Marc Eisenstadt, a fellow speaker at London Symposium on Social Tools for the Enterprise, wrote in the Symposium’s blog:
Personal ownership of content creation is critical: in our work with school children, parents, members of the local community, University students, corporate sponsors, and research colleagues, we find over and over again that empowering users to create their own content is the key to fostering engagement, creativity, and problem solving skills. (emphasis added)
Building on that, I’d add the technological innovation of weblogs will discover its full power in the enterprise when associated with the social innovation of communities of practice. Why? When we free the creative potential of flexible constellations of communities of interest and practice, it will boost their membersâ€™ identity, mutual care and professional pride. The emerging generation of social tools can be optimized for powering up that process. When that happens, blogs graduate from personal publishing tool and become a potent enabler of collective intelligence.
Right now, in many companies blogging is looked at with the same suspicion as personal webpages were in the early days of intranets. “Yet, another tool that people can use to express themselves but doesn’t it risk to get out of control?” Well, who is in control, anyway?
John Maloney, another speaker at the London Symposium on Social Tools for the Enterprise, abd the founder of the KM Cluster wrote in his newsletter:
The silent killers of effective knowledge leadership are the pervasive 20th-century traditions of linear, mechanical and reductionist thinking paired with their obsolete managerial behaviours of control, dominance and technocracy.
Top knowledge leaders routinely ‘suspend their disbelief’ to unlearn their harmful industrial-era habits and models. They learn from the emerging future through authentic conversation. 21st-century knowledge leaders actively pursue external interactions and continuously use genuine action/research networks to their strategic and collaborative advantage.
I couldn’t have said it any better. The most “genuine action/research networks” in the enterprise are the constellation of self-organizing communities of practice. In fact, the uncatchable strategic advantage of smart organizations is the collective intelligence of those communities. Technologists committed to their organizations’ sustainability and prosperity will optimize and configure the emerging crop of social tools to provide that strategic advantage. In their pursuit of that, they need to build close alliances with the leaders of business and people strategies.