Bureaucrats, darkmatter, Administrators
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WikiCED manual: Difference between revisions
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→Promises and risks of introducing change
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= | = Benefits 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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For example, consider the idea of organizing information. Today, it takes weeks for an information request to be processed by the city, and what you'll get is a photocopy of a document that can't be easily re-used. Many organizations have incredible struggles classifying and describing information (developing ontologies). If an organization has thousands of documents, relevant content can be more easily found in a well designed system, and individuals can serve themselves. International organizations using shared ontologies can match documents and develop sophisticated linked systems that allow consistent communications and access to information. Yet defining and restraining content to ontologies perfectly is a problem that has existed for thousands of years, due to differences in individual and cultural perceptions. It's best not to get caught up in these kinds of "wild goose chases" unless it's a core requirement, and the expertise or cues are available. | For example, consider the idea of organizing information. Today, it takes weeks for an information request to be processed by the city, and what you'll get is a photocopy of a document that can't be easily re-used. Many organizations have incredible struggles classifying and describing information (developing ontologies). If an organization has thousands of documents, relevant content can be more easily found in a well designed system, and individuals can serve themselves. International organizations using shared ontologies can match documents and develop sophisticated linked systems that allow consistent communications and access to information. Yet defining and restraining content to ontologies perfectly is a problem that has existed for thousands of years, due to differences in individual and cultural perceptions. It's best not to get caught up in these kinds of "wild goose chases" unless it's a core requirement, and the expertise or cues are available. | ||
Proposing your organization prioritize developing ontologies is a task that would likely be | Proposing your organization prioritize developing ontologies is a task that would likely be difficult. However, suggesting your organization import key documents into a wiki, and allow "crowd sourcing" (participatory) classifying of documents, as people access and find them, can be very effective. | ||
Sometimes, change can mean completely changing the way things are, for example replacing factory workers with machines, but it's often better to think of '''augmentation''' of people's roles, particularly when it comes to today's imperfect computer systems. In a clinic, a new system can cause patient harm if a system loses a record, but having a receptionist who recognizes patients and expects events can lead to a richer system that is safe, and personal and has added utility. | Sometimes, change can mean completely changing the way things are, for example replacing factory workers with machines, but it's often better to think of '''augmentation''' of people's roles, particularly when it comes to today's imperfect computer systems. In a clinic, a new system can cause patient harm if a system loses a record, but having a receptionist who recognizes patients and expects events can lead to a richer system that is safe, and personal and has added utility. | ||