharing, client/
Buxton concludes: "Any technology that is going to have significant impact over the next 10 years is already at least 10 years old.
I believe that the fundamental value of the GPT we call the Web is as part of an interlocking set of communication and information technology capabilities organizations *can* employ to reduce the friction of knowledge work across space and over time, as well as fundamentally shift channels of marketing, sales, and distribution.
Assimilation and productive use of these new capabilities requires organizational change and innovation as profound as the technology driven changes of the Industrial Revolution.
I would not be surprised to find that the long nose of Enterprise 2.
The Long Nose of Innovation
Bill Buxton, Business Week, Jan 2, 2008
[Bloomberg BusinessWeek image] Bill Buxton is Principal Scientist at Microsoft Research and the author of Sketching User Experiences: Getting the Design Right and the Right Design.
Greg Lloyd, Traction Software Inc, Nov 9, 2009
There's been a lot of Web and Twitter discussion about the value of activity streams to promote broad awareness versus the potential problem of showing too much information and having important signals get lost in the flow.
Traction TeamPage Release 5.2 adds mini-dashboards to make it simple to see status, activity, tasks, discussions and related articles or documents focused on a particular project or milestone, complete with sparkline diagrams to see at a glace what's happening over time.
You can also zoom out a broader view of all spaces you have permission to read, or people you choose to follow.
You can flip to your own profile to review and use the stream of your own activities, tasks, and calendar across all spaces and projects you have permission to see.
Flip to the profile of any other team member by clicking their name to review their activities, tasks, and calendar, limited to just what you have permission to read.
You can flag a post, project, tag, or space and receive an automatic notification (by email or Jabber) when a comment is added, edit is made, a specific tag is added (e.
Because Traction TeamPage spaces carry access permissions, internal teams, customers, suppliers and other external stakeholders can freely tag, task, link and discuss anything they discover - even make more private comments on more public content.
Activity streams, search results, comments, email digests, notifications, and even tag clouds are automatically clipped to keep private activities private, but make everything you're allowed to see visible in context.
When you see something that looks important you can tag, task or comment on the relevant item to raise its visibility as an opportunity, an answer to an important question, or an issue to be addressed.
A TeamPage project creates a shared context where work actually gets done - with specific deliverables; as an open ended activity with a stream of actions and milestones; or as customer or client case to be tracked and guided to a desirable outcome.
A TeamPage customer quoted in the Feb 2011 Deloitte Social Software for Business Performance study said:
"With Traction Software I can post meeting notes and assign action items to individuals.
Euan Semple's Literate Business post of May 4, 2011 is well worth reading.
"It occurred to me that what is significant about the tools we are seeing creeping into the business world is not so much that they are social as that they are literary in nature.
They require, at whatever level, people to observe the world around them, make sense of it, and convey that sense to others, mostly, through the written word. All three parts of this process are the essence of good literature and they are all relatively unfamiliar in the business world. Most people don't pay much attention to what is going on around them, they don't sit and think much about what it means, and they are very unlikely to take the time to sit down and write about it. This is what blogging or tweeting makes easier. It also makes it collective. "
I like Literate Business a lot.
Literate implies, but does not strictly require an audience.
Literate also says much for the value of recorded narrative or observable work versus a business environment where decisions are made and good or bad inferences are drawn in near-real-time, with nothing preserved but ill formed and inconsistently remembered recollections of those present in the little room or on the call.
The only thing missing is collaborative creation of literature, which is not that common.
The Computer History Museum's This Day In History March 11 reminded me that today is the birthday of Vannevar Bush (born March 11, 1890), a distinguished educator, engineer, Vice President and Dean of MIT, and President of the Carnegie Institution.
Yesterday I read GigaOM analyst and editor Haydn Shaughnessy's Future of Work Platforms report (registration required, free seven day trial available).
Ever since Jon Udell coined the term, it struck me as good way to talk about practical benefits and a business purpose for collaboration.
I also thank you for your careful analysis and kind words about Traction Software.
I've thought a lot about how to describe the relationship between Observable Work and the style of action tracking, coordination and agile project management used by TeamPage customers like Brian Tullis and Joe Crumpler, as well Traction Software folk.
Traction TeamPage 5.1 aims to support this performance model.
Every business activity involves some measure of action planning and tracking.
The TeamPage 5.1 action tracking model focuses on making it simple for individuals and teams to plan and coordinate the daily, weekly and monthly activities that drive effective teamwork.
In my opinion, the big difference is action tracking built in to the natural flow of work.
- Collect individual tasks into projects to make summaries easy to report up, and top down progress easy to track by project or by individual.
- Tag any paragraph as a task and later dive down by person, task, project or milestone to make personal tracking and maintaining awareness much easier.
- Click a name and link to a colleague's profile to see tasks, activity and status from their perspective.
- Pop a quick question into a status window to make communication quick, effective and observable.
- Add a comment to a task (status message, page, post or paragraph) to raise an issue or suggest a solution, to make exceptions much easier to recognize and handle.
All of this works with TeamPage's advanced search, notification, and a collaboration model that puts tasks, status, conversations and posts in a business context, organizing communication by space for those who have permission to read, while using spaces to protect all content in client, partner or internal spaces that require privacy.
Watch the video to see what I mean.
I've worked for the US Naval Research Lab managing parts of very big projects for the US Navy, and as a member of small startup teams.
We're seeing first results from TeamPage customers and Traction Software using TeamPage 5.
- Enterprise 2.
0 and Observable Work
- Intertwingled Work (and Case Management)
- 29 July 2010 | Enterprise 2.
0 and Observable Work: Brian Tullis and Joe Crumpler, Burton Group Catalyst 2010 Santa Diego(Alcoa customer panel at Catalyst)
- How to make your ISO Auditor Smile; And Make Your Professional Life Much Easier (From customer to Quality Manager, shop floor, and ISO auditor)
- Learn by watching - Then do (US Naval Research Lab)
- Action Tracking with Tasks, Milestones, and Projects (Video)
- 10 May 2011 | Traction® TeamPage 5.
2 Introduces Dashboards for Action Tracking, Project and Case Management
- 9 Nov 2010 | Traction® TeamPage 5.
1 Introduces Integrated Action Tracking For Improved Team Performance
- 2 Dec 2010 | AppGap Review - Traction TeamPage 5.
1 Moves Forward with Project Management Capabilities