Dans le cadre de notre Recherche et Développement, la société recherche des Batracien Avertis et au fait des compatibilités sentimentales entre différentes technologies. Savoir-faire exigés : valeur, respect, humanité, coasser gaiement avec des experts en XHTML. Un seul objectif : rendre un forum technique joyeux. Forum extrêmement pointu sur la cohabitation technologique (CityDesk, ASP, PHP, XHTML, XML). Louer les meilleures contributions pleines d'acronymes valides pour monter une base de données de FAQ dans une Table des Matières Sans Tableaux.

Exigences :

• 1 an et + d'expérience d'animation de Carnet Web Personnel avec CSS et commentaires.
• Maniaque des standards du Web.
• Amoureux des normes comme le XHTML 2
• Répondre au FAQ sur le Web Sémantique. Ignorer les auteurs d'articles traitant du "Web s'Aime Antique".
• Fréquentation matinale ou nocturne des forums techniques sur des bases clients
• Capable de Célébrer les Contributeurs et d'ignorer les Trollers.
• Français et Anglais courant. La maîtrise d'autres langues vivantes comme le Corse, Breton et Basque sont un plus.
• Goût pour la Traduction bénévole, les Synthèses en 10 points-clés et les articles inférieurs à 1000 mots.

Collaboration, suddenly, is cool. (lien original - DarwinMag)

The promise is enticing: Get employees working together online to solve problems faster and become more responsive to customer needs. Perhaps save on travel and communications costs in the process.

"Collaboration has definitely become one of the big buzzwords for 2001," says Bard Salmon, president of Cambridge, Mass.-based RealityWave, a company that makes software to facilitate the sharing of large engineering drawings and images of other 3-D objects over the Net. "C-level executives seem to just want to check the box off and say, 'Yeah, we're collaborating.'"

Almost any tool that supports information sharing inside and outside a company's walls has the potential to deliver value. Collaborative tools on the market today make it easy to coordinate large groups by enabling members to post questions, work jointly on documents, schedule meetings and track progress toward goals. But not every company is positioned to take advantage of the tools. The danger for many is overspending on collaborative technologies without making the cultural and organizational adjustments necessary to derive any benefit from them.

"There's too much emphasis on what the tools can do and not enough emphasis on the people who use the tools," says Will Calmas, a psychologist who founded the consultancy Calmas Associates in Boston. "Collaboration software just won't work if you don't have a corporation that encourages people to work together."

That's a long leap for many companies where individuals are rewarded for controlling knowledge and highlighting their own achievements, not for sharing knowledge and focusing on team accomplishments.

It's impossible to prescribe a specific series of adjustments that will transform a company's culture from individually oriented to collaborative. That's as much of a challenge as giving Van Gogh, Matisse and Rembrandt instructions on how to paint a house together and arrive at a unified aesthetic. The following are 10 recommendations for getting employees to adopt collaborative tools and use them in an effective way.

1. Start small. Collaborative technologies shouldn't be dropped on employees like an anvil from above. "At a big company like Ford, you run the risk of being the flavor of the day if you introduce it all at once," says Kelly Vela, a program leader at Ford's Leadership for the New Economy program, which uses a collaborative tool called eRoom to train managers. Employees go through the program in groups of about 30, and once they are comfortable using eRoom, they bring it back to their "home" departments.

2. Find a champion. "You need a visionary—someone who sees what this tool can do for the company and is willing to stick his neck out and try it," says Salmon at RealityWave. The tool's champion will identify other willing users and build an initial team to test the technology in a real business situation. The champion can be an individual or a small select group. That's what happened at Shell International Exploration & Production, says Arjan van Unnik, a founding member of Shell's New Ways of Working group. The initial teams that used software from SiteScape, a Maynard, Mass.-based collaborative software vendor, were groups of several dozen people spread around the world who benefited from being able to work together freely over time and geography.

3. Pick a real problem. "You can't just start [using a collaborative tool] and see where it goes," says Jeffrey Beir, president and CEO of eRoom Technology, a Cambridge, Mass., software company. "You need grounding in an important business objective that needs to get done." Tackle a new product being developed or a big proposal being written, and get the team working on it to test the collaborative software.

4. Fill the space. The online collaborative environment won't be very enticing if it starts out empty. No one wants to be the first to post a message, add an event to the group's calendar or deposit a working document. Tim Butler, SiteScape's president and founder, recommends having a team member who serves as a kind of gardener, planting some important information in the online environment before the team gets started and keeping it pruned as time goes on.

The gardener needs to make sure that team members are posting all relevant information to the forum rather than simply e-mailing it to one another. He also ought to seek out "exclusives"—information that can't be found anywhere else—for posting. It's also crucial for employees to find the freshest information online rather than via interoffice memos or another channel.

5. Prod employees to participate. After a few initial interactions with the collaborative system, it's not unusual for employees to drift away. One antidote is to give team members an update on what's happening in the online forum. At Shell, everyone who uses the system gets a periodic e-mail synopsis of the questions being asked and the issues being addressed online, with a URL link to the items being discussed.

6. Promote the benefits. It's natural for employees to resist change. Proponents of collaboration in big companies need to talk about the problem-solving power of working together. "There's still resistance, but we talk about the benefits at meetings and in newsletters," says Chip Yonkee, manager of e-business at Siemens Energy and Automation in Alpharetta, Ga. "The old way was that you'd spend two hours looking for a file on a server somewhere. The new way is that you can find that information easily online and solve your problems more quickly with help from your colleagues."

7. Celebrate the experts. It may be counterproductive to reward employees for participating in collaborative efforts. "If you offer a bottle of whiskey for every 10th answer to a question, then the value of the community goes down, because the loudest participants are the ones who want free whiskey," says van Unnik at Shell. Psychologist Calmas says that the best incentives for fostering collaboration are "verbal praise, the thrill of making a contribution, working in a productive group and having your ideas appreciated." Rather than punish employees who don't participate in the collaborative environment, celebrate the contributions of those who do.

8. Don't be safe. Allow controversial debates to brew in collaborative areas—otherwise people will avoid having any substantial conversations there. "The stuff that gets people most engaged is the controversial stuff," says Yonkee at Siemens.

9. Let the users rule. "If you put one of these [collaborative] tools in place you have to trust your employees to take the system and mold it to the style and culture of their department," says Dave Griffin, director of corporate technology at SiteScape. "They may not be using it the way you intended them to, but you have to let it play out a little bit. You can't work it all out in advance."

10. Measure the effect. Collaborative tools will be adopted more widely within a company and their use will become more routine if employees and executives understand how much time and money they save—and the savings can be dramatic. For example, at some companies, collaborative technologies have reduced the length and number of meetings. At Shell, van Unnik figures online collaboration saved the company at least $237 million in 2000. "We only counted clear examples of where we'd earned money or reduced cost by increasing [oil] production or solving problems that are impacting production."