The session at ISPI went pretty well. Many thanks to James Lytton-Hitchins for co-facilitating and John Loty for letting us do it in the first place.
John is currently big on Appreciative Inquiry and ISPI will be running some kind of online conference on AI later in the year.
Tuesday, February 22, 2005
Creative Commons & Copyright
OK - I've been putting together this at NSW KM Forum for Thursday March 3rd.
We got Ian Oi from Creative Commons, we got the Cyberlaw Centre, we got Bruce Badger from Openskills. It's going to be good.
We got Ian Oi from Creative Commons, we got the Cyberlaw Centre, we got Bruce Badger from Openskills. It's going to be good.
Monday, February 14, 2005
Boot on the Monitor
Shawn on monitoring and then Michael Yafle's response.
I think a distinction needs to be made been reporting and monitoring. There's generally lots of reporting going on in organisations - which I think is what Michael is talking about.
Reporting is about providing numbers around fairly fixed and familiar metrics - e.g. signings, revenue, costs, headcount. You may even implement a balanced scorecard - which is supposed to measure other things than just financials. Of course, implementing a BSC is not the same actually paying attention to what it says.
N.B. Reporting isn't a bad thing. Always be prepared for someone to ask you "How much did you make / spend last year?" - if no one else, it'll be the tax man.
I would suggest that monitoring complex systems is different to straight reporting. What is often missing from reporting is an attempt to Make Sense of the data - unless something is horribly wrong. Hence the role of narrative techniques to support yer numbers.
An example of this is a Community of Practice healthcheck tool I have seen (and subsequently stolen). You have some basic metrics about community involvement (e.g. members joining/leaving/present, email messages posted, conference calls organised) together with some anecdote collection.
Crunch the Numbers. Tell the Story.
I think a distinction needs to be made been reporting and monitoring. There's generally lots of reporting going on in organisations - which I think is what Michael is talking about.
Reporting is about providing numbers around fairly fixed and familiar metrics - e.g. signings, revenue, costs, headcount. You may even implement a balanced scorecard - which is supposed to measure other things than just financials. Of course, implementing a BSC is not the same actually paying attention to what it says.
N.B. Reporting isn't a bad thing. Always be prepared for someone to ask you "How much did you make / spend last year?" - if no one else, it'll be the tax man.
I would suggest that monitoring complex systems is different to straight reporting. What is often missing from reporting is an attempt to Make Sense of the data - unless something is horribly wrong. Hence the role of narrative techniques to support yer numbers.
An example of this is a Community of Practice healthcheck tool I have seen (and subsequently stolen). You have some basic metrics about community involvement (e.g. members joining/leaving/present, email messages posted, conference calls organised) together with some anecdote collection.
Crunch the Numbers. Tell the Story.
Sunday, February 13, 2005
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