Overview: Social media concern the communication of information, in an increasing variety of media (not just text), using Web technologies, along the edges of a "social graph" of people who decided to connect with each other to reflect a common affinity or a real-life relationship (e.g., colleagues). Key characteristics of social media interactions are that they are bidirectional, they combine multiple forms of information (text, audio, still pictures, video), they are personalized, and the networking act itself is part of the goal of the interaction.
The first phase of social media expansion (2000-2006) was purely focused on personal activities and largely addressed teenagers and college students, with MySpace and Facebook leading the revolution. With the emergence of LinkedIn, the opening of Facebook to non-students (2006), the subsequent collapse of MySpace, and the emergence of other networks such as Twitter and Google Plus, there was a definite broadening of the audience to include "knowledge workers," but the actual impact of these activities on the enterprise remained unclear for a while, including whether organizations should ignore, fear, or embrace this movement. There are quite a number of use cases for the enterprise use of social media, and a growing body of emerging case studies and success stories:
Maintaining and exploited a self-updated list of business contacts
"Social recruiting" (including referrals and references)
Maintaining connections with ex-employees
"Socializing knowledge" among people whose social network connections represent a trust relationship. This also includes "social search" capabilities
Communities of users and customers of a product or service
Crowdsourcing technology watch and competitive intelligence
Sentiment analysis and customer service escalation
Projecting a better image of the organization to the "digital natives" it is now hiring
Improving the "corporate citizenship" and involvement of the enterprise by facilitating employee participation in community efforts
There are certainly issues to consider. Some concerns are exaggerated, because executives and managers who have not grown up in this world do not "get it" and still consider the Web somewhat mysterious and inherently more dangerous, even though the risks involved in association and communication are not specific to the new media. Other risks are real, and each enterprise needs to assess for itself whether they can be mitigated enough to allow a given social media project to proceed. These risks, real or overstated, include:
Confidential information leakage
Security risks and potential privacy violations
Legal compliance issues and ethical lapses
Difficulties in integrating social systems with enterprise systems, and the resulting impact on IT’s workload.
To balance the benefits and risks, an enterprise should develop a "reasoned adoption" roadmap based on the identification of its business goals, and the selection of appropriate strategies and media to achieve them. We will recommend:
A "social media strategic framework" to organize the actions
Limiting the time spend on ROI and TCO assessments, which are even more elusive in this area than in others
Leveraging the knowledge and creativity of the "digital natives" to educate the "digital immigrants" in senior management, HR, and the Legal department
Writing simple governance documents that spell out clear rules for who can belong in a social group
Review and rewriting policies about electronic communications, making them cover all forms of communication, not just social media
Using external or cloud-based social media platforms, instead of creating internal systems.
Why should you attend: Social media still evoke fears, mostly of confidentiality breaches and productivity losses. As a result, IT is often placed in the role of controlling (or denying) access to external networks, while sometimes putting in place lower-quality internal forums that do not have the critical mass to succeed. How do you avoid this bad situation?While some organizations are still in denial about the spread and increasing relevant of the social media phenomenon, many are starting to select pilot projects and proceed, which puts them in a better position to exploit the desire of their employees to be part of communities.
Yet this is often done without a complete understanding or a systematic approach. The risk for organizations that do not examine and understand how and why social networks are so popular, and how to leverage their benefits, is that fear will win the debate, and the organization will not only miss out on the benefits of this change in collaboration methods, but it will in the process discourage its employees or deny them the ability to perform at the right level.This webinar examines the use cases for social media in a business context, the pros and cons (including the myths and realities), and proposes reasonable steps for a corporate social media adoption roadmap.
Areas Covered in the Session:
Defining social media
Business use cases
Fears of new technologies
Areas of risk
Integration challenges for IT
Choosing careful adoption over irrational fears
Who Will Benefit:
Chief Knowledge Officer
Human Resources VP/Director
Claude Baudoin has 39 years of experience in IT Management, Software Engineering Management, and Knowledge Management (KM) in an international context, including the semiconductor, Oil & Gas, and IT services sectors. He is a recognized innovator and educator who has authored two books and two patents, and written many articles and papers on IT and KM subjects.
After retiring from his position as IT and KM Advisor at Schlumberger, the leading oilfield services company, in 1989, Claude has been running a successful independent IT consulting practice. He is also a Senior Consultant with the Boston-based Cutter Consortium. Claude Baudoin holds an Engineer degree from Ecole Polytechnique in Paris, and an M.S. degree in Computer Science from Stanford University. He is bilingual in English and French.
Overview: 45 CFR 46.111 (a)(2) states, "In evaluating risks and benefits, the IRB should consider only those risks and benefits that may result from the research (as distinguished from risks and benefits of therapies subjects would receive even if not participating in the research)."
How the study is designed can minimize potential risks to participants. Studies that are deemed "minimal risk" have greater options when it comes to using an expedited review system and options for consent.Risk rating also affects how elaborate a data safety monitoring plan will be required and measures put in place to protect privacy for the individuals and confidentiality of the data.
The more that is done to reduce or minimize potential risks to research participants, the fewer regulatory requirements there are reducing burdens on the researchers and their teams. Attending this webinar will give you insight into research studies are assigned a risk rating, what that risk rating means, and what you can do to minimize risks to participants.
Why should you attend: All researchers want their studies be reviewed and approved quickly. Risks in the study can slow the process as the level of risk assigned a research protocol affects: mode of review, whether or not additional approvals outside of the IRB are needed, additional protections put in place, frequency of review, consent requirements, negotiation of indemnification language and several other factors.
Understanding how risk levels are assigned and making preliminary determinations when designing the study can help you put protections in place that would reduce the level of risk that could provide greater flexibility in areas of your protocol such as mode of review, consent, or data safety monitoring.
Areas Covered in the Session:
What is risk assessment?
Why is risk assessment important?
How can you make preliminary risk assessments?
What does risk assessment affect?
What are some methods of reducing risks in a research study?
Who Will Benefit:
Principal Investigators / Sub-investigators.
Clinical Research Scientists (PKs, Biostatisticians)
Clinical Research Associates (CRAs) and Coordinators (CRCs)
QA / QC Auditors and Staff
Clinical Research Data Managers
Human Research Protection Professionals
Sarah Fowler-Dixon, PhD, CIP is Education Specialist and instructor with Washington University School of Medicine. She has developed a comprehensive education program for human subject research which has served as a model for other institutions. She crafted budgets, policies, procedures, reporting, and training for the new program. She has initiated the planning, development, authorship and implementation of many human subjects research policies, practices, guidelines, submission and reviewer forms often working with state and federal authorities.
Phone No: 800-385-1607
Event Link: http://bit.ly/1cK8oZA