C2: People differences. Theories and consequences Module: Communautés virtuelles, Agents intelligents

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KM-Master Course, 2005

Module: Communautés virtuelles,

Agents intelligents

C2: People differences.

Theories and consequences

Thierry NABETH

INSEAD CALT – The Centre for Advanced Learning Technologies,

Fontainebleau, France

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

People difference & implication

People are different:

personality, motives, competence, cognitive style (learning style, working style), culture, etc.

Implications (individual perspective)

How people fulfil Roles and responsibilities, how they are motivated the individuals, dysfunction, etc..

Implications on groups & communities

Group dynamics (competitive or collaborative)

diffusion of knowledge, ideas and beliefs

How to take into account people specificity in social digital environments?

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Some theories taking into account this difference

Psychological theories

Personality

Motivation

Age & experience

Cognitive styles

Gender

Etc.

Theories about groups, communities & society

teams work

innovation diffusion

social epidemics

culture (European latin, Asian, United State, etc.)

Etc.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Psychological theories

An individual perspective.

How people behave individually

Has implication on the interaction with others

Note: do people change over the time (biological or not?)?

Some theories:

Personality theories (Big five, etc.)

Motivation theories (16 basic factors, by Reiss)

Age & Experience (Andragogy by Malcolm Knowles)

Learning styles (Learning Orientations Model, etc.)

Etc.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Personality: Big Five

Description

Proposed by Costa & McCrae

People behaviours depends on the value of 5 independent traits.

Note: The traits are behavioural orientation since the context is also used when people act

The 5 traits:

Extroversion (Sociable / Reserved)

Conscientiousness (Self-disciplined / Impulsive)

Emotional Stability (Self-Confident / Insecure)

Agreeableness (Sympathetic / Cold)

Openness to Experience (Curious / Unimaginative)

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Motivation: 16 basic desires

Description

Proposed by Stephen Reiss (from statistical analysis)

People are motivated by 16 independent basic* desires.

Note: * Basic means they do represent self satisfying desires

The 16 desires:

Power, Independence, Curiosity, Acceptance

Order, Saving, Honour, Idealism

Social contact, Family, Status, Vengeance

Romance, Eating, Physical exercise, Tranquillity

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Age & experience: Andragogy & adult learning

Description

– Proposed by Malcolm Knowles

For Knowles, andragogy is premised on at least four (+1) crucial assumptions about the characteristics of adult learners that are different from the assumptions about child learners.

The 5 assumptions:

Self-concept: more self-directed human being

Experience: accumulation a growing reservoir of experience that becomes an increasing resource for learning.

Readiness to learn. The readiness to learn becomes oriented increasingly to the developmental tasks of his social roles.

Orientation to learning. immediacy of application and problem centred (versus subject-centred).

Motivation to learn: the motivation to learn becomes internal

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Learning style: Learning orientation model

Description

Proposed by several researcher and has its roots in

Neurosciences.

The Learning Orientation Model highlights the whole-person perspective as it presents ranges for four learning orientations

It is based on a three-factor construct:

Conative/Affective Aspects

Strategic Planning and Committed Effort

Learning Autonomy

The four learning orientations:

Transforming Learners

Performing Learners

Conforming Learners

Resistant Learners http://www.trainingplace.com/source/research/lomatrix.htm

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Sociological, group theories

A social & group perspective.

How people behave with others (role, leadership, etc.)

Implication on work, social network, etc.

Some theories:

Forming performing teams (Belbin)

Innovation diffusion (Everett Rogers)

Social Epidemics (Malcolm Gladwell)

Etc.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Team role: Belbin theory

Description

Proposed by Meredith Belbin

A team role is defined as:

“A tendency to behave, contribute and interrelate with others in a particular way.“

The eight roles individuals play in a team:

Plant (PL).

Resource investigator (RI).

Co-ordinator (CO)

Shaper (SH). http://www.belbin.com/belbin-team-roles.htm

Monitor evaluator (ME).

Teamworker (TW).

Implementer (IM).

Completer (CP).

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Innovation diffusion: Everett Rogers theory

Description

Proposed by Everett Rogers (originate from statistics )

People are different related to their readyness to adopt innovation. Important related to social networking.

The level of innovation:

Innovators (2.5%): venturesome, cosmopolite, networked with other innovators, financial resources, cope with uncertainty, ….

Early Adopters (13.5%): respectable, more local than innovators, strong opinion leadership.

Early Majority (34%): interact frequently with peers, rarely opinion leadership, long period of deliberation.

Late Majority (34%): adoption might result from economic/social necessity due to the diffusion effect, skeptical and cautious, ….

Laggards (16%): most localite, point of reference is the past, suspicious of change agents and innovations, few resources.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Social epidemics: Malcolm Gladwell

Description

Proposed by Malcolm Gladwell (the tipping point)

Gladwell explains that the power to start idea epidemics rests with the few, influential beyond their meager numbers, who are connectors, mavens and salesmen.

The influential people in spreading of ideas:

The Connector is someone who traffics in people, who has extraordinary social connections.

The Maven is someone who traffics in information.

The Salesman is someone who can win over those who are on the sidelines.

http://carquinezreview.com/Columns/Articles/connectors_%20mavens_salesmen.htm

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Cultural differences

Description

People adhere in their life to different cultural values such as:

Individualism / looking for consensus; honour; etc.

Gender issues

• Theories:

Sociology:

Common ground Theory

Psychology & cognition:

Cultural psychology. (e.g. the work of Richard Nisbett)

Management

Cross-cultural research

Anthropology:

Theories about the structure of power. (for instance the theory of the Big Man)

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Cultural differences. Illustration

Some books by Richard Nisbett:

The Geography of Thought: Why We Think the Way We Do

“The Geography of Thought shows that East Asia and the West have had different systems of thought, including perception, assumptions about the nature of the world, and thinking processes, for thousands of years.

Ancient Greek philosophers were "analytic“. Psychological experiments show the same is true of ordinary Westerners today. Ancient Chinese philosophers and ordinary East Asians today share a "holistic" orientation.

Differences in thought stem from differences in social practices, with the

West being individualistic and the East collectivistic”.

Culture of Honor

Culture of Honor shows that the U.S. South is more violent than the

North. The greater violence is limited to situations where there has been an insult or a threat to home or property. Laboratory experiments show that southerners respond with more anger and greater increases in testosterone and cortisol levels when insulted than do northerners and surveys show they feel that violence is an appropriate response to insult or threat to property.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Cultural differences. Illustration (2)

Article by Michael Segalla:

E-mail : le comportement des managers européens

In Les Echos. L'Art du management - 4/10 : Maîtriser le choc technologique - 03/11/2005

Dimensions that have been observed

long and unclear emails:

spanish and italian concerned.

French and German less concerned

emails that are irrelevant for the receiver

badly written emails

Badly perceived by Germans, spanish & italians

More accepted by frenchs

reading the email as soon as it arrives.

etc.

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

Integrating people specificity in social digital environments

Elements.

Motivation, Autonomy,

Roles,

Translucence, (trust and reputation), support of empathy

Personalization,

etc.

Applications

Blogging,

virtual communities

wikis,

Forum,

Recommanders systems,

Class discussion

«MASTER MANAGEMENT ET INGENIERIE ECONOMIQUE»

Spécialité: Projet innovation conception, option gestion de la connaissance

Module: Communautés virtuelles, Agents intelligents

Thierry Nabeth, 2005

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