Category Archives: Knowledge Creation

More on Twitter

butterflies by Felix Francis
Twitter’s growing pains:
[Via Buzzworthy]

It’s hardly news that Twitter is experiencing growing pains, but a couple of items have appeared in recent days that shed some new light on just how bad they’re getting.
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As mentioned below, some of the problems Twitter is having while trying to scale are rooted in its basic communication paradigm. It is much more complex than a system based on the telephone company. It is almost as if every phone call was a 5 or 6 person conference call.

Difficult to do with the best experts. But it sounds like Twitter was somewhat surprised by the direction its technology took and was not prepared for the type of growth it sustained. It is still a very small company and one that may not have had onboard all the engineering help it needed.

Twitter is, fundamentally, a messaging system. Twitter was not architected as a messaging system, however. For expediency’s sake, Twitter was built with technologies and practices that are more appropriate to a content management system. Over the last year and a half we’ve tried to make our system behave like a messaging system as much as possible, but that’s introduced a great deal of complexity and unpredictability. When we’re in crisis mode, adding more instrumentation to help us navigate the web of interdependencies in our current architecture is often our primary recourse. This is, clearly, not optimal.

Twitter broke ground on a new manner of using Web 2.0 tools. Time will tell if it is able to maintain its initial success.There are some very difficult problems that have to be solved. But there will be somebody who solves the scaling problem because this tool is just too useful.

Google was not the first search engine., just the best one so far. Web 2.0 works by allowing rapid prototyping of new tools as one works towards perfection. Twitter was able to accomplish a lot with really very little. It has hit a barrier now. It will be interesting to see how this problem get solved. It is not too unlikely that a user who is really knowledgeable will propose a solution.

We have kept an eye on the public discussions about what our architecture should be. Our favorite post from the community is by someone who’s actually tried to build a service similar to Twitter. Many of the best practices in scalability are inapplicable to the peculiar problem space of social messaging. Many off-the-shelf technologies that seem like intuitive fits do not, on closer inspection, meet our needs. We appreciate the creativity that the technical community has offered up in thinking about our issues, but our issues won’t be resolved in an afternoon’s blogging.

We’d like people to know that we’re motivated by the community discussion around our architecture. We’re immersed in ideas about improving our system, and we have a clear direction forward that takes into account many of the bright suggestions that have emerged from the community.

To those taking the time to blog about our architecture, I encourage you to check out our jobs page. If you want to make Twitter better, there’s no more direct way than getting involved in our engineering efforts. We love kicking around ideas, but code speaks louder than words.

That would be the Web 2.0 way.

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Virtual fun at work

medusa by MrClean1982
Next generation of business software could get more fun :
[Via Washington Post]

Once upon a time, people bonded with their co-workers on office softball teams and traded gossip at the watercooler.

OK, so those days aren’t gone yet. But as big companies parcel Information Age work to people in widely dispersed locations, it’s getting harder for colleagues to develop the camaraderie that comes from being in the same place. Beyond making work less fun, feeling disconnected from comrades might be a drag on productivity.

Now technology researchers are trying to replicate old-fashioned office interactions by transforming everyday business software for the new era of work. The historically dry-as-sawdust products are borrowing elements from video games and social-networking Web sites.
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People are social animals and usually need some unstructured time to blow off steam, relax and generally recharge their batteries. In many business environments there are a host of conventions to accomplish this, from birthday parties to golf tournaments to lounges.

Online work will also include similar processes. As this article discusses, there are many approaches to creating break time in a virtual world. Where these tools can be important in research is that many bright ideas come up from the random interaction of a couple of scientists, often in a bar or a party. Crick famously drew up the list of the twenty amino acids used in protein synthesis on a napkin while at a pub before any real evidence existed.

They will have to be careful that the areas are not TOO much fun. Disney is finding out how hard it can be to shutdown a virtual world years after it has served its purpose. But using aspects of Second Life in a business setting may be important for a truly creative research experience.

