Sharing music with friends is a time-honored way to. Five Best Ways to Share Playlists.A 17-Year-Old File-Sharing Program Is Still the Best. Kazaa, Limewire and the rest of the early file-sharing clients, most people. Prevent People From Sharing Program? I want to make it so my VB program can be registered to be used with only one computer & possibly be registered online. Here's a look at five of your best options. Five Best Online File Sharing Services. Best thing ever: BRUNCH. Find a day and time that works for you and pay via Meal Sharing. Join the cook in their home and meet new people. Soluseek is good old p2p file sharing program best of sharing music files. Top 5 Best Free Photo Sharing Sites. Here you go, your definitive lists of the best photo sharing sites. I rarely get to encounter people who share photos. People are reportedly sharing fewer personal. Best Industries; Funding. The Problem with Profit Sharing. A good bonus program draws people into that process. 10 Best Car Sharing Programs in USA. The best program for you is a function of. Choose from 1000s of cool cars shared by great people in your neighborhood is. How to motivate people to contribute to a Knowledge Sharing System? These seven practical tips show how to get people to willingly contribute to building your organization's fund of knowledge. These tips are very effective to encourage users to share knowledge with others using the knowledge sharing system. Knowledge is no longer a new concept to many businesses, partially due to the rise of the corporate portal as the latest must- have application. The portal has become synonymous with knowledge management. The problem is that technology by itself often doesn't solve a company's inherent problems with intellectual capital, knowledge and information management. Simply put, every solution takes people. Here, Pamela Holloway, a knowledge management practitioner and frequent speaker at KM events, suggests seven strategies for getting people to open up and share what they know. Is sharing a natural act? Traditional thinking holds that knowledge sharing is not a natural act. Many KM initiatives focus on how best to cajole unwilling participants into providing information. But how would it change things if we were to start from the premise that knowledge sharing really is a natural act? People do it all the time - in the halls, over the phone, through e- mail, at the pub. How could anything that happens so frequently and easily not be a natural act? Perhaps it is our organizational structures that get in the way. Take our school systems, for example. John Keeble, a colleague from Enterprise Oil in the UK, says, . Most of us have been raised on the power of individual effort and encouraged to keep our mouths shut and our pens still. We have carried these values and belief systems into our businesses and incorporated them into our management styles. Awareness is the first step to overcoming this reluctance. Understanding that we carry this baggage with us and recognizing the need to unlearn and rethink our models and paradigms is an essential skill. Ultimately, it doesn't matter whether knowledge sharing is natural or unnatural; it just matters that we do it. Resist the urge to overanalyze or overplan, and just get on with it. Perhaps the process of simply doing it (albeit with some regularity) ultimately makes it part of the culture. Seven Knowledge Sharing Strategies. Show people, how knowledge benefits them personally. It's true! Knowledge does equal power. But there's a new caveat. Knowledge is only powerful or valuable when it is continually refreshed and used. Knowledge sitting idle is worthless. Knowledge has an increasingly short shelf life, and if it's not used, it quickly loses value - period. It is up to us as managers and practitioners to help people understand the new value proposition in which knowing is at least as important (if not more so) than established knowledge. What we need to know changes so quickly that what is valuable today may be worthless tomorrow. It's important that people understand how knowledge sharing can benefit them personally. Show them examples of how access to others' knowledge can improve their performance and how sharing what they know makes their knowledge more valuable. Consider this: If I share a product idea or a way of doing something with other people, just the act of writing it down - of putting it into words - improves it. And verbalizing it enables other people to access it, add to it and further improve it. In the end, I end up with a better idea. Revamp reward and recognition systems. Most reward systems still reward individual effort and knowledge. If we want to create a culture that supports knowledge creation, sharing and re- use, we must reward those behaviors. It's that simple. There is no one way to structure compensation to support knowledge sharing. It depends on your business strategies and objectives and where you are in your cultural development. It also depends on the people involved and the things that motivate them. The knowledge economy is no different from past economies in that there will be some people motivated by money, others by knowledge, some by power, some by freedom and so on. Good reward and recognition systems recognize that different people are motivated by different things, and they take advantage of that fact. A few specific techniques can help in this area. Personalize knowledge studies have shown that one of the best ways to increase the value of knowledge and the likelihood that it will be used is to link it to a real person. For example, put the contributor's name on it: . It increases the credibility of the work, gives users someone to contact and dramatically improves the odds that the information will actually be used. And it makes those who contributed the knowledge feel valued and appreciated. It maintains their sense of ownership and accountability, and solves the . Just the other day, I heard about a firm that paid a flat fee for submissions to their knowledge system, regardless of the quality or relevancy of the submission. Although this may be a way to fill up a database, what you are likely to end up with is a database full of worthless information that no one can (or wants to) use. Rewarding people for simply contributing - for putting knowledge down on paper or into a database - is not enough. I'm not sure it even qualifies as knowledge. It's kind of like getting an award for showing up at work every day. We need to redefine knowledge sharing credit to apply only to knowledge that's worth something. And who decides the value of knowledge? How about letting the user decide? Let the internal market determine and regulate value. If no one uses your contribution, you don't get paid. If lots of people use it and do lots of good things, you get paid a lot. Reward both sender and receiver: The second aspect of redefining credit is to reward both the contributor and the user. Reward the user for re- use, for building on existing knowledge, for not re- inventing the wheel. Show