Interaction and new media

Interactive knowledge management

Communications and e-learning

Interactive social network-the challenges and problems

By Rusi Marinov

This paper describes the interactive social web and problems with new computer communication media. The case study approach facilitates comparison of the technical and content issues of contemporary social networks.

The Interactive Social Networking Industry comprises companies seeking to navigate, analyze, or display social connections of friends, colleagues, and

experts. The more advanced features allow links to be exploited for social or business networking purposes. A user may use these applications to find contacts, or to understand what relationships exist. Phenomena like MySpace, Flickr and YouTube, Wikis aren't just web sites. They are platforms of collaboration, where sprawling and vibrant communities socialize, innovate, transact and learn.

This analysis examines the some of more popular social network as well as the Facebook, Ryze, Linkedin, Academici, Ecademy, Second Life. We also describe the main characteristics and problems of interactive new social media.

Focus on problems characterized by intersections of behavior and information in the web 2,0 and web 3,0 as social interactive media is another topics of our analysis.

Interactive systems have two or more players who exercise control over their communication with one another in a “give-and-take” manner. The users, members, and customers decide which are valuable and which are not.

This isn't just a new set of tools to aide and complement existing approaches. Companies that innovate and transform communication, on the other hand, will be pioneering the way to a sustainable competitive advantage.

Interactive communication ensures active participation of students and those students who usually do not express openly their ideas. A similar type of communication destroys monopoly on content, controlled by traditional media.

When choosing a form of interactive training is necessary:

• to take into account the characteristics, conditions and the label of conduct typical set up for interactive media;

• to make a selection processes, appropriate for the purposes of training;

• to seek active contacts and interaction with virtual communities, with close to our interests.

During the interactive interaction in the course of training to use the following techniques:

Ø orientation to a wide range of tools for creating content / text, voice, video, images, photos, so as to strengthen the influence of media on the environment;

Ø timing of the models to be comfortable, accessible, close to the students;

Ø to hearing each other, seeking understanding, promoting the process of generating ideas and full sharing of information on risk problem.

Interactive training can be based on the synchronized and a-synchronized communication, and includes electronic correspondence; list of electronic addresses, group interaction in virtual places of knowledge, using a chat rooms; interactive video conferences; audio communication; interaction through simulation and modeling processes. You'll note that the technology itself does not alter the fundamental principles for high quality training. The educational process depends on other fundamental factors such as pre-training of students and their teachers, social environment, attitudes towards the process of training, introduced universal and humane principles in the educational process. It can be argued that interactive communication and in particular interactive training added new dimensions to educational methods. Encouraging communication, using expressive digital images; important acquire the design of relevant, adequate context of on-line environment for adoption of knowledge on prevention of risks.

Knowledge and communication competency

Knowledge management / knowledge management / often described as a process of "obtaining accurate information from specific experts at the appropriate time."

Sometimes it is a valid rule that people despite his knowledge, difficulty defining problems and discuss their ideas publicly. The collective forms of knowledge for use in today's dynamic world are also unsuitable. That is, from an economic point of view, knowledge is more useful when it is distributed freely on the society.To solve these problems, it is possible to use three basic approaches:

• Focus on improving educational practices, not technology;

• Understand the nature of the organization;

• Directing with examples of successfully imposed in practice.

New interactive networks as a concept are more oriented towards services and not packaged software, and architecture, built on participation and collective intelligence. The perfect management system, knowledge-based interactive technologies, such as an end in itself, does not help to solve complex problems, but rather allows for their fixation and determination. It is therefore recommended practices that enable people to learn more about the process, briefings, meetings and informal discussions. Understanding the true nature of the organization, either with the help of modern research methods.

The important factor that contributed to the success of high-performing organizations was the level of trust and openness in various key interfaces: between leaders and employees, between managers and direct reports, within teams, and even between the business and its customers. In a business with effective interfaces, employees can ask for information and receive honest, useful answers. A retailer we studied was highly successful in its culture change program, partly because it arranged for both formal and informal interactions to achieve its goals. It planned events such as brainstorming groups, training workshops and feedback sessions as well as setting up informal support networks. Information sharing is effective when systems and networks enable managers and employees to have the right information at the right time to do their jobs, to share opinions and discuss ideas, and to circulate best practices and learn from each other. Again, several companies successfully addressed this issue through a mixture of formal structures such as knowledge sharing databases and print campaigns and informal initiatives such as networking events and job-swap schemes. Consistent communication behavior of leaders needs to be consistent with what they are saying, both formally and informally. Their actions must support the "business story." Leaders must also be good communicators themselves, so they can tell the business story convincingly.

Interactive communication and knowledge transfer

Keywords: interactive communication, social media, web 2.0, web 3,0 wikis, social interactive networking

new media development