Lu quelques posts remarquables sur un sujet qui m’occupe beaucoup ces temps-ci (ce qui explique mon silence, millexcuses) : la collaboration en ligne dans des projets centrés "knowledge": formation en management, conduite de projets.

Une première position qui –bien que centrée sur le domaine de la recherche scientifique– articule parfaitement les bonnes raisons de mettre en ligne, partager, cumuler, enrichir les savoirs pour les formaliser, les partager et les enrichir…(je sais, ça s’appelle un process cumulatif);

The [Wiki] project was originally seen as just a better way to keep the two lab Web sites up-to-date. […] The students happily started posting pages introducing themselves and their work.

Soon, however, they discovered that the wiki was also a convenient place to post what they were learning about lab techniques […] “A lot of the how-to gets passed around as lore in biology labs and never makes it into the protocol manuals,” […] theirs were young labs with almost no mentors. So whenever a student or postdoc managed to stumble through a new protocol, he or she would write down what was learned on a wiki page. Others would then add whatever tricks they had gleaned. The information was very useful to the labs’ members, […]

It became apparent that the collaboration could benefit other endeavors, such as classes. Instead of making do with a static Web page posted by a professor, students began to create dynamically evolving class sites where they could post lab results, ask questions, discuss the answers and even write collaborative essays. “And it all stayed on the site, where it made the class better for next year,”  […].

C’est exactement ce genre de cercle vertueux que je mets en place de plus en plus régulièrement chez mes clients (à suivre).

Une deuxième approche bien séduisante et fortement compatible avec la précédente (bien que centrée sur le monde de l’entreprise); c’est un des fondateurs de socialtext [si vous voulez essayer par vous-même] qui parle :

Four core areas that pop up in almost every single enterprise deployment that we end up doing.

The first of the four solution areas is collaborative intelligence. It’s the pattern of the core publishing to the edge, the edge giving feedback, and the edge interacting with the edge. So for example, in marketing and sales operations, you need to communicate to the field organization about an ever changing product line. You need the capability not just to communicate easily with these people, but to be able to get collaborative intelligence to bubble up from them, allowing you to maybe even form a better product design.

The second use case is a participatory knowledge base. So at Dell, for instance, we did a knowledge base for their call center. Their call center handles exceptions. That’s what they do all day long. Answer a call, hear the problem, look for an answer, and then they don’t have the information. Now, [with a wiki], they tap the informal network that exists inside the call center and document the solution. 99 percent of the pages created [on the wiki] and tagged allow the call center to go from 20 clicks to find information to four, substantially decreasing search costs and decreasing the average call time by 10 to 20 percent.

The third area is flexible client collaboration. This is a professional services firm or other kind of group that sets up a collaborative workspace between them and the client.

The fourth is business social networks, which is similar to collaborative intelligence. But instead of it being with the field, it’s with your business partners or it’s with your customers, where you’re communicating to them, getting feedback from them, and they’re interacting directly.

Là ausi les points essentiels y sont; j’aime particulièrement l’idée "[a] call center handles exceptions"; toutes proportions gardées c’est le genre d’application qui peut permettre un suivi approfondi des projets d’aplication après un séminaire. C’est simple et ça marche…