Internal Communication 2.0 - Formanchuk & Asociados

More documents

Recommendations

Info

Internal Communication 2.0: A Cultural Challenge _______________________________________________________________________________ INTERNAL COMMUNICATION: FROM 1.0 TO 2.0 1.0 2.0 Information Dialogue Communication as a product Communication as a process Sender and receiver Communication prosumers Unidirectional communication Peer-to-peer comunication Descending and ascending paradign Networks Many affirmations Many consultations Blah, blah, bla h Listening to people a lot Data Significance The power of the megaphone The power of the neurons Vertical messages Horizontal chats Information monoblock Live communication networks A lot of passwords A lot of access Classified information Public and open information Maginot Line Google Reserving information Sharing dialogues Power of information Power of conversation Media focused on information spread Media seeking interaction “Bottle neck” Architecture of participation Broadcasting logic Decentralized interactions Information panopticon Public square for communications Egyptian pyramids Global networks Hatred of critism Celebration of dissent Fear of what is heard on the grapevine Celebration of conversation Big media Great people Version 0.1 – Alejandro Formanchuk 18
Internal Communication 2.0: A Cultural Challenge _______________________________________________________________________________ 5. Courses of action If I had to create a tag cloud for this text, the words which would stand out would probably be: active role – collective construction – sincere listening - decentralization – open mind and access – architecture of participation - willingness to talk – fluent interaction – public square - symmetry - collective intelligence – actors and authors – neuronal layout - equipotentiality Now I’d like to share with you some thoughts that cross my mind: 1. It’s not that easy to do internal communication 2.0 Implementing an internal communication 2.0 scheme is a big challenge because it implies reconfiguring the company culture, practices, powers, dynamics and ways of organization. Therefore, it’s “dangerous” to do it because it will cause stress and there will be dissidents, “insiled” (people who feel exiled within the same company), but also adepts. It’s not easy. Unless we just want to create blogs and wikis and open Twitter accounts. As Michel Houellebecq put it in his book “Platform”: “Things should be clear: life, as it is, is not bad. Some of our dreams have come true. We can fly, we can breathe underwater, we have invented electric appliances and computers. The problem begins with the human body”. Version 0.1 – Alejandro Formanchuk 19
Page 1 and 2: Internal Communication 2.0 A Cultur
Page 3 and 4: Internal Communication 2.0: A Cultu
Page 17: Internal Communication 2.0: A Cultu
Page 29: Internal Communication 2.0: A Cultu

Internal Communication 2.0 - Formanchuk & Asociados

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?