Within a workplace context, the adopting social media and its usage is often termed as ‘Enterprise social networking’ or the ‘Corporate social network’. In the recent years, a lot has been written about the benefits of using social media but little importance has been given to the science and art of its implementation and adoption within organizations.
Firstly, it is a science because the implementation goes through a set of methodical procedures starting from organizational readiness to the final measures of success. The methods are the same as implementing any other enterprise systems in workplaces.
Secondly, it is an art because, convincing the employees and the wider organization to adopt corporate social network with the realm of fast and dynamically changing social and political landscape is nevertheless an art form.
Social media benefits drive implementation approaches
The biggest benefit of them of all, providing the context to the information, which often questions ‘who, why and what’ of information, the challenges and pitfalls is often missing in traditional knowledge management and knowledge sharing. This context to information, which is immediately applicable at work, is mostly tacit and hard to get. Social media in workplaces provide the context to that information.
Another important benefit, from using social media in workplaces, is the subtle art of building social capital among project teams, the unspoken bonds of social collaboration to get things done.
To realize all these benefits by adopting social media in workplace requires a different implementation approach and which is more of bottoms up than top-down and more artsy than science.
Implementing and adopting social media in workplaces is no easy task. Here are some best practices drawn from excellent organizations who have been front-runners in implementing social media and have realized the success adopting social media in their organizations.
Adopting social media in workplaces is both an art and a science and they both go hand in hand together. For that matter, conducting business analysis also has shades of both art and science and not much relevance is given to the ‘art’ portion of it these days.Conducting Business Analysis is a mandatory precursor and a must do exercise even before we attempt to carry out and adopt enterprise tools in workplaces.
For the benefit of some of us, the IIBA (International Institute of Business Analysis) a much-recognized body in this field, defines Business Analysis as a ‘practice to bring in a change in an organizational context by defining the needs and recommending solutions to the stakeholders’.
Fair enough! but then in the recent years, the implementation and adoption of social media tools in organizations has brought the ‘art’ portion of business analysis to the forefront. This is not to say that logical analysis and methodological rules are no less important either.
There is much written about the logical analysis and rules of implementation. What I attempt to write below is my natural understanding of how ‘adopting social media in workplaces’ can be taken up.From a business analysis perspective and to bring in a positive productive change and intended benefits there are three approaches to adopting social media in workplaces. They are:-
The all at once together approach.
The bottoms up approach.
There are myriad tools which run inside workplaces and not all of them have the connecting power nor the acceptance among employees, as social media tools. Once they are implemented, they become a way of life inside the organization subject to their usage and popularity among the employees. Its usage builds social capital.Having said this, there are ample opportunities for people in the HR function.
People who work as HR Generalists, HR business analysts and OD (Organizational development) consultants can intervene and learn from these exercises. Even to the extent that they can glean for information and conduct the organizational scan, which they do regularly as part of their jobs for measuring employee satisfaction levels.
Social media platforms or social media network, knowledge sharing has been the lifeline by which people interact, self-organize and form a context.
Designing social media platforms for knowledge sharing has always been a challenge. So the question is, can Social capital come to the rescue? An analysis of the Social capital framework within the organization or a social set up provide us the answers?
Useful Note: By platform, we mean the computing platform and the necessary software code, rules and provisions required for running it.
A year 2003 article on The Economist “A question of wealth” talks about “How Nations and organizations become wealthy ? Harvard University professor Robert Putnam wrote a very famous influential essay “Bowling alone” where he says Americans would be far more unlikely to join the clubs and social circles in the 1990’s than they would in the 1950’s. He came to this conclusion after noting the decline in ‘Bowling league” memberships in America. Though this has been accepted uncritically, the basic and proven assumption is that all
All human beings by nature are social animals.
Sociologists believe that there is the hand of the growing field of Social Capital which sways wealth, power and status in favor of nations and organizations which have a high degree of Social capital with an emphasis on “Trust and Community” Let us explore this further and bring it to the context of designing social media platforms for knowledge sharing.
We have been seeing time and again that traditional tools for knowledge sharing and knowledge management have been failing the test of acceptance and “institutionalization”.
Useful Note: Wikipedia describes institutionalization as a process of embedding a social norm or a social behavior within a large organization or a social group.
