Platt Perspective on Business and Technology

Creating value from constructive conflict 2: thinking through the creative commons as a practical, effective business resource

Posted in book recommendations, HR and personnel, strategy and planning by Timothy Platt on September 26, 2014

This is my second posting to a series on building and offering a creative commons as a safe place to share, explore, debate and argue the case for new proposed innovations and new ideas and approaches. And my orientation in this is on how a creative commons approach can be built into and supported by the underlying business model and by the ongoing commonly shared corporate culture that are in place (see Part 1.)

At the end of Part 1 I cited a predecessor posting that this series can be seen to build from: Connecting an Organization Together, Version 2.0. I wrote and posted that to go live on September 25, 2009 as one of my first postings to this blog as a whole. So with this posting set to go live on September 26, 2014 it can be seen as a fifth anniversary update to that one. And I offer this posting from the perspective of the rapid flow of change that has taken place in the business environment, and most certainly in information and communication technologies and in how they are seen and used as matters of routine expectation and both within and outside of the workplace. So my earlier posting here serves as a baseline and benchmark set point for this discussion, as do the key references that I cited there. In that regard I specifically cite:

• Bryan, Lowell B. and Joyce, Claudia I. (2007) Mobilizing Minds: creating wealth from talent in the 21st century organization. McGraw-Hill.

And I begin this posting by repeating a now dated line from my 2009 blog entry:

• “They (n.b. most business intranets) are one-directional resources for distributing information and policy to the troops by a central publishing, Web 1.0 model.”

That was still very widely true in 2009 but it is much less so now, as of this writing in late 2014. The past five years have seen fundamental change as web 2.0 interactivity have become the commonplace standard throughout the online experience, and for business web sites and for their inwardly facing intranets and for their extranets as well. And the proliferation of and widening of acceptance of crowdsourcing and other approaches to using this interactivity have made them standard and commonplace too. I am not trying to claim here that every business and organization has an effectively, widely interactive web 2.0 intranet now and even when they both offer intranet services to their employees and seek to enforce its use as a shared resource center. Web 1.0, central publishing model intranets still exist. They are just becoming more and more the exception as interactive resources become commonplace and accepted, and as I noted above both inside of and outside of the workplace. But that is about the technology and my goal here is to address the issues of more effectively building a creative commons into an organization from the levels of its underlying business model and corporate culture on out. And that can and in most cases should include providing and encouraging use of both online and distant, and direct here-and-now face to face options and resources.

And to put that into perspective, I would cite another point that I made in my 2009 posting. I wrote by way of example about how businesses would in effect seek to force their employees to use their 1.0 generation intranets by only providing key, required forms and other information resources through them.

• The challenge here is not in forcing employees to have to use the intranet, or presumably any more directly face to face resources for employees to come together through. It is in developing and offering resources that they can productively, effectively use and in ways that they would be drawn into wanting to use.

A creative commons can only work on a voluntary, collaborative basis and when it is desired and sought out by the people who could most effectively and productively use it. Adding in technology per se as support for this can only go so far in making that happen.

I am going to switch directions in my next series installment and look at these issues from the perspective of the business model and the corporate culture in place, and of how they impact upon and are in turn influenced by employees and their collective experience. Meanwhile, you can find this and related postings at Business Strategy and Operations – 3 and also at Page 1 and Page 2 of that directory. And you can also find this and related material at HR and Personnel and its Page 2 continuation.

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