Biomedical Engineering Reference
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servers the solution is on, how to perform upgrades, what are the
dependencies, etc. In contrast, the user support team need to be provided
with training material, a knowledge base covering basic troubleshooting,
any installation guides, etc. Yet, in the case of collaboration solutions we
have found that users often require more than just a technical training
session. Focusing only on the function of each feature, how to log in, how
to save, etc., misses educating users on how the platform can be used in a
social and collaborative context at work. Thus, the training aspect in
adopting these tools often requires more emphasis than traditional IT
solutions. Many of the basic reasons for this are associated with overcoming
the differences in our expectations and behaviours between work and
home life (Table 13.1). However, software collaboration tools also require
users to develop the social skills and confi dence associated with formal
community-building and a willingness to explore new ways of working.
Successful collaborative working requires more than just building an
online space. People willing and able to engage and manage the
community or team and to encourage the members to adopt new working
practices are critical. Even better, colleagues able to think beyond existing
tools and envision how combinations of individual services can support
or enable new working practices are invaluable. The openness and
fl exibility of web-based collaborative capabilities is a great strength but
to take advantage of this capacity requires users to think differently. This
really represents a core difference between the Web 2.0 type tools and the
traditional solutions with which knowledge workers have been provided.
Typically traditional tools designed for knowledge works included hard-
coded workfl ow process, a one-size-fi ts-all assumption. In contrast, the
Web 2.0 tools are open and fl exible and allow users to superimpose their
own way of working onto a blank canvas. However, it is our experience
that users confronted with a blank canvas fi nd this lack of signpost/
guidance quite intimidating. Often, this is enough to prevent them
exploring the potential within these capabilities to signifi cantly enhance/
simplify their working. In response to the challenges discussed above, we
recognised the need to provide users not just with technical training on
tools but also to support community building/developing new working
practices. To do this we developed 'consultancy workshops' targeted to
those colleagues involved in continuous improvement activities and end-
user close IT colleagues. These workshops aimed to provide colleagues
with a technical understanding of the new capabilities and skills required
to build and maintain online communities. In particular, examples of
how these collaboration capabilities have been successfully used with
business groups were presented. The key learning here was that these
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