Irrespective of where they are used, for in-house purposes within an organization or as an independent tool within the consumer web space, their acceptance is low. Systems for knowledge sharing cannot be designed from a technological perspective alone. We cannot just look down upon the social, informal and non-canonical nature of our interactions in social set ups and as they happen in other social media platforms like Facebook and Twitter.
We have to embed the knowledge sharing system within an existing social setup of which they are a part. Ignoring the social side of the network has been one of the key factors for the fall and resistance to such knowledge sharing tools.
Then how can such knowledge sharing systems be designed? The concept of “Social capital” and its analysis has been hailed as the best path forward by many contemporary researchers and practitioners in this field. We will look into their work in a little while from now as we move along. But before that we will understand, the current challenges to the design and development of knowledge sharing systems using social media platforms.
Current challenges of social media platforms for knowledge sharing
The importance and the value of managing knowledge and sharing can never be understated. We are living in a globalized world with increasing complexity. With geographically dispersed teams, the complexity increases. There is a saying that “the intellectual capital of a firm is far greater than the asset base and the intrinsic value it has”. There is of-course the competitive advantage attached to it.
But getting a good foothold and grasp of managing knowledge and sharing is critical. The challenges from an organizational perspective usually come from
The IT function- a key role player in facilitating knowledge sharing.
Management commitment, priorities and alignment.
Individual learning Vs. Community learning.
1.The key role of the IT function
The challenge is inherent in the fact that IT can support and improve knowledge sharing but it ignores the social conditions that facilitate knowledge sharing among groups. The successful outcomes of such systems come from paying attention to appropriate social context, norms, position, reward systems and leadership.
IT cannot be independent. It has to be embedded within the social norm. If it is not so, then it is a challenge and presents itself in various pockets of resistance within the groups.
Brown and Duguid in their book “Social life of information” wrote that
“Knowledge only has its use, if it can be related to people”.
People would like to know the context from whom it was originated and why? This provides the important “Meta knowledge”. This is also one of the reasons why recorded knowledge is not reused.
Tacit knowledge which exists in people’s minds need not be codified into structured explicit knowledge. This is where social media platforms come to the rescue. It supports elicitation of knowledge in its various forms and fills those gaps. Meta knowledge cannot be recorded in intranets or repositories they need social media platforms.
Huysman and De witt wrote in their book “Knowledge sharing in practice” that
People want to share experiences with other people with whom they look up for support and where there is trust, safety and mutual respect.
2.Management commitment and priorities
(If you are looking to build your own independent social media platform, then you can skip this section, this section is geared more towards in-house usage)
One thing is quite clear for successful knowledge sharing is that this initiative has to be a win-win situation. Increasingly, this goes in for a toss as the management from a top-down approach exert the need to control and monitor knowledge.
The very act of extracting knowledge from knowledgeable and experienced workers, builds resistance. But actually, this is an attempt to manage knowledge, make it more effective and available to others.
There is also a notion that when a core employee leaves, he or she takes away the core competency away from them.
There is a universally known fact that “employees don’t want to share knowledge anyway”. Management priorities of improving knowledge sharing is good. It is in the right direction but it has to be in a win-win situation.
3.Individual vs Community learning
Traditionally, so far what we have seen and still remains largely is that knowledge sharing is for individual gain and learning is supported at the level of individuals.
Most of the repository systems are built with this focus to enhance the flow of information to individuals. But what we are forgetting to acknowledge is that most knowledge is shared and generated within a social context and setup.
Learning these days cannot be separated from the social community. It is very much intrinsic to the existence of such knowledge that is generated. So knowledge sharing tools must support social relationships that exist among people and include it as part of the design requirements.
In the next section, we will take an introductory look into the framework for designing social media platforms for knowledge sharing and the ‘socio-technique’ analysis on which the social media platforms need to be designed.
An introduction to the Social capital framework
Existing research and several pioneering authors and practitioners have always been pointing out to the multidisciplinary aspects when designing social media platforms or social media networks. The disciplines range from Mathematics, Information technology, Economics, Sociology, Cognitive psychology and Ethnography.
From an IT perspective, when you want to create a sharing network, the primary aspect is to create an intranet which has 1. A shared information workspace – something like ‘sharepoint’ from Microsoft for example. 2. A communication space- which can use asynchronous mode like email or synchronous mode like video conferencing for people to share and bounce thoughts and ideas. 3. A collaboration space – like a groupware, workflow system where people can cooperate and complete work together.
