Group items tagged

4 minute interview with Harold Jarche by Nigel Paine, May 2014, on what personal knowledge mastery really is--the adoption of disciplines, changes in behavior, interacting with others, be transparent about insights with others in public. "We have used each other's ideas, we can not only learn for ourselves but learn with each other." Great example of short, effective single topic podcast on audio boo. Effimova, Pollard, and Jarche use personal knowledge management terminology--Jarche changed it to mastery--practice, outlook, way of improving ourselves. If you are working in any kind of knowledge work, this is a component for everyone to use.

Jarche compares Nick Milton's Boston Square with Ask, Tell, Search, Share with his sense-making and seeking and sharing activities. November 2011 Jarche says: Seeking and sharing conversation without any conversation around it would only serve to create additional noise with no signal. It's the individual context, gained through conversations, that provides the real value.

Harold Jarche blog, 11.16.12 Excerpt: summary by participant of keynote that Harold delivered in Denmark "Moving from local to global We live in a less barriered world: self-publication, group forming across the world, unlimited information. In the past we linked up with people with similar interests locally, due to simply physical realities… now we can link up with people from around the world. So from a learning perspective our learning group grows (personal addition: this also means that the group that lives inside the personal zone of proximal development grows, as more people can potentially be in this). Groupforming is now becoming networks. This has an effect on mentorship: per mentor you can only have so many learners, but with the growing group more mentors can stand up and the learners themselves can become mentors."

Blog post by Harold Jarche, Life in Perpetual Beta blog, March 24, 2013. Asserts that enterprise social tools can go only so far to help people share their knowledge because people wish to retain ownership and use as they see fit it. Excerpt: "People will freely share their knowledge if they remain in control of it. Knowledge is a very personal thing. Most workers do not care about organizational knowledge bases. They care about what they need to get work done. However, if we are going to build organizational knowledge from individual knowledge-sharing, we have to connect the two."

blog by Harold Jarche on the Connected Workplace, 4.15.2013 Excerpts: "Implicit knowledge is best developed through conversations and social relationships. It requires trust before people willingly share their know-how. Social networks can enable better and faster knowledge feedback for people who trust each and share their knowledge. But hierarchies and work control structures constrain conversations. Few people want to share their ignorance with the boss who controls their paycheck. But if we agree that complex and creative work are where long-term business value lies, then learning amongst ourselves is the real work in organizations today. In this emerging network era, social learning is how work gets done." ..."Personal knowledge management (PKM) skills can help to make sense of, and learn from, the constant stream of information that workers encounter from social channels both inside and outside the organization." ..."Collaboration skills can help workers to share knowledge so that people work and learn cooperatively in teams, communities of practice, and social networks." ..."Leaders need to understand the importance of organizational architecture. Working smarter in the future workplace starts by organizing to embrace networks, manage complexity, and build trust."

Great blog by Jarche on benefits of blogging--I ought to do it, too!!!

Very good blog post on the Connected Leader by Jarche, 2.12.13

An especially good blog (IMO) by Harold Jarche on the intersection of Individual, community, and network fluency, and the intersection and interplay of all 3 and the literacies necessary to be part of global networks to solve global issues.

Great blog by Harold Jarche on the core skills of individual, community, and networked fluency and literacy, and how they interact and influence and work with each other to solve global issues.

Blog by Harold Jarche, Life in Perpetual Beta, April 30, 2012 Love this story of how blogging changed his life for the better.

Jarche blogs on Models, flows, and exposure, April 27, 2012. Please scroll down to the bottom to see Doonesbury cartoon that challenges the benefits of "exposure" for doing unpaid work.

Blog by Harold Jarche on Leadership is an emergent property of balanced networks, May 29, 2012 Like this assessment of leadership skills in networks: "As networked, distributed workplaces become the norm, trust will emerge from environments that are open, transparent and diverse. As a result of improved trust, leadership will be seen for what it is; an emergent property of a balanced network ["in-balance" may be a better term for this changing state] and not some special property available to only the select few. And this one: Networked contributors (full-time, part-time, contractors) need to work together in a networked environment that facilitates cooperation and collaboration. This is why the narration of work and PKM will become critical skills, as work teams ebb and flow according to need, but the network must remain connected and resilient

Blog by Harold Jarche, April 15, 2012, on Three Principles for Net Work. His three principles of narrative, transparency, and distributed power upend hierarchical leadership structures.

