Open Knowledge è stata invitata a partecipare, sabato scorso, all’evento “Collective Intelligence In Organizations“, seminario organizzato dal PARC insieme a XRCE, IBM Research e all’Università di Milano-Bicocca. I seminario è stato un’occasione per discutere di strumenti e metodologie attraverso cui sviluppare e implementare processi di intelligenza collettiva a livello sia aziendale che di ricerca e sviluppo. Questi i quattro temi principali affrontati all’interno del workshop:
- Empirical studies of work practices in organizations, e.g., case studies of taskforces illustrating practices and design requirements
- Designs of new software tools or proof-of-concept prototypes supporting CI in task forces, communities, or in-depth evaluations of tools already deployed that support CI in organization
- Theoretical contributions on collective intelligence, crowdsourcing, and community-based learning in organizations, which can directly inform design and research
- Cases of multidisciplinarity research showing the interplay between field studies, analysis of requirements, and development of CI tools
Segnialiamo in particolare l’intervento di Rosario Sica e Norman Lewis sulla gestione di una comunità di pratica attraverso il case study di Bticino. Di seguito l’abstract del paper presentato e discusso durante il workshop:
This paper shows how it is possible for enterprises to capture and effectively use informal networks and knowledge sharing by embracing Web2.0 technologies to cohere new communities of practice. BTicino is a leading Italian company producing industrial electrical equipment and domotics. This case study examines how a Social Network Analysis (SNA – based upon a web-based survey) formed the starting point of identifying where and how some key Web2.0 technologies could be deployed to create an effective alternative knowledge management system. The assumption tested (and overwhelming proved to be correct) was that identifying the informal networks of practice within the company could form the starting point for deploying applications which would allow the easy sharing and spread of knowledge through networked community practices. What was created a highly effective knowledge deployment system (rather than a knowledge management system) at the point of need and on demand. The case study is also an example of how an agile methodology could be applied in contexts, which differs from the development of software. This raises important points for future research on the methodologies underpinning the future evolution and deployment of what we term Enterprise 2.0 applications and services.
Queste, invece, le slide dell’intervento:
