Organizational strategist Menno Lanting logically looks at the bigger picture. If CEOs and management no longer squirm against blurring boundaries – work/private, inside/outside organization, producer/consumer – and embrace social media, then that gives organizations an exponential advantage. Of the utmost importance is that the culture, structure and strategy are geared to this. The tools themselves are no longer the problem, but rather the power shifts mentioned above.
Island automation
As a social media advisor within the government, Marcus van Wely sees the danger of 'island automation' when larger organizations in particular do not provide the resources centrally. There is a threat of a lack of control. See Van Wely's story below.
Social media policy: what is wise?
Of course, there are cases where individuals have harmed an organization with brother cell phone list thoughtless social media use. But in 99% of cases, things go well and all the tweeting, Facebooking and Yammering does not cause any damage to organizations. On the contrary.
Everyone agrees that lengthy policy manuals do not stimulate and rather make employees withdraw into their shells than share their knowledge and skills with others. Menno Lanting puts it nicely: 'Extensive policy is an excuse for not having a vision/passion in the organization.'
In addition, the experts unanimously say: 'A good example is followed'. With this they want to indicate that the dissemination of the social media policy cannot be expressed on paper (surprisingly?), but that employees must be involved and trained in this, whereby their own responsibility must be emphasized.
What happens when you make people afraid to share knowledge internally?
See the video below in which Kirsten Wagenaar argues for the application of certain rules, whereby communication about personal responsibility should be emphasized.
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