people what knowledge sharing looks like. There are . These are people who live to learn new things and share what they know with others. It is their purpose in life. Identify these people and establish semi- formal roles that recognize these activities as valuable. Elevate the status of informal experts. Give people role models they can pattern their behaviors after. Let people know that it's OK to make mistakes. In many company cultures mistake- making is not allowed, or at least it's not admitted. People are brought up to believe that they are always supposed to have the answer. This approach leaves very little room for learning and growth and shuts the door on knowledge sharing. Sharing best practices is popular these days, but what about sharing worst practices or lessons learned? Wouldn't this approach provide some essential learning? With best practices sharing, you run the risk of squelching innovation and creative thinking. Another thing you can do to help create a knowledge sharing culture is celebrate mistakes. Give awards for the best mistakes. You'd be amazed at how much learning can come from exercises like these. Celebrating mistake- making can increase knowledge and help build trust and a sense of community. When people are willing to admit their mistakes, those around them will feel closer to them and encouraged to share their learnings as well. And the exchange creates a bond between sharers. Make knowledge sharing a job requirement. Of all the reasons people don't share knowledge; not having enough time is probably the most common. People are just too busy to attend to what looks like an additional work requirement added to an already busy work schedule. But we absolutely must integrate knowledge sharing into everyday work processes and job requirements. Knowledge activities must not be perceived as additional chores to complete at the end of the day. By making knowledge sharing a formal part of job responsibilities, including it in job descriptions and using it in appraisal programs, we begin to create a real knowledge culture. Educate people about what knowledge is valuable and how it can be used. This may sound ridiculous, but one of the reasons people don't share is that they don't know that they have anything to share. Here's an example: Suppose I'm a customer- support agent on a help desk, helping customers resolve PC problems. The knowledge of how to solve a particular problem, the cause of the problem and a host of related information about the customer and product are all extremely valuable bits of knowledge that could be shared and produce great benefit. It's not that I don't want to share; it's that I don't really understand what I have or know and how it might be useful to other people in the organization. I might not know that 6. It hasn't occurred to me that the things I learn about the customer and how they use the product might be valuable to the product development or marketing people. Part of building a knowledge culture means making sure that everyone understands the knowledge value statement. And in order to do that, people have to have both an understanding of business strategies, objectives and interrelationships within the company and be able to recognize what knowledge is most valuable and how it is (or could be) leveraged. Make sure the technology works for people, not vice- versa. Sometimes IT- driven knowledge management initiatives take on an . We erect huge knowledge management systems that are not integrated with how people actually work. We are far better served by including users in the development of knowledge tools and building on everyday technology that we already have in place (such as e- mail systems, groupware and the Internet). Technology can be a double- edged sword. It can connect those who need expertise to those who have it. It can facilitate communication and information exchange across organizational and geographical boundaries. It can improve our ability to find what we need, when we need it, and enable us to control the way information is presented back to us. Share sites or documents with people outside your organization. Important: The information in this topic applies only to customers of Office 3. Vianet. Caution: External sharing is turned off by default in Office 3. Vianet. Administrators must enable external sharing in order to do the procedures in this article. It is important to note that files shared with external users may be accessible outside your country. If you enable external sharing any external users who previously had access to a site or document will regain their access.*Microsoft accounts such as Outlook. Hotmail. com, are provided by Microsoft Corporation and are subject to Microsoft’s terms and conditions and privacy statements. The use of these accounts may result in customer data being transferred, stored and/or processed in the United States or any other country where Microsoft, its affiliates or service providers maintain facilities. If you perform work that involves sharing documents or collaborating directly with vendors, clients, or customers, then you might want to use your sites to share content with people outside your organization who do not have licenses for your Office 3. There are three ways that you can do this: You can share an entire site by inviting external users to sign in to your site using a Microsoft account* or a work account. You can share individual documents by inviting external users to sign in to your site using a Microsoft account* or a workacct. However, the person who gets your invitation may decide to not use it, and instead forward the invitation to someone else who can then log in using their Microsoft account* or work account to access the site or document. This topic explains how to share either a site or a document with people outside your organization. In this article. Share a site. Share a document. How to share without oversharing. See who has access to a specific site or document. Withdraw invitations. Disable an anonymous guest link. Manage external sharing. Share a site. When you share a site with external users, you send them an invitation they can use to log in to your site. You can send this invitation to any email address. When the recipient accepts the invitation, they can log in using either a Microsoft account* or an Office 3. Vianet user ID. When you share a site, you can select the type of permissions you want that person to have on the site. Be careful about sharing your Team site or any site that your organization uses primarily for internal business and documents because you will be granting external users access to that site and any subsites that share its permissions. You might give external users access to sensitive content. If you have an ongoing need to collaborate with people outside your organization, set up a site that you use specifically for external sharing, and configure that site so that it has unique permissions from the rest of your sites. You need to be a Site Owner or have full control permissions to share a site with