Log9 Learning from notes: Organizational Issues in Groupware Implementation

PART I

1. Metal models and structural properties significantly influence how groupware technology is implemented and used.
2. The findings suggest that where people's mental models do not understand or appreciate the collaborative nature of groupware, such technologies will be intepreted and used as if they were more familiar technologies, such as personal, stand-alone software.
3. Where the premises underlying the groupware technology are counter-cultural to an organization's structural properties, the technology will be unlikely to facilitate collective use and value.
4. Cognitive elements are the mental models or frames of references that individuals have about the world, their organization, work, technology, and so on.
5. How users change their technological frames in response to a new technology is influenced by (i) the kind and amount of information about the product communicated to them, and (ii) the nature and form of training they receive on the product.
6. If people have a poor or inappropriate understanding of the unique and different features of a new technology they may resist using it, or may not integrate it appropriately into their work practices.
7. Training users on new technology is central to their understanding of its capabilities and appreciating how it differs from other technologies with which they are familiar.
8. Structural properties of organizations encompass the reward systems, policies, work practices, and norms that shape and are shaped by the everyday action of organizational members.
9. The pyramidal structure and the hierarchical "up or out" career path promote and reinforce an individualistic culture among consultants, where those who have not yet attained principal status vie with each other to get the relatively few promotions handed out each year.

PART II

This paper explores the introduction of a groupware technology - Lotus Corporation's Notes - into one office of a large organization to understand the chages in work practices and social interaction facilitated by the technology.

The finding are that mental model and structural property are important elements which influence IT in one organization.

In mental model, regarding as cognitive elements, in Alpha was not performed well. They didn't communicatie about Note and train their workers. In structural elements, the Alpha didn't establish reward system, police and procedure of access. In addition, the firm culture and norms in Alpha were totally opposite to Note. Consequently, at the initial time when Note was launched was almost failure.

PART III

Topic: Organizational Issues

The communication of new IT is important. It's will influence the usage and notion of employees. In addition, the structure of a company is also an important issue. If the policy and culture do not fit the IT, the resualt of it won't be controled as the beginning as you thought.

PART IV

Although this paper didn't metion any knowledge management, but the purpose is the same as KM.

After I read this paper, I thought the culture in a organization need to change to fit the KM. But I remembered that couple weeks ago, we had an article about culture barriers. The conclusion was that there is no need to change culture to fit KM, but find the way to link with the core values. So, I reconsidered the paper we read this week, culture changing is not really easy, and may course some serious damage. Like the Alpha, it not suitalble to change their work style or to force them to share something. On the other hand, if they had found the core value and made the Note improve or fit it, Note could have been successful in another way.