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<item><title>Article:<i>How emotional are your business goals?</i></title><link>http://www.managementsite.com/504/Corporate-blogs-communication-website-business-goals.aspx</link><description><![CDATA[Corporate blogs are like the corporate polls and forums from the haydays of the internet revolution. These were short lived hypes, well marketed by IT-vendors. What binds all these gimmicks is their lack of practical purpose other than the seemingly never ending quest for interaction amongst communication advisors.]]></description></item><item><title>Response: How emotional are your business goals?</title><link>http://www.managementsite.com/content/html/116.asp?rid=3902&amp;aid=504</link><description><![CDATA[Reading your response, Luc, I'd like to clarify some of my writing. I think you paraphrased it quite nicely until you hit the core of my contribution, as follows: 

"Those in charge should prevent nonsense blogs and promote sensible ones. Corporate blogging needs a sense of business motivated direction, which - in Peters reasoning - should come from management. [...] However, convincing the owners of online communication tools to set specific goals and targets for online communication is another issue to manage."

Well, that's not quite the point I wanted to make. In fact, absence of specific goals and targets for online communications really isn't the illness that needs a cure here. If you think that such goals and targets would do the job, think again. You'd also need regulations and control. Think about that. Wouldn't that only add to the far-too-many micro-management activities that are already suffocating employees and burning managers out?

Don't treat the symptoms, treat the illness.

It's the way in which most people in such organizations are undervalued, imprisoned, stifled, de-motivated and under-used that is the real illness to be cured here. Nonsense blogging (or Emergency Valve blogging as I would rather call it) is only one of the many symptoms that go with management's failure to really involve people in their tasks, their team goals and the company as a whole. There are many more symptoms, such as lack of bottom line results, low morale, high absenteeism due to illness, lack of loyalty to the company and unwillingness to allow for and support change. Like unproductive blogging, these symptoms can only be treated if the underlying illness is cured. 

The illness, then, is that in these organizations people are not involved in defining the company's core drivers like purpose, values, goals and way of doing things - as a result of which they cannot relate to these important drivers from their own personal drivers (personal purpose, values, goals and competencies). How can people be expected to refrain from senseless activities if they are not motivated from the inside out to contribute? How can you expect people not to take on blogging as an emergency valve, an improper way to make themselves feel heard and important, if management fails to give employees the responsibility to define for themselves how their personal skills and talents can be best put to work for the company? 

People need to be able to find and express their "Voice" - their uniqueness in talents and personal drive. If they cannot do so in a way that they themselves see as meaningful and productive, they will put up with a meaningless, unproductive way to find and express their "Voice". Some of them will keep this up for a long time, due to lack of awareness or to fear of change. Others may sooner or later realize that their working environment is an insult to human worthiness and dignity, and either quit or become the kind leader that others can take an example by.

So, if you can accept the value in these remarks, then you can see how your next paraphrase wonderfully adds more value to that, as you wrote:

"This needs leadership on an even higher level in organizations." 

Leadership is the key, indeed. However, it's not "...awareness with current online trends..." that is too scarce on higher corporate levels. It's awareness and understanding of the wonderful possibilities and impossibilities of the human spirit that seems to be scarce. It's not just the right level (position) of leadership we're looking for here, it rather is the level of awareness and vision of the top leadership that is challenged.

Luckily, I see some signs that this is changing. More top executives than ever seem to be looking for ways to fully involve human potential. They understand that if they want to facilitate meaningful, productive and challenging communications among employees, they should not implement any tool for communications unless they have made sure that people have meaningful, productive and challenging jobs, the meaning and practicality of which these employees want to share and develop through it.

Don't expect the top leaders of a company to get acquainted with, and decide on the use of, trends in communications. That's just the HOW-part of it. Not they, but IT-experts and their managers are paid for that. It's the top executive level, however, that should decide on the WHY and WHEN of this idea first.
]]></description></item><item><title>Column: The Secrets of Office Design</title><link>http://www.managementsite.com/content/html/276.asp?cid=688</link><description><![CDATA[If you ever want to spark an interesting conversation with an intelligent person ask them about office design.  Many people know from their own experience that the office environment has an impact on their effectiveness.  They wonder about how much more they could achieve if conditions were ideal.  

The first thing you may ask is "What does this have to do with HR?"  And indeed, this is the problem with the whole topic.  It doesn't fall neatly into any one department except maybe facilities management.  But facilities management is typically more concerned with cost and administration rather than the social and physiological impact of the workspace on knowledge workers. My view is that as soon as you are talking about social and psychological issues you are talking about HR.  There is a compensation department and a training department, perhaps there should be an office design department as well. Since it is unlikely that you have the budget for that, it would be a good idea to have a least one person develop expertise in this area.

I'm not suggesting that HR start saying, "Let's change the layout of the IT department."  This sort of change must be lead by line management.  But when the IT manager is struggling with productivity or creativity or retention, HR should be able to talk knowledgably about how office design might help.

There are many different aspects to office design. One of the most important is how office layout affects social interactions.  You can read about this topic in The Social Life of Information by John Seely Brown and Paul Duguid.  The most important idea is that people need to be physically close together to share ideas.  A very simple, but very important, example of this is that in call centres, workers should have long phone cords.  Now, I'll bet you have never considered long phone cords to be part of HR but they are.  When a call centre worker has a long phone cord they can wheel away from their screen to help a co-worker.  For this to work best, inexperienced employees should be sitting near ('near' meaning within the length of a long phone cord) an experienced employee.  This facilitates a kind of on the job training that is far more effective than most classroom learning.

