http://ibridazioni.com Highly Transdisciplinarity Thoughts for the Challenge of Complexity Tue, 11 Oct 2011 08:46:23 +0000 hourly 1 http://wordpress.org/?v=3.1.1 http://ibridazioni.com/2009/06/17/mode-motivational-design-versione-15/#comment-1601 Progettare community con il motivational design | Intranet Management Tue, 11 Oct 2011 08:46:23 +0000 http://ibridazioni.com/2009/06/17/mode-motivational-design-versione-15/#comment-1601 [...] Andrea Casali, che da tempo si occupano di questi temi e hanno prodotto un testo importante “Motivational Design” che nelle loro intenzioni vuole essere un punto di partenza per una nuova pratica [...] [...] Andrea Casali, che da tempo si occupano di questi temi e hanno prodotto un testo importante “Motivational Design” che nelle loro intenzioni vuole essere un punto di partenza per una nuova pratica [...]

]]> http://ibridazioni.com/2011/10/07/accept-to-dialogue-with-the-future/#comment-1600 Giorgio Sironi Sun, 09 Oct 2011 14:04:00 +0000 http://ibridazioni.com/?p=524#comment-1600 Siri, Inc. was a company that developed the product acquired by Apple in 2010. Siri, Inc. was a company that developed the product acquired by Apple in 2010.

]]> http://ibridazioni.com/2011/03/27/donald-norman-agrees/#comment-1594 Cristiano Siri Mon, 28 Mar 2011 10:04:10 +0000 http://ibridazioni.com/?p=471#comment-1594 thumbs up Gianandrea! thumbs up Gianandrea!

]]> http://ibridazioni.com/2011/02/15/a-new-enterprise-2-0-approach-the-principal-phases-4/#comment-1593 Elizabeth Buie Sat, 19 Feb 2011 16:27:45 +0000 http://ibridazioni.com/?p=393#comment-1593 I think you are on to something with your approach that starts small and grows. The challenge, as I see it, is to select the *right* small piece. Not only must it be something that will be easy to change and to induce the staff to adopt (as you say); it must be something whose adoption will demonstrate the power of such change and thus encourage the company (and the employees!) to make larger changes. I'd like to see some idea of how you propose to assess the improvements that such change may bring about. I think you are on to something with your approach that starts small and grows. The challenge, as I see it, is to select the *right* small piece. Not only must it be something that will be easy to change and to induce the staff to adopt (as you say); it must be something whose adoption will demonstrate the power of such change and thus encourage the company (and the employees!) to make larger changes. I’d like to see some idea of how you propose to assess the improvements that such change may bring about.

]]> http://ibridazioni.com/2010/03/10/social-usability-checklist/#comment-1592 A new Enterprise 2.0 approach: the principal phases (4/4) • Ibridazioni Wed, 16 Feb 2011 22:41:50 +0000 http://ibridazioni.com/2010/03/10/social-usability-checklist/#comment-1592 [...] the challenge to nudge new behaviors in a company can’t be only a good work of social usability because the resistance to change technology and collaboration habits are stronger in employes-user [...] [...] the challenge to nudge new behaviors in a company can’t be only a good work of social usability because the resistance to change technology and collaboration habits are stronger in employes-user [...]

]]> http://ibridazioni.com/2010/10/27/a-new-enterprise-2-0-approach-the-principal-processes-with-a-differential-value-34/#comment-1589 A new Enterprise 2.0 approach: the principal phases (4/4) • Ibridazioni Tue, 15 Feb 2011 10:14:46 +0000 http://ibridazioni.com/?p=308#comment-1589 [...] to adopt technology and new collaborative practices. I call this effect and way by social apps indirect social adoption. But the difficulties for the companies to involve their internal culture isn’t so easy to [...] [...] to adopt technology and new collaborative practices. I call this effect and way by social apps indirect social adoption. But the difficulties for the companies to involve their internal culture isn’t so easy to [...]

]]> http://ibridazioni.com/2010/10/13/a-new-enterprise-2-0-approach-fundamentals-and-competences-14/#comment-1588 A new Enterprise 2.0 approach: the principal processes with a differential value (3/4) • Ibridazioni Sat, 12 Feb 2011 16:40:29 +0000 http://ibridazioni.com/?p=255#comment-1588 [...] to build a group with its rules, codes, values, practices (see the continuum explained in the first post). So, from the first moment, an Enterprise 2.0 project is also a Change Management [...] [...] to build a group with its rules, codes, values, practices (see the continuum explained in the first post). So, from the first moment, an Enterprise 2.0 project is also a Change Management [...]

]]> http://ibridazioni.com/2010/10/13/a-new-enterprise-2-0-approach-fundamentals-and-competences-14/#comment-1585 Jacopo Romei Sat, 04 Dec 2010 00:58:47 +0000 http://ibridazioni.com/?p=255#comment-1585 Grrrrr.... non riesco a leggerlo! Grrrrr... Grrrrr…. non riesco a leggerlo! Grrrrr…

]]> http://ibridazioni.com/2010/03/10/social-usability-checklist/#comment-1577 A new Enterprise 2.0 approach: the principal processes with a differential value (3/4) • Ibridazioni Wed, 27 Oct 2010 15:28:17 +0000 http://ibridazioni.com/2010/03/10/social-usability-checklist/#comment-1577 [...] Social Usability + Relational Motivations [...] [...] Social Usability + Relational Motivations [...]

]]> http://ibridazioni.com/2010/10/13/a-new-enterprise-2-0-approach-fundamentals-and-competences-14/#comment-1576 A new Enterprise 2.0 approach: Frequent setup errors (2/4) • Ibridazioni Fri, 22 Oct 2010 10:52:25 +0000 http://ibridazioni.com/?p=255#comment-1576 [...] the first post I introduced the principal levels and variables characterizing an Enterprise 2.0 project. From my [...] [...] the first post I introduced the principal levels and variables characterizing an Enterprise 2.0 project. From my [...]

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