So online water coolers, ‘inward Bound’ sessions, and even golf tournaments (with trophies) will be important. Just as many research facilities are built today to foster the random interaction of researchers as they stroll between lab and office, online work areas will be designed to take advantage of the non-structured interactions all humans need.

There has always been a little bit of randomness in almost every great scientific endeavor.

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Social media sites for scientists

myScience: “social software” for scientists:
[Via O’Really? at Duncan.Hull.name]

myExperimentWith apologies to Jonathan Swift:

“Great sites have little sites upon their back to bite ‘em
And little sites have lesser sites, and so ad infinitum…”

So what happened was, Carole Goble asked on the myExperiment mailing list, “is there a list of scientist social networking sites”? Here is first attempt at such a list (not comprehensive), you’ll have to decide for yourself which are the great, greater, little and lesser sites.

For simplicity, I’ll break social software down into social networking, data sharing, blogging, ranking and video. These categories aren’t exclusive, as some sites do more than one of these tasks, but they help to classify the wild wild web of social software.
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The sites listed here are some very useful ones to get started with scientific Web 2.0 sites. Although ‘out in the wild’, they are where the cutting edge of Open Science is taking place. Thus, they are useful touchstones for the latest innovations.

Not all really solve an urgent problem but that is the nature of Web 2.0. Start with something simple and move towards perfection. Along the way, urgent problems may get solved.

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SPRIG or SPRING

spring by miyukiutada
A Moment of Clarity:
[Via Transparent Office]

I do my best thinking when I’m talking. That may sound funny, but it’s true. When I write, I tend to overthink the issues and get ahead of myself. But when I’m talking to another person, or better yet a group of people, I slow down and spit out what’s really essential. (I’m a solid E on the Myers-Briggs test.)

So it’s not surprising that I had a moment of clarity the other day while talking to a customer. The customer had asked me how you launch a collaborative, wiki-based community. We didn’t have a lot of time–I was late to pick up my kids from school–and I had promised him a 60-second answer. What I said was, “Look, it’s really very simple: Structure, populate, review, invite, and garden.” As soon as the words had passed my lips I thought to myself, hey, that’s pretty clear. Maybe I should write it down. And now I have.

It’s a good, and simple, way to remember how to do it. So I propose “SPRIG” as the acronym for remembering how to launch a collaborative community:
Structure the wiki up-front with stubs and links
Populate it with real content
Review what you’ve done within your core group and refine the structure as needed
Invite a few people who have relevant knowledge and relationships and will be into the idea
Garden the wiki content as things get going.

In my next few blog posts, I’ll elaborate on each of these activities. So stay tuned. And if my tone seems conversational, now you know why.

BTW, “SPRIG” may not be the world’s catchiest acronym. Maybe we could do “SPRING” playing off the first two letters of “Invite”. Any reactions or counter-suggestions?

Acronyms can be very useful. SPRIG is a good one. SocialText uses SPRING, with the N coming from ‘Ncourage.’

Whichever is used, the steps are very important, particularly the last, which is often missed. Not everyone needs to garden but it will not be a useful wiki without a gardener.

UPDATE (6:25 am): No wonder the acronyms from Transprent Office and SocialText are so similar. The author of Transparent Office, Michael Idinopulos, works for SociaText as the VP of Professional Services. I guess I should have clicked the ‘About’ link before I wrote.

It makes no difference. The acronym is as useful as ever.

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Square One: The Knowing Doing Gap

tunnel by ThunderChild the Magnificent
Square One: The Knowing Doing Gap:
[Via Creativity Central]

Let’s go back 1999. Crown Prince Abdullah becomes the ruler of Jordan on the death of his father, King Hussein. Lance Armstrong wins first Tour de France. And most importantly Family Guy airs its pilot episode.

It’s also the year that Jeffrey Pfeffer and Robert Sutton wrote The Knowing-Doing Gap. Nearly a decade later a significant number of companies have amnesia. A lot of mangers read the book. A lot of managers ignored what they learned.

Their preface does a masterful job of setting up the premise. “We wrote this book because we wanted to understand why so many managers know so much about organizational performance, say so many smart things about how to achieve performance, and work so hard, yet are trapped in firms that do so many things they know will undermine performance.”