The idea here is that the IT sharing network or the intranet and the social media platform need to converge and exist together. When such co-existence happens then that is the domain of the socio-technique and in other words, it is the social media platform which has knowledge sharing embedded in it that is coming to fruition.
There is a tremendous “interplay” between the social and technical aspects. This interplay is necessary and also continuously evolving. Understanding this interplay is a challenge and also the key success factor.
The development, implementation and use of such social media platforms needs to be flexible in order to adapt it to a particular environment, this makes it complex as well.
It is complex, due to a concept called ‘Drifting’. Social media platforms have the tendency to evolve and drift. It creates its own path, character and stance over time.
Useful Note: Drifting as a social concept, is the process of slowly moving away and taking one’s own path and self-organizing and evolving.
It has the capacity to self –organize, adds the human element of “Context” in all in its interactions, sharing and spreading in its usage.
Ethnography and its influence
Another important sphere of influence in the design of social media platforms for knowledge sharing is the subject of Ethnography. Ethnography, which is the study of cultures and their mutual understanding and differences does give us a method to this complexity.
But then the argument is that even though Ethnography carries out detailed studies on the work processes and their cultural settings and yet the gap exists when IT takes up the requirements for designing social media platforms for knowledge sharing.
Possible reasons are the complexity involved in translating the requirements and also we are dealing with two sets of people (IT function and the people working on Ethnography) who are divergently different in their approach, thoughts and ideas.
Perhaps the most important concept in understanding the social capital framework came from Bressand and Distler. This brings us to light when designing social media platforms we will have to study the underlying current of “Info-culture” in any set up.
Many a times, IT designers ignore this when designing an knowledge sharing system and analyze the ‘infrastructure’ and the ‘info-structure’. Infrastructure stands for all the physical hardware and software. The ‘info –structure’ is the formal organization, governing rules, formal business processes, hierarchies and strategy by which people exchange information and knowledge. The ‘info-culture’ is the social relationships and the culture that is prevalent in the group. It is social norm of how people relate to one another.
Many researchers at the forefront of the design for a new social media platforms express the need for an analysis of the ‘info-culture’ of the organizational setup. This is mainly argued as the third most important aspect in the analysis for design and not to be ignored.
The cultural norms, social relationships, safety and trust are the key concepts that need analysis. It is surprising that not much has been written about this in the contemporary literature for requirement analysis for design of social media platforms for knowledge sharing.
The social capital framework provides a promising potential to design social media platforms for success and acceptance.
What is Social capital? And how do we acknowledge it?
We might have heard about Physical capital, Financial capital, Economic capital and also Human capital. A relatively newer concept, Social capital has been in the news and has been researched and talked about a lot.
Social Capital is the sum total of the trust, social norms, and most importantly the mutual and shared understanding you have in a social relationship.
Social capital can then be used effectively for knowledge sharing. Increasingly, people have to come to know that social capital forms one of the important aspects for determining an organization’s economic growth.
Physical capital and Financial capital determine the economic prospects and growth of the organization in the short term. They are hugely dependent on the vagaries of various global movements and indications. It is the Social capital aspect through its economic actors, the relationships they foster with each other determines the long term economic growth and development of the organization.
Human capital on one hand looks at the individual abilities but –
Social capital utilizes the collective abilities of all the actors on the social media platform.
Needless to say, Social capital removes the bias of individual learning.
It is emphasized that the use of Social capital analysis in designing and developing social media platforms for knowledge sharing greatly reduces, if not altogether eliminates the risks and challenges posed by managerial and technological ones, which have seen earlier. A good degree of diagnosis and analysis of a group’s social setup, its Social capital and improving the Social capital level of that group will greatly enhance the adoption and acceptance of the social media platforms.
People will have more opportunity to share knowledge within themselves and will be motivated to do so even as they have abilities and the capacity to share knowledge (Tacit knowledge as well). These are some of the elements and structural underpinnings which we need to understand for analyzing Social capital for designing social media platforms.
As the trend moves from individual learning to community based learning, there is a growing importance and acceptance of knowledge communities within organizations and outside. They form a trust circle where people can safely exchange knowledge and collaborate with each other creating an environment for innovation to happen. Such open collaborative networks thrive on the degree of Social capital that exists within that group or community
Nahapiet and Ghosal in their book “Knowledge sharing in practice “ introduce three dimensions of Social capital namely, Structural, Cognitive and Relational.
Structural analysis of Social capital points to the network ties, the current organizational structure and also to network configurations.
