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I posted a while back about the way we tend to create knowledge silos in social media, giving the example below of knowledge related to BP during the oil spill.

I looked at the BP corporate site and the Boycott BP site. Two more polarised communities it would be impossible to find, although conversations within the communities on both sites were focused on the same topic. Both sites were full of conversation about the Gulf of Mexico Oil Spill, and BP’s role in the spill and the clean-up. While the BP America community were talking about the technical details of the clean-up and the unprecedented resources and skills being deployed by BP, the Boycott BP community (more than 30 times larger than the community on the BP America site) were sharing horror stories about alleged breaches of safety and responsibility  ...... There was no dialogue - just a parallel separate pair of incompatible group monologues; loads of opinionated people agreeing with each other.

I went on to talk about how this development (largely driven by comfort and self-esteem) creates group-think, which is a kind of knowledge bubble. As I pointed out in my blog post on bursting the knowledge bubbles, this is a very dangerous situation. It has been argued that knowledge bubbles may have been behind many disasters, such as the lack of recognition of the imminence of Bin Laden's plans to attack the USA, for example.

Now it seems these bubbles are getting worse. In the UK Sunday Times yesterday, Bryan Appleyard (one of my favourite journalists - very perceptive, very articulate) reviewed The Filter Bubble - what the Internet is hiding from you. This book talks bout how search engines and social network sites increasingly send you results and notifications which are tailored to their view of what interests you. This is driven by your search history and by the groups you already belong to, so increasingly these results are becoming less and less objectives. The author gives this example (to me - strikingly familiar):

"While the BP Oil Spill was in progress last year has asked two friends to type "BP" into Google. One got investment information on the front page; the other news of the spill"

There were other filters mentioned, such as the way Facebook sent him news from his liberal friends (having identified him as a liberal" while filtering out news of conservative friends.  To some extent, it may be useful to be fed information that interests us. The danger comes when it reinforces the knowledge bubble, and we are fed only messages that we are expected to agree with. As Jaron Lanier, author of " You are not a gadget " says:

"People tend to get into this echo chamber where more and more of what they see conforms to the idea of who some software thinks they are".

So not only do people create silos and knowledge bubbles on social media, the personalisation capability of software may reinforce those bubbles. 

As knowledge managers in business, we need to recognise the risk of knowledge bubbles and echo chambers, specifically of making wrong decisions because we don't have a balanced view (see Deadly Decisions - how false knowledge sunk the titanic ... for scary examples). I reiterate what I said below in the group think post:

"We cannot afford plural communities covering the same topic. There needs to be one community covering knowledge management, not 100. There needs to be one community covering oil-spill recovery, not two highly polarised ones. Then within each topic, disagreement needs to be sought and explored, in service of finding the truth. This is part of the role of the community facilitator - the role of allowing a diversity of opinion, and promoting and facilitating the dialogue that allows this diversity to be explored and resolved".

And to this I would add

"We need to be very careful of personalised search results which verge towards subjectivity. Wherever possible, a person should receive all search results relevant to a topic, whether they support the current viewpoint of the searcher, or are diametrically opposed".

It is only by seeing all sides of a question, that we can hope to come to knowledge of the truth...

 

nick milton - entreprise collaborative - ecollab contributeurDr. Nick Milton is a director and co-founder of Knoco Ltd - a Knowledge Management consultancy comprised of seasoned knowledge management practitioners, mentors, and coaches. Knoco Ltd have been in business since 1999 – probably Britain’s longest established Knowledge Management consultancy.

Prior to starting Knoco, Nick spent two years at the centre of the team that made BP the leading KM company in the world, acting as the team Knowledge Manager.

Working with Knoco Ltd, Nick has been instrumental in developing and delivering KM strategies, implementation plans and services in a wide range of different organizations. He is the author of “The lessons learned handbook” and “Knowledge Management for Teams and Projects. He has published many articles and Masterclasses in the KM press.

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Communications Technologist
written by Craig Taylor , July 07, 2011
I'm (unfortunately) in complete agreement with Michael Kiffmeyer (previous comment). I work in an incredibly regulated, safety conscious, potentially very dangerous industry and within my organisation find that our management systems information is awash with critical information that is unsearchable due to the poorly functioning intranet that it resides in.

Couple that with a baby boomer heavy workforce that we don't as a matter of course tap into for information and once again we are adopting this 'silo' mentality that Michael describes so well.
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Senior Business Development Manager
written by Michael Kiffmeyer , July 01, 2011
This phenomenon not only happens via the internet but inside of the various corporations we work with. It never ceases to amaze me how so many large organizations do not know how to access the knowledge they have. More times than not the left hand does not know what the right hand is doing. Couple this with the still existent "silo-type" thinking and it creates real communication problems in any organization.

The challenges and opportunities within the capturing of knowledge and using that knowledge as an operational and competitive advantage is great. Worker and leaders need to be knowledge driven and not task driven to succeeded in the years to come.
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