Shakesville: Breaking the Silence: On Living Pro-Lifers' Choice for Women
http://shakespearessister.blogspot.com/2009/03/breaking-silence-on-living-pro-lifers.html

Hey, Shakers, Liss has graciously allowed me to yell in her forum. Many thanks, Liss. I have no other outlet for what I'm about to say. I want to tell you first: at least one of you knows me in person. What I'm about to say is something you do not know about me. If it's not you, then one of your friends might be like me.

Post-adoption and post-abortion effects on women compared.

I have given a baby up for adoption, and I have had an abortion, and while anecdotes are not evidence, I can assert that abortions may or may not cause depression - it certainly did not in me, apart from briefly mourning the path not taken - but adoption? That is an entirely different matter. I don't doubt that there are women who were fine after adoption, and there is emphatically nothing wrong with that or with them; but I want to point out that if we're going to have a seemingly neverending discussion about the sorrow and remorse caused by abortion, then it is about goddamn time that we hear from birth mothers too.

Printed 30/8

It’s a classic adage that we usually learn more from our failures than from our successes. I’ve find this line of reasoning with Enterprise 2.0 failures to be fascinating because of how very different it’s often turning out to be from traditional IT projects. For one, IT doesn’t seem to be in the driver’s seat nearly as much with Enterprise 2.0. In fact, the initiative is frequently coming from the business side. Two, as the latest case studies emerge and are analyzed, it is grassroots efforts that often end up being the most successful, bubbling up and then across the organization, only then to be formally adopted later. And three, many so-called Enterprise 2.0 projects are local, unblessed, informal uses of social computing software which — by their very nature — are less compliant with enterprise technology standards, legal/HR guidelines, and corporate policy. The point here is that many Enterprise 2.0 tools are often used widely in organizations without tacit approval.

IT doesn’t seem to be in the driver’s seat ...the initiative is frequently coming from the business side. Two, as the latest case studies emerge and are analyzed, it is grassroots efforts that often end up being the most successful, bubbling up and then across the organization, only then to be formally adopted later. And three, many so-called Enterprise 2.0 projects are local, unblessed, informal uses of social computing software which are less compliant with enterprise technology standards, legal/HR guidelines, and corporate policy. So, this seems to mean projects are more likely to fail due to seeming larger than usual lack of alignment and organizational backing. .... ...they were missing one or more ingredients to succeed. Occasionally some of them will hit on the right formula, reach a critical mass of participation, break out of their team or department, and begin drawing in the rest of the organization.

the smart strategy now appears to be to find and build upon the early successes stories; namely the internal but local efforts that are rising and have already hit upon the right mix of tools, participants, motivation, and content.

14 Reasons Why Enterprise 2.0 Projects Fail

ommunity management: The 'essential' capability of successful Enterprise 2.0 efforts

It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart.

# Lack of social media literacy amongst workers. Anecdotally, the farther a business is from the technology industry, the less likely that line workers will be familiar with the latest software innovations.

social computing adoption curve dion hinchcliffe

Ten top issues in adopting enterprise social computing http://snipr.com/o2ybe [from http://twitter.com/FredericMartin/statuses/2876580605]

Ten top issues in adopting enterprise social computing | Enterprise Web 2.0 | ZDNet.com

Enterprise2.0の価格モデルについて

Why is the Enterprise 2.0 market not taking off more strongly? The reason has to do partly with ill-conceived pricing structures: volume-discount (VD) schemes. Fix them, and you fix one of the obstacles preventing the market from expanding rapidly. And by fixing them is meant reversing them, in particular by using volume-increasing schemes.

by Julien le Nestour: Why is the Enterprise 2.0 market not taking off more strongly? The reason has to do partly with ill-conceived pricing structures: volume-discount (VD) schemes. Fix them, and you fix one of the obstacles preventing the market from expanding rapidly. And by fixing them is meant reversing them, in particular by using volume-increasing schemes.

Volume-discount pricing structures are simple, tried, and true. So, why aren't they efficient? The reason is because of where returns on investment (ROIs) are located. Enterprise social computing offerings provide increasing marginal productivity as they scale, at both the individual and organizational level.