Cognitive analysis points to the aspects of shared language, shared abilities and similar stories.
And finally, Relational analysis points to the aspects of social norms, trust and motivation.
Another interesting dimension was introduced by Adler and Kwon. They talk about Social capital classification in terms of opportunity, ability and motivation.
If we analyze both these approaches, we are talking about
“Who shares” and “How do they do that” this is from a structural opportunity standpoint. Research points that people within the same social hierarchy, create dense networks within themselves and there is opportunity for everyone to contribute within this group. “How do they do that” is something that needs to be explored. For example:- Top senior Managers working in MNCs form a leadership group within the organization.
“What is shared” this is from a cognitive ability standpoint. People with similar stories in their lives, connect. People also share and connect based on abilities. They will be able to offer advice and suggestion to others with whom they can relate to.
“Why and when” this is from a relational motivational standpoint. Social norms, trust and safety play a huge role and influence an entire gamut of people. Evidence and research proves that there is enough motivation among people to willingly contribute knowledge and suggestions based on trust and safety.
Simple requirement analysis for social media platforms
When we are doing a requirement analysis and information gathering the following table helps us in this task.
The table gives us a framework to start the requirements gathering with the research questions asked, important elements to consider, the various dimensions and the levels involved. Through this framework one can understand the stakeholders involved, the support and feedback needed from them.
A small note here, the stakeholders need not be within the same organization. If you are designing independent social media platforms for knowledge sharing, the stakeholders are much more diverse and heterogeneous. This makes the design much more interesting.
As discussed earlier, an analysis of Social capital provides an in-depth functionality that needs to be embedded into the social media platforms for knowledge sharing.
When we look at the structural dimension of social capital, the focus is more on network density in terms of the number of actors who are connected to each other. Studying such density would reveal “with whom people share knowledge” and “Who shares with who” and how do they do it.
If there is a requirement gap we bridge the holes functionally so that the structural map reaches far and wide and as well group penetration. For example: the concept of groups is so popular in Linkedin. The stronger the ties, they will share tacit information.
From a cognitive stand point, we analyze the group’s ability to understand each other and whether they have shared mutual understanding, shared stories and similar problems in life and career. If such ties are stronger and if their cognitive intelligence is high, they will be able to share tacit information as well.
A useful note:– Not much attention is given to this dimension. It’s good to lower the cognitive barrier, provide functionality in such a way that “like minds attract like minds”. Only if the cognitive barrier is low, people will be able to share their personal stories on social media platforms otherwise they will look at sharing the same on a one-on-one basis, face to face.
If there is an expert, his expertise requires validation and we contact him in person to validate his expertise. The same should happen on a social media platform as well where people will have access to such tools and they will transfer tacit knowledge where it is required.
We need to also understand that this requirements gathering also has to take into account the culture of the setup. Apart from standard methodologies for gathering information from hierarchical setups, methodologies used in Ethnography and pattern recognition supports the overall process.
In a relational dimension, we need to understand that whether members are motivated and are willing to share.
We have to address the question “What is in it for me to share?” This provides the motivational part along with shared norms, trust, safety and respect. Not answering this question makes social media platforms fail the test of institutionalization.
When there is “reciprocity”, then there is a no “motivational barrier”. The systems should facilitate or have such provisions for reciprocal response functionality. A good example is the “Facebook like”. Other things to take care are status differences, respect and trust.
Trust is one of the most important factors. If there is mutual trust then there is easier knowledge sharing, tacit as well. When people want to learn and want others to succeed as well, then such high motivation creates mutual trust which is highly beneficial to the success of social media platforms.
The stronger the ties between individuals, the greater the sharing of tacit knowledge happens. Sharing tacit knowledge requires a high degree of trust.
Finally, existing research reveal only this much. For further analysis and greater success, we need to carry out ethnographic studies for knowledge sharing. Appropriating IT to a specific social set up or organizational group is a challenge.
So far, not much has been written about how “IT will be used”. We once again comeback to the same saying that social media platforms usage is evolving and it is evolving culture and attitude. Groups constantly self-organize and we need to be cognizant of this fact when we are designing social media platforms for knowledge sharing.
I would like to thank the following authors for their in-depth research. I have referred the following books below. You can buy them on Amazon as well.
Social life of information, Burn and Duguid
Webwork information seeking and knowledge work on the www, Choo c Detlor and Turnbull