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	<title>Relationship Management Institute</title>
	<link>http://www.relationshipmanagementinstitute.com</link>
	<description>Enculturing Soft Skills for Social Commerce</description>
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		<title>Civility and Social Capital</title>
		<description><![CDATA[
			&#8220;So let us begin anew &#8212;- remembering on both sides that civility is not a sign of weakness, and sincerity is always subject to proof.&#8221; ~ John F. Kennedy Civility is defined as &#8216;Formal politeness and courtesy in behavior or speech&#8217;.   Civil society, civic culture, and social capital are all important for strengthening democracy [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2012/01/civility-and-social-capital/</link>
			</item>
	<item>
		<title>From Silos to Social: What engaging workers really means</title>
		<description><![CDATA[
			As social business gathers momentum through enterprise adoption of social technologies, the inevitable shift to breaking down organisational silos towards a more social organism will become evident. This will create opportunities to do things differently, as three generations of workers collide in the workplace. The legacy of silos causes many problems in terms of knowledge [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2012/01/from-silos-to-social-what-engaging-workers-really-means/</link>
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		<title>The &#8216;Connected Collective&#8217; drive innovation</title>
		<description><![CDATA[“Most of us are still victims of what my colleague in the Media Lab, Mitch Resnick, calls the ‘centralized mindset,’” says organization thinker Thomas W. Malone: that to manage things, it’s best to put somebody in charge, make somebody responsible, have somebody giving orders to other people.
THE LEADING QUESTION
How is collective intelligence driving innovation?
FINDINGS
Extreme examples of collective intelligence such as Wikipedia, YouTube, and InnoCentive have “genes,” or design patterns, that can be replicated in other companies.
The benefits of having people make decentralized decisions are most acute in high tech, R&#038;D-oriented industries that need motivated, inventive, flexible staff.
Companies built around collective intelligence require leaders who are willing to give up power.
But businesses and organizations are emerging that turn that idea around. Wikipedia and YouTube are the best-known examples of “collective intelligence,” where many people create a lot of different things independently. Similarly, InnoCentive is a web community that outsources companies’ research problems and invites answers from anyone who wants to contribute, awarding a handful to cash prizes to the best of the bunch.
Malone, the Patrick J. McGovern Professor of Management at the MIT Sloan School of Management and the founding director of the MIT Center for Collective Intelligence, has been thinking about outsourcing the non-core functions in companies and the use of intelligent agents for commerce for over 25 years. Through the Center for Collective Intelligence, he’s working to track the “genes,” or design patterns, of companies that are effectively using collective intelligence to innovate, and figure out how those patterns can be replicated best in other companies.
Source: http://sloanreview.mit.edu/the-magazine/2010-spring/51334/a-billion-brains-are-better-than-one/
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		<link>http://www.youtube.com/watch?v=MwWVop-PBAA&#038;feature=colike</link>
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		<title>We create culture – Facebook collects it</title>
		<description><![CDATA[
			Facebook&#8217;s social context ads collect data on our likes and scans our content for  keywords.  This information is used to generate the ads on the right hand side of  the facebook page.   Google has been showing us context sensitive ads for many years now. The difference in Facebook  is, that your context sensitive ads [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/11/we-create-culture-facebook-collects-it/</link>
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		<title>The Social Foundation of Collective Intelligence</title>
		<description><![CDATA[
			Human networks are often represented as objects  linked through relationships. Our natural inclination is to focus on the qualities and value of the object &#8211; the person. What do we know of the connections &#8211; our human  relationships. How can we assess and improve the value and quality of our relationships? By focusing on the  development [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/09/the-social-foundation-of-collective-intelligence/</link>
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		<title>Polishing Your People Skills</title>
		<description><![CDATA[
			A vitreous learning cycle is one in which we polish our rough edges. When applied to developing our people skills  this vitreous cycle produces resilient  individuals and relationships. vit·re·ous  [vi-tree-uhs] adjective: of the nature of or resembling glass, as in transparency,  brittleness, hardness, glossiness, etc.: vitreous china. Synonyms: clear, glasslike, hyaline, hyaloid, translucent, transparent, burnished, clear, glazed, glazy, glossy,  icy, lustrous, shiny, sleek, slick Knowing  who you are points the way Self-knowledge  is  honestly answering the question,  What you are like?  Knowing what interests [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/05/polishing-our-people-skills/</link>
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		<title>How do informal networks deliver value?</title>
		<description><![CDATA[
			Workplace informality is cultivated through open communication with trusted colleagues. The qualities of informal workspaces are spontaneity, vitality, creativity and flexibility. New solutions to old problems are developed and new problems are rapidly solved because of improved trust and communication. Integrating the thinking, feeling and actions in business structures releases the potential informal leadership abilities [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/02/how-do-informal-networks-deliver-value/</link>
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		<title>Authenticity and Ubiquitous Communication</title>
		<description><![CDATA[
			Ubiquitous, means to be omnipresent: being present everywhere at once. Communication is the act of exchanging meaning. From the ever present mobile phone, to email, to platforms like facebook and twitter, we are connected by social technologies. What is the quality of our connection in a ubiquitous environment.  Can we communicate our  authentic self ?   To [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/01/authenticity-and-ubiquitous-communication/</link>
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		<title>Charting the Relationship Management Map</title>
		<description><![CDATA[
