Bureaucrats, darkmatter, Administrators
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WikiCED manual: Difference between revisions
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This is just a draft placeholder while the overall document is developed. | This is just a draft placeholder while the overall document is developed. | ||
Please do not edit, send comments to [[User:DavidM| DavidM]] for now. | Please do not edit, send comments to [[User:DavidM| DavidM]] for now. | ||
'''Change from within:''' | '''Change from within:''' | ||
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}} | }} | ||
= | = Promises and risks of introducing change = | ||
Most people would dream about being a change hero, making one suggestion – [[todo::example]] and suddenly we have a successful transformation that everyone recognizes. The reality is usually far more complicated. | Most people would dream about being a change hero, making one suggestion – [[todo::example]] and suddenly we have a successful transformation that everyone recognizes. The reality is usually far more complicated. | ||
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=Using innovation successfully= | =Using innovation successfully= | ||
People have very good reasons to be hesitant about change. Technological change – seeing if its tested | |||
{{#ask: [[Category:Play Person]] | {{#ask: [[Category:Play Person]] | ||
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=How to introduce change= | =How to introduce change= | ||
[[ | [[todo::Katherine, I would like to move this from presentation to here]] | ||
Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail and to prevent making these mistakes, Kotter created the following eight change phases model: | Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail and to prevent making these mistakes, Kotter created the following eight change phases model: | ||
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==Including group members and the public== | ==Including group members and the public== | ||
= | =Technology as a solution= | ||
We think of the technology we use today as new, but in reality most of it has been around, in different forms, for a long time. Hypertext, for example – a way to create links between documents – were visualized in a microfiche based system in the 1940s. The entire Internet as a mass novelty, in the 1990s, resulted in a crash shortly thereafter as expectations were deflated. | |||
But the Internet has to be considered one of the greatest, and most unexpected innovations of our lifetime. No company would have created a network where anyone can publish and access information with equal ease and virtually no cost, with anyone, around the world. It's the product of generations of scientists and strategists, now available for anyone to use, at the price of stepping into a limelight, encrypted or not. Twitter, the current craze, merely represents the latest version of the [[wp:Echo chamber]], is a metaphorical space where “information, ideas or beliefs are amplified or reinforced by transmission ” - but this time, with more identity. | |||
Wikis promote one of the original ideas of the Web, easy participation, and newer developments promote easier exchange of information – for example, using another organization's data in your Web site using systems such as Freebase and Semantic Mediawiki. | Wikis promote one of the original ideas of the Web, easy participation, and newer developments promote easier exchange of information – for example, using another organization's data in your Web site using systems such as Freebase and Semantic Mediawiki. | ||
go past using tech as typewriter | |||
curb cut | |||
principle | |||
don't expect more than what is offered | |||
keep it simple | |||
technology as a threat | |||
=Connecting and getting advice= | =Connecting and getting advice= | ||