In brief, what is “peak social internet literacy" and the post-Facebook connected intellect?
Apologies, this is a brief primer you may find elsewhere on this site in various different forms and uses. However, if this is all you ever read, and want to know no more, this should prove more than sufficient as an introduction.
Previously, it used to be hard, if not impossible, to capture and transform into usable information the knowledge and insights of those across an organisation.
Yet, as our use of and familiarity with using the social internet grows, we have reached an age of unprecedented opportunity in making the best use of intelligence across the web-age business.
Although it is still a force unrecognised, unexamined and therefore unorganised in most organisations, through near-ubiquitous familiarity with Facebook and others, we’ve now arrived at “peak social internet literacy.”
This entirely naturally occurring capacity’s practical applications are also easily demonstrated, as we have reached the point at which every employee in every business knows how to use social media to write online, upload and share material and to make comments about those items uploaded by others.
And when such communications are in writing and captured by the mirroring, private, internal Facebook-like or networked, document-sharing technologies now available within every business, workplace knowledge, insight and learning that was once out of reach is no longer beyond management’s grasp.
Through the precise data it can drill down on, it also has access to a bottomless, renewable resource – an inexhaustible source for possible business and customer experience (CX)-improving investigation – whose creativity may be limited only by its imagination in what it asks for.
That knowledge and insight can now be applied to identifying and finding new ideas to address the problems and challenges in whichever business or society managers work.
The better and more usably they bring order to its content, the more quickly they can advance their transformations to the detriment of their rivals, and the more readily each can determine the way it transforms its literacy into fully fledged, organised workplace social internet productivity.
The professional challenge now lies in inquiring, making sense of and feeding back to any group with diverse opinions what its members know and can contribute to understanding and overcoming its challenges.
This is not overly complicated, but a straightforward task of reporting and editing, as used in the mainstream media which we are all familiar with and use every day. You can read more about how to apply it here.
Where does “social internet literacy” come from?
Of course, I can’t claim to have “created” social internet literacy any more than anyone else can claim to have invented reading, writing, typing or listening (and, granted, others may refer to this latest emergent human-productivity capacity differently elsewhere – I just haven’t found it). However, to the best of my knowledge, and unlikely as it sounds, even to me, because of my long-standing fascination with workplace social technology-driven organisational learning, I believe I may be among the first to have identified and articulated its presence as a pervasive, potent, largely under-realised and increasingly valuable management resource.
Some writers may be driven to write fiction and others poetry. And, as much as I’d like to be a great novelist or an accomplished screenwriter, I have to accept that I am not made that way.
As much as I may enjoy writing, investigating and publishing, my greater inclinations are to edit and bring sense and order to what is thought up and/or written by others to make it readable and usable as a force for learning.
I am most interested in using what I can do to dig into what a company’s workplace knows and can learn to stimulate new thinking, new creativity, new business models and paths to new revenues.
To this end, as a working journalist, by getting myself appropriately educated, I’ve qualified myself to make my special discipline the discovery and internal reporting of workplace knowledge with its growth as my aim.
My understanding of the communication potential of revealing and making sense of what is known within businesses results from my being a former journalist and sub-editor – a key fact-checking, sense-making and quality control editorial role in all professional media – on the pages of The Australian Financial Review newspaper group in Sydney. That makes me an extremely picky proof-reader.
My sensitivity to the need for internet-driven digital-age organisations to learn and develop is, in turn, based on my own study and interest in the management of technology-driven organisational learning.
It is inspired by my MBA (Technology) from the University of New South Wales in Sydney, Australia, as that qualification focuses on creating and managing the businesses of the future, addressing changes driven by advances in digital and networked technology.
Besides my extensive media experience, I have also put in editorial time at the corporate social workplace coalface, as I subsequently also worked, using the relevant workplace social technologies, at the Commonwealth Bank of Australia at its Sydney headquarters.
At the CBA, my daily work involved using Atlassian’s Confluence wiki – a prime workplace social technology – to make sense of and turn into usable technical documentation the contributions of a diverse range of workplace contributors on a deep digital transformation project in its 200-strong software development team.
Because, while there, I learnt a lot more about how to do it better, I am chasing an opportunity that perhaps few others have yet seen. And in writing this up, I may be at risk of creating new competitors, but there is more than enough work to be done, and until AI is sufficiently advanced, the purpose-focused collective, creative, connected human mind remains the best resource we have.
For our society to advance in every way, we must bring new sense to the undeclared, tacit knowledge of businesses as a platform for their future learning and transformation, using the best internal communication tools ever invented for the purpose.
Contact me at firstname.lastname@example.org or on 0416 171724.
Testimonial: A former client working for the nation's largest bank says this of the value of my work
“At CBA, Graham was tasked with building a curated knowledge base for a critical and complex project the bank was undertaking. I served as Graham’s boss during this period and have seen Graham use this project experience, combined with his MBA learning, to evolve a new understanding about how organisations can build ‘corporate memory’ and embed learning processes to better guide leadership insights.
“Based on the many conversations I have had with Graham since, I have seen the passion and knowledge Graham brings to the topic of workplace knowledge capture and organisational learning, grow and mature such that Graham is now an authority on the topic.
“Effective digital learning is an essential capability to acquire for any organisation hoping to have a prosperous future.”
Brian Davis, technology innovator, founder Software Symphony and senior software architect at the Commonwealth Bank of Australia.