In a nutshell: There are more and more books and articles, more training programs and seminars and more knowledge that, although valid, often had little or no impact on what managers actually did.

Nothing has really changed.

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In my rubric, knowledge allows decisions to be made and actions to be taken. Data interacts with humans to gain context and become information. Information interacts with human social networks to become knowledge. While knowledge allows decisions to be made, widsom permits the correct decision to be made.

Knowledge, by itself, does not guarantee that the decision will be the correct one. It does permit a decision to be made, even if the decision is to collect more data. Wisdom often requires several false starts to be taken before the right path can be found. In many settings, groups actually learn more from their mistakes than from a success.

P.S.

If you want to dig a little deeper, here are a few lines in an interview that Pheffer did with Fast Company

“If companies genuinely want to move from knowing to doing, they need to build a forgiveness framework — a tolerance for error and failure — into their culture. A company that wants you to come up with a smart idea, implement that idea quickly, and learn in the process has to be willing to cut you some slack. You need to be able to try things, even if you think that you might fail.

The absolute opposite mind-set is one that appears to be enjoying a lot of favor at the moment: the notion that we have to hold people accountable for their performance. Companies today are holding their employees accountable — not only for trying and learning new things, but also for the results of their actions. If you want to see how that mind-set affects performance, compare the ways that American Airlines and Southwest Airlines approach accountability — and then compare those two airlines’ performances.

American Airlines has decided to emphasize accountability, right down to the departmental — and even the individual — level. If a plane is late, American wants to know whose fault it is. So if a plane is late, what do American employees do? They spend all of their time making sure that they don’t get blamed for it. And while everyone is busy covering up, no one is thinking about the customer.

Southwest Airlines has a system for covering late arrivals: It’s called “team delay.” Southwest doesn’t worry too much about accountability; it isn’t interested in pinning blame. The company is interested only in getting the plane in the air and in learning how to prevent delays from happening in the future.

Now ask yourself this: If you’re going to be held accountable for every mistake that you make, how many chances are you going to take? How eager are you going to be to convert your ideas into actions?

So the final point from Square One is that a learning culture driven by creativity and innovation must allow mistakes to be made. The goal of mistakes is to learn from them, not to assign blame. People must be recognized for the attempt, not always for the solution.

One of the strong points of Web 2.0 tools is that they create much more openness and transparency. This makes it much easier to tell identify someone who pushes the envelope in order to help create knowledge that is useful to the organization. If the only way to succeed is never to fail, then the organization will eventually find itself with only followers and no leaders in creativity.

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Innovation as a job

golf ball by makelessnoise
Innovation Development:
[Via InnoCentive]
This site uses new tools to solve problems. It essentially acts as a broker between organizations that need problems solved and the large external community that may be able to find a solution.

The rewards can be pretty substantial if someone can become a successful solver. The site not only has problems in specific areas, but there are pavilions sponsored by single entities for directed solutions. The Rockefeller Foundation Accelerating Innovation for Development is one such organization.

So the possibility exists that external investigators could solve internal problems, and make a reasonable living at it. It will be interesting to see if this does become a form of livelihood.

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More on Twitter

birdsby krisdecurtis
Why Twitter Matters:
[Via Business week]

It’s easy to laugh at nonsense on Twitter, the microblogging rage. “My nose is leaking,”writes someone called Zapples, “so imma go to sleep now.…” But I’ve heard lots of similar drivel (and even produced some myself) on the phone—an important technology if there ever was one.

The key question today isn’t what’s dumb on Twitter, but instead how a service with bite-size messages topping out at 140 characters can be smart, useful, maybe even necessary. Here’s why I’m looking. In the last few months, the traffic on Twitter has exploded, growing far beyond its circles of bleeding-edge tech enthusiasts and hard-core social networkers.

Businesses such as H&R Block (HRB) and Zappos are now using Twitter to respond to customer queries. Market researchers look to it to scope out minute-by-minute trends. Media groups are focusing on Twitterers as first-to-the-scene reporters. (They were on top of the May 12 China earthquake within minutes.) Loads of new applications and services are growing around the Twitter platform, leading some to suggest that the microblogging service could become a powerhouse in social media.