The other major social aspect is that knowledge workers need to bump into each other in casual circumstances to share ideas.  Many high-tech companies have adopted these ideas and designed coffee lounges with whiteboards to encourage unstructured meetings over coffee.  When Ron Dembo, who is now CEO of Zerofootprint, launched his previous company Algorithmics he insisted on building a spiral staircase to join all seven floors. Beside the staircase there were places where people could stand and have coffee.  It was a battle to get that kind of investment since obviously in the early days of a company cash flow is tight, but it created an enormous amount of informal collaboration.

On the psychological side the right kind of working environment can facilitate concentration and creativity.  In fact, some would argue that it's not so much psychological and physiological.  Leif Edvinsson, famed for his work on intellectual capital, is interested in how certain frequencies of sound relax us. He has even looked at the idea of a sound shower—that will bathe knowledge workers in soothing sounds.  The architect Christopher Alexander, one of the greatest thinkers alive today, has argued that the impact of beautiful, living spaces is not just psychological but physical, and essential to our well-being.

In the core HR areas like compensation, training or recruitment I can advise you on some specific things to do.  In this new area I’m afraid I can't do much more than intrigue you with possibilities.  However, the newness of this area should appeal to HR leaders.  We are unlikely to get a competitive advantage from a well-known subject compensation. We are more likely to make a big difference for our companies if we pioneer new topics like office design.  It's a subject worthy of your attention.

David Creelman is CEO of Creelman Research providing writing, research and commentary on human capital management.  He works with a variety of academics, think tanks, consultancies and HR vendors in the US, Japan, Canada and China.]]></description></item><item><title>Response: The Secrets of Office Design</title><link>http://www.managementsite.com/content/html/276.asp?cid=688#reactie798</link><description><![CDATA[Klaas-Pieter, and anyone else who is doing research on the effects of office design, let me know your results so we may publish them in Pi Project & Interieur. Our magazine reaches architects and interior architects in Begium and the Netherlands. You can send your press information to redactie.pi@interieur.net.

And regarding Call Centres... did you know there is one in Switzerland where the ceiling consists of a lighted glas pane decorated with a blue summer sky with a few white clouds? I bet that affects the people working there in some way...]]></description></item><item><title>Events: A simple brand health check</title><link>http://www.managementsite.com/content/html/607.asp?wpid=178</link><description><![CDATA[As more and more media players surface, fewer and fewer consumer dollars are available to share among them. The result? Marketers make branding compromises in a desperate attempt to hit revenue targets. 

More and more examples of brands whose builders appear to be systematically forgetting some fundamental brand-health issues and diluting their brands' position as a result. You'll have the chance to check out how well you've been concentrating on your brand. 
 
<b>1. Key message </B>
According to all your stakeholders, your brand needs to communicate a host of things via its site. But tell me, is your core message clear to your Web site's audience? What three key messages should your site's visitors take away with them after having spent 10 minutes on your site?
 
<b>2. Consistency </B>
Consistency is especially important when it comes to navigation. You should ensure that your brand's core message is reflected consistently in your site's navigation, that consumers can rely on your communications consistency to navigate their way from page to page, from your real-world store to your site, from your cell phone strategies to your site, from your catalogue to your site, and so on. In short, ensure that your consumer, at any point on your brand's communications continuum, knows without any doubt where to go and why to go there. 

Another point: consistency is a fundamental branding requirement in every facet of your interactions with the consumer. Consistency ensures synergy between the brand's message across all media channels. How consistent is your brand's Web site message (its voice and utterances) with the message it promulgates in the stores? How consistent is your television message with its radio exposure? With its coverage in catalogues? Can you claim that at least 50 percent of the message -- its tone and its content -- is consistent across media channels? If yes, you're on the right track.
 
<b>3. Synergy among media</B>
Are the many media channels you deploy in your branding strategy coalescing and co-operating harmoniously? How successfully does your strategy refer customers from your stores to the Web, from the Web to the cell phone, from the cell phone to the stores... Can you claim that at least 70 percent of your media channels are working consistently with each other in exposing your brand to the consumer -- and vice versa?
 
<b>4. Listening, learning, and reacting</B>
A priority very close to my heart is that a brand not only "talks" but also "listens," "learns," and "reacts." Brands that are able to listen to consumer information, learn from the data, and react with the consumer intelligently will be winners (as I explain in Clicks, Bricks & Brands). Test your own brand. Assess how good you, as the brand-builder, are at listening to your consumers, capturing relevant information about them, learning from the data by mining the tons of information you gather and analyzing it -- and by reflecting your findings in intelligent one-to-one dialogue with the consumer. If you assess your ability to build your brand in this responsive fashion at around 5 out of 10, your brand is well on track.
 
<b>5. Tone of voice</B>
The tone of voice your brand adopts reflects two things: your ability to convey your brand's spirit and personality in written and verbal communication; and your ability to pitch your communication style appropriately for your audience. Too much information can complicate the language, destroying its ability to define the brand and defusing its core message.

Pick five of your site's pages at random. Now ask an independent person in your audience to read them. His task will be to tell you whether the five pages manage, individually, to target his consumer needs and whether he believes the five pages are consistent with each other. In this part of the test, I'm afraid you'll need a score of 100 percent -- five out of five -- to pass. 


Source:<a href="http://www.marketingtribune.nl"> MarketingTribune</A>
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