(Danke @Angie für den Input)

Quelle Wikipedia:

“Dunbar stellte einen Zusammenhang fest zwischen dem Gehirnvolumen von Säugetieren (Anteil des Neocortex am Gesamtcortex) und der maximalen Gruppengröße, in denen diese Säuger jeweils leben. Das Verhältnis dieser beiden Größen wird Dunbar-Nummer (Dunbar’s number) genannt. Für den Menschen liegt diese Zahl bei knapp 150.”

“Dunbar has argued that 150 would be the mean group size only for communities with a very high incentive to remain together. For a group of this size to remain cohesive, Dunbar speculated that as much as 42% of the group’s time would have to be devoted to social grooming. Correspondingly, only groups under intense survival pressure^{[citation needed]}, such as subsistence villages, nomadic tribes, and historical military groupings have, on average, achieved the 150-member mark. Moreover, Dunbar noted that such groups are almost always physically close: “… we might expect the upper limit on group size to depend on the degree of social dispersal. In dispersed societies, individuals will meet less often and will thus be less familiar with each, so group sizes should be smaller in consequence.” Thus, the 150-member group would only occur because of absolute necessity, i.e. due to intense environmental and economic pressures.”

.. and do we know what we don’t know?

More: http://www.research.ibm.com/journal/sj/404/prusak.html

“Flexibilität wird gelebt und eingefordert. Sie eröffnet unendliche Gestaltungsfreiräume, sie verlangt vom Einzelnen aber auch mehr Eigenverantwortung. Die Trendstudie, die das Trendbüro für das Personaldienstleistungsunternehmen randstad durchgeführt hat, thematisiert die gesellschaftliche Bedeutung von Flexibilität im Spannungsfeld zwischen Müssen, Können und Wollen.”

“- Der Beständige empfindet Flexibilität als gesteigertes Maß an Komplexität
– Der Angepasste betrachtet sie als Notwendigkeit zur Existenzsicherung
– Für den Enthusiasten bedeutet Flexibilität Gestaltungsfreiheit”
(via Trendbüro)

Download der Studie

“For a brand to come to life with customers, the organization must be internally aligned to deliver the brand promise through the organization’s culture, reward systems, key success activities and structure. In other words, employees must ‘live’ the brand values in their day to day interactions. And, management must demonstrate their commitment to these values through behavior as well as corporate communications, demonstrating sincerity–not just rhetoric.”

Key points:

• Use internal communications effectively to raise employee morale and commitment through the shared beliefs and vision
• Give managers and staff a deeper understanding of the brand promise and the behaviors and values the promise demands – and train them to adapt their behavior
• Enable all employees to understand how their own work processes and responsibilities contribute to delivering the brand promise to customers
• Change company policies, e.g., recruitment, training, rewards, so that the organization is also behaving in line with its brand promise. The cover diagram shows how the alignment process works to deliver strong brand performance. When employees understand and accept that the values are genuine, they align their attitudes and behavior to the brand values. The result is greater satisfaction for both customers and employees, leading to employee and customer preference and loyalty

Source: Aligning Your Organization and Brand for Performance, Interbrand Insights, 2001

Branding from inside out:

• Step 1: Synchronize Your Brand Personality, Values and Corporate Culture
  Your marketing team should be working closely with your Human Resources team to ensure that the common values of your company internally and externally are in sync.
• Step 2: Get Your Employees Behind Your Brand
  Align your criteria for recruiting and rewarding employees with the criteria of the brand value. Look for the right skills and aptitudes that will represent your brand promise effectively.
• Step 3: Reinforce and Repeatedly Explain Brand Values and Behaviors
  Use your internal communication to reinforce and explain the values and behaviors that reflect your brand promise. Continuously do this until they become second nature.

Source: http://marketing.about.com/od/marketingyourbrand/a/internalbrand.htm

Oh, another term of the day: Stigmergy: stigma (sign) + ergon (action). Wikipedia explains it: “Stigmergy is a method of indirect communication in a self-organizing emergent system where its individual parts communicate with one another by modifying their local environment.”

This reminds me of my formerly published posts about Emergence and perpetual novelty in complex adaptive system
and The role of leadership in emergent systems.

Let’s think about how we could adapt these thesis for business communication *leila_is_thinking*…

Das Programm ist beinahe komplett und klingt einmal mehr äusserst spannend (leider kann ich selbst nicht teilnehmen).
Schade, hätte gerne den Referaten der mir bekannten Gesichter persönlich gelauscht, wie z.B.: 

• Effiziente Realisierung von komplexen Intranets mit der Entwicklungsmethode Scrum (Dr. Bernd Schopp, namics ag)
• Zielgruppengerechte Organisation von 2 Mio. Informationsobjekten und Integration von bedürfnisgerechten Collaborations-Tools bei Manor (Laurent Dieterich, Manor AG)

•  Strategic Intranet Management through value-based Key Performance Indicators (Jane McConnell, JMCnetStrategy)

• Effizientes Redaktionscontrolling als strategischer Beitrag zum Qualitätsmanagement des Intranets einer grossen Krankenkasse (Saim Rolf Alkan, aexea communication. content. consulting)
• und natürlich Stephan Schillerwein.

Bei Anmeldungen bis zum 29.02.2008 spart man übrigens knapp 50%!

(Via http://www.intranet-matters.de/node/358   )
 

Interesting, even not very new statement concerning - they call them “info-entials” (25-34) :

“Share your content with your employees, passionate consumers,
and bloggers, allowing them to co-create, repurpose,
and improve their knowledge through dialogue. Change your
tone from one that pronounces to one that invites participation,
ceding some control in return for credibility. (Read more…)