Social media - a key to work and learning
A growing number of work tasks can be classified as information technology work where, in addition to applying the latest information technology and creating information, social networks are also utilised in cognitive actions. Because both the markets and the working landscape can be seen to be changing at a faster pace and becoming harder to predict, more nimble updating of concepts and a new kind of information management is needed. This means continuous learning which, in the modern world, cannot take place only in organised training sessions. Luckily it does not have to. A modern organisation is able to apply the possibilities offered by social learning and open work, motivating employees into creative, interactive activities and continuous learning alongside work.
'Open work' means a more active and open interaction that does not depend on the employee's position. It involves bringing the work processes out into the open to the required degree within limits allowed by data protection and avoiding information overload. Social learning, on the other hand, means continuous learning alongside work, where information is collected and shared via networks and social media.
The traditional operating culture of organisations does not necessarily support or consider in an optimal fashion the most important development potential of the organisation: skilled, developing and motivation-dependent personnel. Applications focusing on document and project management and work progress have been designed for use by a slower and more traditional organisation.
Interactive social media tools may support the change toward an open work culture, which is essential for competitiveness, better than the traditional systems do. It is vital that employees are autonomous and take responsibility for their work and the tools they use, instead of being locked into their dedicated positions or job descriptions on paper.
Decentralised expertise and silent information as a competitive edge
In every organisation everybody is an expert in something. The more open the organisation is and the more the skills, work description and expertise of its members differ, the more it will benefit it in its entirety from an open work culture. With the help of the new operating culture and interactive social media, silent information will also emerge as a benefit for the entire organisation.
The ability to utilise silent information will quickly become an increasingly important competitive edge in the changing world. As a result of reciprocal sharing and communication, new ideas and insight may suddenly be born. Active and open interaction increases the possibility of serendipity (lucky occurrences) in an organisation. Even the smallest crumb of information or single comment may suddenly become a significant signal.
It is naturally in the interest of the organisation that people's skills and the information they hold move flexibly within the organisation and are readily available when needed. Each expert also has his or her own network both inside and outside the organisation. Connections to external experts may be a significant competitive advantage.
Making work, ideas, opinions, innovation and general work-related interaction visible creates an information reserve for the organisation that can be utilised when needed. With the help of network analysis, essential information providers, analysts, assistants, inquirers and other active people can be identified.
Social learning as the key to development
It is a generally accepted fact in the field of learning at work that only about 10–20% of learning takes place during organised training sessions. Organised training is great for stimulating thoughts and conversations, and is also justified in cases where there are clear shortcomings in the employees' skills. A major part of learning, however, takes place somewhere else, particularly in active interaction both while working and during coffee breaks. Learning as a concept should not be separated from work and other activities at the work place since, in a cognitive sense, a person learns continuously. Social learning, however, cannot reach its full potential without a change in attitudes, new learning skills and breaking free of the traditional learning notions.
Certain processes take place alongside interaction, sharing of information, information filtering, asking, advising, brainstorming and arguing. Such processes can lead to learning, development of practices and creation of new innovations. With the help of social media, significant learning environments can be created within organisations and between them. This does not necessarily mean implementing entirely new systems, but utilising or adding properties that support social learning in the existing system.
Essential requirements and starting points in an open work culture
The need for change in an organisation is usually not so much a technical issue, but relates more to the operating culture, operation modes and management of new skills. In addition to the aforementioned autonomy, key skills include, among others, self-direction, taking initiative, social skills, information search and processing, filtering relevant information, and the ability to share information without making too much 'noise'. It is important to create rules for information-sharing and interaction. We have to learn to manage information overload by choosing the most suitable channels, notification systems and experts to be followed.
In the operating culture of open and social information technology work, mutual trust is required without which communication loses its importance. Trust concerns both the attitude of the management toward the competence and self-directive capacity of the employees, and the trust the employees have in management and also in their colleagues as experts and resources.
Taking responsibility for work is the starting point for self-directive and initiative-taking operations as well as for the possibilities of creative activity and innovation. An entrepreneur-like attitude towards work is expected from the employee of the future, but he/she must also be offered the chance to be fully responsible of his or her work. By supporting the openness of work, the employee's desire for responsibility is also supported and, as a result, motivation is improved. Thus, if you wish to increase the commitment of your employees and motivate your organisation to learn, develop and innovate, let your employees take full responsibility for their work.
Miikka Salavuo
PhD
Entrepreneur
Miikka Salavuo has written his doctoral thesis on e-learning and currently works as an independent entrepreneur. He has focused on developing the internal operations of organisations via social media to better support learning and open interaction. Salavuo emphasises the importance of personnel motivation and autonomy as key factors in the success of the organisation.
Blog: miikkasalavuo.fi/blogi