			How to navigate the social collective. Our  inner dialogue has an outer impact.  By taking it in hand, and developing an inner locus,  we can chart our relationship landscape with confidence.   By directing our own  mindset and championing our competencies, we  grow in confidence.  We can  be authentic, acknowledging  our strengths and flaws.   [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2011/01/charting-the-relationship-management-map/</link>
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		<title>Making Time for People</title>
		<description><![CDATA[
			Achieving our aspirations involves ongoing personal reflection, continuous learning and  nurturing our relationships. With 2011 around the corner many are looking reflectively at the past year and considering ways to improve  our efforts for the new year. Most of us already have several systems to organize our lives, project plans at work, a family calendar in the kitchen, [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/12/make-time-for-relationship-management/</link>
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		<title>The Importance of Trust in Business Relationship Management</title>
		<description><![CDATA[
			Trust is a valuable objective of our business relationships, it is the foundation of a sustainable marketplace. Managing the quantity and quality of relationships and conversations on the web requires a sophistication of competencies. Whilst a combination of metrics, statistics, monitoring software reveal and manage trends, the ultimate arbiter of quality is trust and human [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/12/the-importance-of-trust-in-business-relationship-management/</link>
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		<title>Intrapersonal Relationship – Getting to know you</title>
		<description><![CDATA[
			Intrapersonal activity, aka reflective review, leads to improved interpersonal exchange.  Taking accountability for understanding your motivations, interpretations and personal biases lends insight to how our perspectives and perceptions colour our interactions. Emotional intelligence equates with our capacity for a greater spectrum of response to both internal and external prompts, derived from feelings of which we [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/11/intrapersonal-relationship-getting-to-know-you/</link>
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		<title>You’re on the right path</title>
		<description><![CDATA[
			Human beings have been using stones to guide the way for milenia. The traditional meaning of the inukshuk is &#8220;Someone was here&#8221; or &#8220;You are on the right path.&#8221; The Inuit make inuksuit in different forms for a variety of purposes: as navigation or directional aids, to mark a place of respect or memorial for [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/11/youre-on-the-right-path/</link>
			</item>
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		<title>The Art and Science of Communication</title>
		<description><![CDATA[
			Physicist, David Bohm once said that society is based on shared meaning, which constitutes the culture. This shared meaning is the &#8220;glue&#8221; or the &#8220;cement&#8221; that holds society together. Shared meaning is necessary for society to function properly and for it to survive. In his essay Dialogue and Coherence, William van den Heuvel describes Bohm&#8217;s ideas [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/10/the-art-and-science-of-communication/</link>
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		<title>Balancing Formal and Informal Relationships in the Workplace</title>
		<description><![CDATA[
			A living organisation is  a balance between the formal structure of rules, roles and responsibilities and the informal culture of creativity, relationship dynamics, communication and engagement. Using a tree analogy the formal structure is the trunk and branches and the informal culture are the leaves, blossoms and fruit which arise from the formal structure. In [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/10/balancing-formal-and-informal-relationships-in-the-workplace/</link>
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		<title>Interpersonal Relationships as a Critical Literacy</title>
		<description><![CDATA[
			Where is the road map and directions for navigating the complexities of interpersonal relationships? Literacy is more than acquiring a set of skills.  Literacy is the capability, confidence and competency we apply and evolve in a changing environment. To use a common example.  We develop the skill  to understand spoken words at an early age. [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/09/interpersonal-relationships-as-a-critical-literacy/</link>
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		<title>Validation works: Can appraisal be a positive experience?</title>
		<description><![CDATA[
			When someone takes the time to give you positive feedback, it really does make a difference. Research has proven time and again that criticism can diminish our sense of self and worth, until we have matured our inner locus as a referrence point. Whether personal or professional, kind words and clear communication phrased in terms [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/09/validation-works-can-appraisal-be-a-positive-experience/</link>
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		<title>Trust: key to every relationship</title>
		<description><![CDATA[
			Knowledge-based organizations base their competitiveness on knowledge and specific knowledge-related capabilities. The nature of knowledge is an important determinant enhancing understanding of firm behaviour and related organizing. An overview of trust and trust building in networks delivered by Kirsimarja Blomqvist from Lappeenranta University of Technology For trust to be a source of organizational competitiveness, a [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/09/trust-key-to-every-relationship/</link>
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		<title>Building Relationships with Appreciative Inquiry</title>
		<description><![CDATA[
			Appreciative inquiry, when applied to human relationships, brings out the best in people, builds enduring emotional bonds and lays the groundwork for quality engagements. The appreciative inquiry model, is normally applied to systems, projects and individual issues to achieve positive outcomes. In this article,we have  focused  the model on human relationships which are always a [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/08/the-benefits-of-building-relationships-with-appreciative-inquiry/</link>
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		<title>You can&#8217;t build a shared vision if there is no sharing.</title>
		<description><![CDATA[
			The way we do our work affects the way other people do their work. As such, each person is key to the sustainability of the organization. Twenty years ago, Peter Senge described the learning organization as a group of people who are continually enhancing their capabilities to create what they want to create.  This concept [...]]]></description>
		<link>http://www.relationshipmanagementinstitute.com/2010/08/you-cant-build-a-shared-vision-if-there-is-no-sharing/</link>
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