While watchers are still unsure of when winter in full force will actually descend upon the realm of Westeros, there can be no doubt that social media however is already upon us in the workplace. However talking around social media in business is equally as difficult to industry amateurs as coming to terms with the language and names of the beloved Game of Thrones. With this difficulty in mind social media experts such as Cook and ‘Cisco’ have created theoretical frameworks labelled the 4 C’s and S.O.C.I.A.L to help us better understand the way in which businesses use social media.
Cook’s 4 C’s
Niall Cook has provided social media terminology and definitions for the inexperienced to help them understand the place of social media in organisations. To do this he has generated the concept of Enterprise 2.0, which is the actual application of social software in the enterprise that stems from Web 2.0 but is specific to helping determine the social tools that fit with your company culture. Confused yet? Layman’s terms = using the 4 C’s framework shows a business which social media they need to use internally within their business. The 4 C’s are as follows:
- Connection – refers to the networking technologies in order to allow participants to make connections both with other participants and content.
- Collaboration – refers to the collaboration tools which encourage collaboration and participation with others on particular problems in both direct and non direct ways.
- Communication – refers to social communication platforms that allow participants to converse with each other through the likes of text, voice, video, image or a combination of them all.
- Cooperation – refers to sharing social software that enables participants to share knowledge and information in structured or unstructured ways.
The relationships between these four C’s are critical for social media / networking in business as they provide the company with the correct social software necessary based on the action involved to enhance the companies company culture which increases functionality and efficiency.
Cisco’s S.O.C.I.A.L Approach
“Change is the only constant”
– Cisco, where they are so aptly describing the current state of social media. They explain how social media has changed the way consumers engage with a brand and even the purchasing process as they now use social media to gain information, evaluate through their peers and share their experiences. All which leads to infinite opportunities when communicating with consumers. Cisco in their Social Media Playbook, describes how they as an organisation approach social media, that being S.O.C.I.A.L: Scalable, Open, Consistent, Intuitive, Active and Limitless in all their dealings with social media. Employees are encouraged to engage in social media, either on behalf of the business as social media account managers or as themselves, as long as they adhere to the S.O.C.I.A.L guidelines the company wants to portray.
PKN’s and SKN’s
Okay, if you are following so far good job! If your face just grimaced at the last title, fear not, I’m about to break that down.
PKN’s (personal knowledge networks) is a term coined by researchers with regards to inter-firm knowledge between organisations.Individuals with collected knowledge form a network in order to deliberately create and maintain knowledge as a currency as they progress through their lives. In a business context, organisations can develop these networks so that individuals can help provide answers to others questions and who can help them answer questions of their own.
SKN’s (social knowledge networks) as described by Gorman and Pauleen (2011) are professional relationships that often require elements of building personal relationships as well.
For businesses it is important to not overly constrain the interaction
among employees so as not to discourage the building of this personal and social knowledge networks. This relates directly to the management of the business and promotes “a style of management of employees which allows more freedom within the system” (Gorman and Pauleen, 2011, p. 124).