external users. Additionally, the external sharing feature must be turned on for your Office 3. Vianet subscription (depending on which plan you have, your Office 3. Share. Point Online admin can do this). Go to the site you want to share with external users. Click Share. In the Share dialog box, type the names of the external users you want to invite. For example: someone@outlook. Reminder: Of course, you can also use the Share command to quickly grant internal licensed users access to a site. If you want to do this, just type the names of the people you want to invite. Type a message to include with the invitation. To assign the external user to a specific permissions group, click Show Options, and then select the group you want. It is a good idea to give people the least amount of permissions they need to perform their tasks. For example, if the people you are inviting only need to read content, assign them to the Visitors group, which has Read permissions by default. If the external users need to be able to edit or update content, add them to the Members group, which has Edit permissions by default. Be extremely careful about adding external users to any group that has Full Control permissions. Click Share. By default, any invitations you send to external users will expire in 9. If an invitee does not accept the invitation within 9. When the external users you invite receive their invitations, they can click a button that will take them to a page where they can sign into your Share. Point Online site by using a Microsoft account* or an Office 3. Vianet user ID. Top of Page. Share a document. There are two ways you can share a document with external users: You can require them to sign in to your site to view the document. You can send them a guest link, which they can use to either view or edit the document (you can assign the level of access) without signing in. You must be a Site Owner or have full control permissions to share a document with external users. Additionally, the external sharing feature must be turned on in either the Office 3. Service Settings or the Share. Point Online admin center (depending on which plan you have). External sharing must also be turned on for your site collection (enterprise plans only). Go to the document you want to share (you can also share folders or Document Sets). You can share an item on a Team site (if you have sufficient permissions to share externally from the Team site), or you can share a document or folder that you’ve saved to your One. Drive for Business. Click the ellipses . For example: someone@outlook. In the drop- down list, select the permission level you would like to grant the external users. If you want them to be able to edit the document, select Can edit. If you want them only to be able to view the document, select Can view. Type a message providing invitation recipients with any necessary instructions for their task. Do one of the following: To invite someone to sign in to your site to view or edit the document, select the Require sign- in check box. To invite someone to view or edit the document anonymously with a guest link, clear the Require sign- in check box. If you do not see the Require sign- in check box, it is possible that your organization has configured the external sharing feature to prevent sharing through guest links. Click Share. Anonymous guest links could potentially be forwarded or shared with other people, who might also be able to view or edit the content without signing in. Avoid using anonymous guest links for sensitive content. People who are invited to access documents using anonymous guest links will only be able to view or read files in the relevant Office Web App. They will not be able to open files in corresponding desktop version of the Office program. If external sharing is turned off globally in the Office 3. Service Settings or the Share. Point Online Admin center, any shared links will stop working. If the feature is later reactivated, these links will resume working. It is also possible to disable individual links that have been shared if you want to revoke access to a specific document. See Disable an anonymous guest link. Top of Page. How to share without oversharing. Best practices for sharing sites. If you’ve shared an entire site with a user, then that user will be able to log in to the site and function like a full member of the site. They will be able to browse, search for, view, and edit content (depending on which permission group you assign them to). They will be able to do things like see the names of other site users in the People Picker or view document metadata. External users will also appear in the People Picker as site users. This means that other people who use your site could grant different permissions to these users than you initially granted when you shared the site with them. Be sure you know the identity of external users before you invite them to your site. If you invite external users to your Team site, they will be able to view content on the Team site and all subsites. If you want to avoid having external users gain access to important or sensitive content on your Team site, you should create a subsite of your Team site that has unique permissions, and then share only that subsite with external users. Similarly, if you want to share a subsite that you’ve created on your One. Drive for Business location, you might want to ensure that it has unique permissions so that you do not accidentally grant users permission to additional sites or content on your My Site. Top of Page. Best practices for sharing documents. If you share documents using anonymous guest links, then it is possible for invitation recipients to share those guest links with others, who could use them to view content. Do not use guest links to share documents that are sensitive. If you want to minimize the risk that someone might share an anonymous link, share a document by requiring sign- in instead. Deciding how to share. When considering if and how you want to share content externally, think about the following: To whom do you want to grant access to content on your Team site and any subsites, and what do you want them to be able to do? To whom in your organization do you want to grant permission to share content externally? Is there content you want to ensure is never available to be viewed by people external to your organization? The answers to these questions will help you plan your strategy for content sharing. Try this: If you need to: Share a site. If you want to share a site, but you also want to restrict external users from gaining access to some of your organization’s internal content, consider creating a subsite with unique permissions that you use exclusively for the purpose of external sharing. Provide someone outside your organization with ongoing access to information and content on a site. They need the ability to perform like a full user of your site and create, edit, and view content. Share a document and require sign- in.
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