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Lots of information in here about Twitter. I’m not sure how effective it might be in a research organization but then it was hard to see 6 years ago how a wiki might be useful.

This is definitely something to keep an eye on. One of the interesting aspects is its almost instant access to experts. Think of it as just-in-time answers. Beth Kanter discussed an interesting experiment she performed.

She wondered if Twitter or Google was faster at retrieving facts. She wanted to know the atomic number for radium. She twittered the questions and as she turned to her keyboard to Google it, she got 5 responses from her twitter friends.

So Twitter can be used to get simple answers rapidly. However, as the comments displayed, not all questions are equal and many will not get an answer. I’m more curious about finding answers to more difficult questions.

One of the really nice qualities of a  research library is that the librarians are very good at finding such answers. What if there was a Twitter group that was designed to help answers that were in immediately searchable on Google. Would that work better than trying to do it by yourself?

Have to think about it.

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Big or small

dice by ThunderChild the Magnificent

Social Software: Freestanding or Layered?:
[Via A Journey In Social Media]

Had an interesting phone interview the other day, and we got into the topic above, which I found interesting.

We both agreed that we were going to see far more social software in the enterprise in the coming years.  The question was more about architecture — would these software packages be purchased and deployed as free-standing entities, or would they be thought more in terms of a “layer” over something else already in the enterprise.

And, if you’re aspiring to be a social media proficiency practitioner (as I am) — or a vendor that’s selling to people like me — the answer might matter to you.

Enterprise Buying Patterns

If you listen to software vendors who are trying to sell in the enterprise, they’ll usually make it sound like all sorts of large, important companies are buying their software.

However, if you dig down a bit, the truth is more usually that some group or another within that large organization made a purchasing decision. It wasn’t what I’d call a corporate decision.

As an example, let’s take SAP — a large, enterprise ERP platform.  No single group or department within a corporation will go out and deploy SAP — it just doesn’t make sense.  100% of their customers are probably “corporate decisions” rather than “group decisions” within a large company.

To take the opposite to an extreme, I happen to use SanDisk USB memory sticks.  Does that mean that EMC Corporation – a Fortune 500 company!! — uses SanDisk USB memory sticks?  Technically yes, but I think you get my point.

Why does this matter for social software?

Because I think there’s a big difference between some engineering group putting in a wiki for their team, and a large corporation making a strategic decision for all their employees.  Trust me, the buying criteria will be very, very different.

If I’m selling to a small group, I’d want an offering that’s focused on price, ease of installation, price, ease of management, price — and maybe price.

If I’m selling to a large enterprise, though, the list is very different.  If I’m a large enterprise, I’ve already made many, many investments in existing infrastructure software.I want my new social software to work with everything I have — not as another free-standing entity, but as a “layer”.

And I’ll pay extra for that capability.

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An interesting discussion of the needs of a large company vs. a small company. The large company wants something that will act as a social layer over what it already has. It will not want to reinvest in calendaring, directories, etc.To a certain extent, this is software lock-in. The choices of the company are limited by what others have decided to add on to previously purchased software. It is certainly a way to go but will reduce the types of tools the users can access.

As an example, if a company waits until Microsoft provides a social layer over Outlook, it could be a while. Even if a third company provided this solution, its updates may not be timely, hurting the company’s competitiveness against companies that can utilize new software more rapidly. They are tied to the develop cycle of the vendor, not the technology.

Web 2.0 technologies can change very fast. Twitter was hardly anywhere 6 months ago. Now it is being used by millions. So there is a trap for large organizations, especially ones on the innovation train.

Also, the tools need to meet the needs of the users to be successful.

That is one thing not addressed in the post. People will really only take advantage of these tools if it makes their work flow easier. A group at the company may need and utilize Web 2.0 tools in a very different fashion than others in the company. How does the company deal with this?

