HERE AND NOW - Formanchuk & Asociados

More documents

Recommendations

Info

Internal Communication 2.0: A Cultural Challenge_______________________________________________________________________________e. Interaction:2.0 involves an interactive communication where staff has the chance to create,share and take part in contents under a network paradigm or environment and notsimply under an ascending-descending bidirectional paradigm.That is the reason why an internal communication 2.0 scheme requires a designwhich is not focused on strengthening or multiplying the capacity to spreadcontents but on maximizing the interaction.There is a change from broadcasting content from a platform to spread contents tothe creation of a public square which encourages decentralized, multidimensional,multi-hierarchical and free dialogue.f. Collective Construction andCollaboration:We need to accept that good ideas come from anywhere. Yes, especially from the“bottom” of the pyramid.Internal communication 2.0 is consistent with the cooperation in the openpreparation of contents under a “Wiki” model for instance. And this requiresmany things. First and foremost, leaders need to validate the fact that certaincontents may be produced by people who are not at the top or in the centre ofthe pyramid and that “meritocracy” outweighs formal hierarchy at the time ofvalidating participations.The challenge is to organize diversity, to articulate the differences and to getmicro-actions or ideas together before they are dissolved.The benefit: to strengthen collective intelligence and to change from impliedknowledge to expressed knowledge.Alejandro <strong>Formanchuk</strong> 16
Internal Communication 2.0: A Cultural Challenge_______________________________________________________________________________g. Listening, replying and taking action:In a 2.0 model, expression is the main value. When companies adhere to thisculture, they minimize the logic of “broadcasting” and get ready to listen to thestaff because they are really willing to know what they think. They also take onthe responsibility to reply to whatever is said and, most importantly, to dosomething about what they hear.A typical counter example: a company creates an internal blog because they areeager to know what the people think. Everything is fine until criticism arises.What happens in 90% of the cases?a. They don’t replyb. Those messages are erasedc. There’s a witch hunt to find out who wrote those messagesd. The blog is shut downh. Respect and ego reduction:Good Communication is only possible when people respect and value each other.Ans this is the mantra of communication 2.0, either internal or external.Here’s an example:In a company we suggested that the “Customer Care Manual” should be preparedby the employees under a Wiki model where everybody could give their ideas andwhere the best ideas would be chosen regardless of the author’s formal hierarchy.We faced a really big challenge (see point 6): get the leaders to accept and believethat the people who dealt with customers were smart, knew a lot, knew evenmore than them (that turned out to be heretic on my part and I was almosthanged!) and therefore, they were encouraged to do the following:Alejandro <strong>Formanchuk</strong> 17
Page 8: Internal Communication 2.0: A Cultu
Page 11 and 12: Internal Communication 2.0: A Cultu

HERE AND NOW - Formanchuk & Asociados

Create successful ePaper yourself

Delete template?

Save as template?