The impact of “social” on organizations

Austin’s Dachis Group talks about social business design, defined as “the intentional creation of dynamic and socially calibrated systems, process, and culture. The goal: improving value exchange among constituents.” I find the Dachis overview (pdf) interesting, if a bit scattered. David Armistead and I at Social Web Strategies had been having conceptually similar conversations for the last couple of years, looking at the potential culture change associated with social technology and new media (with Craig Clark), the need for business process re-engineering (with Charles Knickerbocker), and the power of value networks. This morning while sitting on my zafu, I had a flash of insight that I quickly wrote down as five thoughts that came to me pretty much at once…

  1. Organizations are already using software internally and have been for some time – email lists, groupware and internal forums, various Sharepoint constructions, aspects of Basecamp, internal wikis and blogs, etc. What’s changed? I think a key difference is high adoption outside work – more and more of the employees of a company or nonprofit are having lifestyle experiences with Facebook Twitter, YouTube, Flickr et al. The way we’re using social media changes as more of us use it (network effect) and our uses become more diverse.
  2. Organizations see knowledge management as storage, basically, but we can see the potential to capture and use knowledge in new and innovative ways, e.g. using multimodal systems (Google Wave, for example) to capture and sort knowledge as it’s created, with annotations and some sense of the creative process stored with its product – knowing more about how knowledge is produced improves our sense of its applicability. (It’s exciting to be a librarian/information specialist these days.)
  3. Organizations will increasingly have to consider the balance of competition and cooperation with internal teams. I’ve seen firsthand how a culture of competition can stifle creativity by creating a disincentive to share knowledge. I’m thinking we’ll see more “coopetition.”
  4. Who are the internal champions within an organization? There will be more interest at the C-level as social technology is better understood and success stories emerge from early adopters. It would be interesting to know what current champions of social media are seeing and what they’re saying. Also – how much of the move toward “social” will come from the bottom up, and how will that flow of new thinking occur?
  5. How does the new world of social business (design) relate to marketing? Operations? Human resources? To what extent to the lines between departments blur? How will the blurring of the lines and potential cross pollination transform business disciplines?

A final thought: all the minds in your organization have a perspective on your business, and each perspective is potentially valuable. How do you capture that value? Do you have a culture that can support a real alignment of minds/perspectives/intentions?

That buzzing sound…

Geographers are researching buzz, according to this New York Times article (thanks to the phenomenal Oliver Markley for the pointer). They’re creating a study and an exhibit, both called “The Geography of Buzz,” and in the process finding that buzz is hard to define explicitly. “Rather, like pornography, you know it when you see it.”

As a digital guy, I looked for the tech implications:

… the geo-tagging represents a new wave of information that can be culled from sites like Flickr and Twitter. “We’re going to see more research that’s using these types of finer-grained data sets, what I call data shadows, the traces that we leave behind as we go through the city….They’re going to be important in uncovering what makes cities so dynamic.”

“People talk about the end of place and how everything is really digital. In fact, buzz is created in places, and this data tells us how this happens.”

The geographers have some very cool buzz maps.

Transhuman Responses

Natasha Vita-More has guest edited the Metanexus Institute’s “GlobalSpiral.” She’s created a response to a “Special Issue on Transhumanism.” In her intro, she says

There are numerous forbearers of theories on human evolution and traces can be found in a plethora of sources, all suggesting that the biological human is not the final stage of evolution for the Homo sapiens sapiens.  The philosophy and social/cultural movement of transhumanism has developed not only from the words “trans” and “human”, but also through an understanding that the human condition is one in which we might go outside to gain perspective, a process in becoming, an evolutionary transformation:

  • “Trans-human” and the Italian verb “transumanare” or “transumanar” was used for the first time by Dante Alighieri in Divina Commedia.It means “go outside the human condition and perception” and in English could be “to transhumanate” or “to transhumanize”. 
  • T.S. Eliot wrote about the risks of the human journey in becoming illuminated as a “process by which the human is Transhumanised” in “The Cocktail Party”, Complete Poems and Plays: 1909-1950.Julian Huxley wrote about how humans must establish a better environment for themselves, while still remaining man in New Bottles For New Wine, which contains the essay “Transhumanism”.Teilhard de Chardin wrote about intellectual and social evolution and ultra-humanity in The Future of Man.Abraham Maslow referred to transhumans in Toward a Psychology of Being.
  • The Reader’s Digest Great Encyclopedia Dictionary defined “transhuman” as meaning “surpassing; transcending; beyond”.The Webster’s New Universal Unabridged Dictionary defined “transhuman” as meaning “superhuman,” and “transhumanize,” as meaning “to elevate or transform to something beyond what is human”.