Trying to use a tool that may be ‘best’ for the needs of HR may not mean Research is happy. The best tools may be the ones that resemble Swiss Army knives, with multiple attachments, than simply a layer over Outlook. They may need to be almost infinitely customizable.

I do agree that the user needs to have a single point of entry to the social web. But there has to be a recognition that new tools are being developed and that they may have to be implemented someday. A real worry should be that a large enterprise may not be as nimble with the successful recognition of vital new tools. This flattens the playing field with those companies that can utilize the new tools.

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Knowledge hoarding

diffusion by Bitterjug
Is knowledge hoarding all about your pay cheque?:
[Via Library clips]

The other day I posted on, Participation is the currency of the knowledge economy.
The word “participation” can be interchanged for “social captial”, “conversation”, “contribution”, knowledge sharing”, but I chose “participation”, because “conversation” cannot happen without “participation.” And “participation” sounds more involved, sustained, or perpetual than “contribution” or “knowledge sharing.”

Anyway in that post I mentioned that the way companies currently operate is driven by each worker building their “intellectual captial” to get ahead, and to differentiate themselves. The more “intellectual capital” you have the more you are worth something or unique to the company. This kind of means workers compete with each other, or at least try to have unique power that will make them an asset to the firm. In this environment “knowledge sharing” would be the worst thing you could do, as you would be giving away your “edge”, giving away what makes you a unique asset to the company.

Of course we all know the “wisdom of crowds”, and an open and transparent participation model leads to ideas and conversation, which leads to discovery and collaboration. The act of sharing and finding saves others from re-inventing the wheel, saving money and project cycle-time.
A company that runs on a social captial model runs on the notion that “two minds are better than one”, so why not have a culture where these minds have open dialogue. In the end this opportunity for access to knowledge to help you with your work and to find new work brings the company closer to innnovation, and more honest client relationships.

No matter how simple the tools, and no matter even if people understand the benefits of “knowledge sharing” it just won’t happen if the company culture is about “intellectual captial” rather than “social capital.”
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Organizations that depend on the creativity and innovations of their employees will not be as successful if they utilize knowledge hoarding when compared to those that have learning, collaborative communities.

The diffusion of innovations has been well studied. It is an outgrowth of human social networks. The rate at which information traverses the network will determine how rapidly a new idea gets accepted and used.

If certain people hoard information, they prevent this flow. In hierarchical companies, this hoarding can be useful to the hoarder, since they can position themselves as the node through which the information must flow. Knowledge is power.

In the highly networked world found in many companies today, however, this is more difficult. Preventing information flow along other routes becomes harder. The hoarder loses all power if someone else spreads the knowledge.

Just as the Internet routes around damage when a node goes down, so do well-connected human social networks route around knowledge hoarders, diminishing their power.

Companies that lessen the power of hoarders will have more rapid and successful diffusion of new ideas that can have huge impacts on the bottom line. Organizations that fail to deal with hoarders will not be as adaptive or as responsive to innovation. And, if the hoarder takes their information elsewhere, the organization is left with much less than it had before.

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A New Page – What is Science 2.0?

Well, Science 2.0 must be the next full release after Science 1.5.b13, right? Not quite. It takes its lead from applying Web 2.0 approaches to scientific research. So, what is Web 2.0?

In 2005, Tim O’Reilly described in detail what he meant by Web 2.0. Since then, there has been a lot of discussion on just what this means, if anything. So, I am going to add my own two bits to the mix. There really are not many technical differences between Web 1.0 and 2.0. The differences come from how they are used, and how usable they are.

Web 1.0 is static. Web 2.0 is dynamic.

As mentioned in the Wikipedia article on Web 2.0, Web 1.0 was about displaying information. Web 2.0 is about conversations, about participation in the flow of information.

Web 2.0 uses many new approaches for dealing with information including wikis, weblogs, syndication, aggregators, RSS, podcasts, forums and mashups. These often require the active participation of users. They have been used to create hugely popular social media sites, such as Facebook and YouTube, where the very content seen by all is created totally by the users. User-generated content.
Continue reading A New Page – What is Science 2.0?