Once again, Jarche comes through for me. Tuesday, January 14, 2014 "The keys to motivation at work are for each person to have a sense of Autonomy, Mastery and Purpose. This is a network management responsibility." Could we do a play on RAMP-R-----Autonomy, Mastery, Purpose in the Studio? Another excerpt that I buy to a point--I don't think networks are the new companies but short of that, I agree with his premise: Most management practices today still focus on 20th century models, such as Henry Fayol's six functions of management [look familiar?]. forecasting planning organizing commanding coordinating controlling I heard these same functions discussed by a workplace issues consultant on the radio as recently as yesterday morning. Notice that there is no function for enhancing serendipity, or increasing innovation, or inspiring people. The core of management practice today has not changed since the days of Fayol, who died ninety years ago. "But the new reality is that networks are the new companies. The company no longer offers the stability it once did as innovative disruption comes from all corners. Economic value is getting redistributed to creative workers and then diffused through networks. Knowledge networks differ from company hierarchies. One major difference is that cooperation, not collaboration, is the optimal behaviour in a knowledge network. In networks, cooperation trumps collaboration."

blog by Harold Jarche, March 2012 on importance of networking to seek, sense, and share. Excerpt: "Professionals immersed in communities of practice, or those continuously pushing their informal learning opportunities, may have a larger zone of proximal development (the gap between a person's current development level and the potential level of development). They are more open to learning and to expanding their knowledge. Active involvement in informal learning, particularly through web-based communities, is key to remaining professional and creative in any field."

Harold Jarche continues to rock my world! October 21, 2013 How do we keep an informed citizenry when we are already choosing TV news sources that affirm our existing points of view? His post began to worry me until I saw that it was ultimately a plug for his PKM workshop. Excerpt: With the consolidation of web media companies, where many, and soon, most of us will be getting our information, it will be increasingly important to build diversity into our own personal and professional learning networks. This may get difficult as more mainstream sites amalgamate their feeds and sources into something similar to Googlezon. Therefore, in this emerging network era, we will need to connect to other people, not centralized information sources, for our own sense-making. Diversity of people in our networks will ensure diversity of thought. This is something that even web media companies cannot control, as long as we maintain control over who we connect to.

nice summary of what it takes to create a networked learning organization. Harold Jarche, May 6, 2015

Blog by Harold Jarche, April 30, 2012. This excerpt IMO justifies why women (and everyone else!) needs to know how to work in social networks to learn and to help others learn and apply their "capacity for action" in their workplaces and elsewhere. They can transform their workplaces through enriched learning practices. They may not have the HR title but they can still role model organizational learning on a small scale at least. Excerpt: "Individual learning in organizations is irrelevant, as work is almost never done by one person alone. Knowledge, Senge said, is the capacity for effective action (know how) and it is the only aspect of knowledge that really matters in business and life. Value is created by teams and mostly by networks of people. While learning may be generated in teams, this type of knowledge comes and goes. Learning really spreads through social networks." Excerpt: It shows that the company never gave any thought to organizational learning. ■Are employees narrating their work in a transparent environment? ■Does the daily routine support social learning? ■Is time made available for reflection and sharing stories? "Narrating their work in a transparent environment," "support social learning," and "reflection" are all linked to other resources.

BLOG POST by Harold Jarche, 9.24.14 Pattern sensing becomes all important. Even leadership has to be exercised in a different way from the hierarchical organization, understanding the dynamics of networks.

Blog post by Jarche, April 14, 2014 on his Seeking Perpetual Beta: a guidebook for the network era. "The workplace of the network era requires a different type of leadership; one that emerges from the network as required. Effective leadership in networks is negotiated and temporary, according to need. Giving up control will be a major challenge for anyone used to the old ways of managing. An important part of leadership will be to ensure that knowledge is shared throughout the network."

Jarche on reflection, August 26, 2014 "Here is a typical example of inefficient knowledge-sharing at a conference. A problem is presented in a plenary session and participants are immediately asked to brainstorm and give feedback. But why was the issue not presented weeks ahead of time? Probably because nobody would have reviewed it? What can be achieved in 10 minutes of thinking on demand? Not much. What is really achieved with 50 to 100 people in a room, a presenter and then questions from the floor? Nothing, other than the semblance of building and sharing knowledge. The conference rut reflects the workplace knowledge rut."