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Doris Reeves-Lipscomb

Is Technology Making Us Smarter - or Dumber? - Next Avenue - 0 views

www.nextavenue.org/gy-making-us-smarter-or-dumber

technology innovation collaborate evaluate crap_detection Next Avenue womenslearningstudio

shared by Doris Reeves-Lipscomb on 26 May 15 - No Cached
  • There is no doubt that we need to innovate, collaborate and evaluate, to name three of the “21st-century” so dear to digital literacy enthusiasts. But such skills can’t be separated from the knowledge that gives rise to them. To innovate, you need to know what came before. To collaborate, you must contribute knowledge to the joint venture. And to evaluate, you have to compare new information with knowledge you’ve already mastered.
  • There is no doubt that we need to innovate, collaborate and evaluate, to name three of the “21st-century” so dear to digital literacy enthusiasts. But such skills can’t be separated from the knowledge that gives rise to them. To innovate, you need to know what came before. To collaborate, you must contribute knowledge to the joint venture. And to evaluate, you have to compare new information with knowledge you’ve already mastered.
  • There is no doubt that we need to innovate, collaborate and evaluate, to name three of the “21st-century” so dear to digital literacy enthusiasts. But such skills can’t be separated from the knowledge that gives rise to them. To innovate, you need to know what came before. To collaborate, you must contribute knowledge to the joint venture. And to evaluate, you have to compare new information with knowledge you’ve already mastered.
  • ...4 more annotations...
  • There is no doubt that we need to innovate, collaborate and evaluate, to name three of the “21st-century” so dear to digital literacy enthusiasts. But such skills can’t be separated from the knowledge that gives rise to them. To innovate, you need to know what came before. To collaborate, you must contribute knowledge to the joint venture. And to evaluate, you have to compare new information with knowledge you’ve already mastered.
  • In 2005 researchers at the University of Connecticut asked a group of seventh graders to read a website full of information about the Pacific Northwest Tree Octopus, or Octopus paxarbolis. The Web page described the creature’s leafy habitat, diet and mating rituals in precise detail. Then, applying an analytical model they’d learned, the students evaluated the trustworthiness of the site and the information it offered.   Their assessment? The tree octopus was legit. All but one of the pupils rated the website as “very credible.” T
  • is knowledge and the ability to think objectively and critically.
  • There is no doubt that we need to innovate, collaborate and evaluate, to name three of the “21st-century” so dear to digital literacy enthusiasts.
  • Doris Reeves-Lipscomb on 26 May 15
     
    article by Annie Murphy Paul, July 19, 2013 about using the internet's facts and information in tandem with our own acquired knowledge--the facts--to then innovate, collaborate, & evaluate. Innovate requires us to know what became before. To collaborate, we just contribute knowledge to the join venture. To evaluate, we have to compare new information with knowledge we have already mastered.
Doris Reeves-Lipscomb

The knowledge sharing paradox | Harold Jarche - 0 views

www.jarche.com/...the-knowledge-sharing-paradox

Jarche blog knowledge WLStudio

shared by Doris Reeves-Lipscomb on 28 Mar 13 - No Cached
  • Doris Reeves-Lipscomb on 28 Mar 13
     
    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."
Doris Reeves-Lipscomb

Engaging Knowledge Artisans - 0 views

jarche.com/...engaging-knowledge-artisans

Jarche knowledge_artisan knowledge_worker womenslearningstudio

shared by Doris Reeves-Lipscomb on 14 Sep 15 - No Cached
  • Most organizations are playing with all these new digital technologies and not putting in place structures to support knowledge artisans. But all these levels of hierarchy and control processes, based on a systemic lack of trust, will be overwhelmed by the resulting complexity of a hyper-connected economy. Overarching knowledge work principles have to be first established. An adult-to-adult relationship model like wirearchy is one example; “a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology.” Complex environments are the new normal. Relationship building is needed in order to share complex knowledge.
  • Doris Reeves-Lipscomb on 14 Sep 15
     
    Harold Jarche from 2014 on engaging knowledge artisans. "Complex environments are the new normal. Relationship building is needed in order to share complex knowledge. Implicit knowledge takes time to share, so time has to be set aside for sense-making, reflecting, and conversing. These are significant workplace changes, but can be mastered with a stable foundation of PKM practiced by interdependent and autonomous knowledge artisans. When everybody is engaged in sense-making, then any organization can better sense where it needs to go."
Doris Reeves-Lipscomb

The Connected Workplace | Harold Jarche - 0 views

www.jarche.com/...the-connected-workplace

Jarche blog Connected_worker workplace leadership retool WomensLearningStudio collaboration

shared by Doris Reeves-Lipscomb on 16 Apr 13 - No Cached
  • Doris Reeves-Lipscomb on 16 Apr 13
     
    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."
Doris Reeves-Lipscomb

It's not about knowledge transfer | Harold Jarche - 0 views

www.jarche.com/...s-not-about-knowledge-transfer

social networking social-learning knowledge WLStudio

shared by Doris Reeves-Lipscomb on 01 May 12 - No Cached
  • Doris Reeves-Lipscomb on 01 May 12
     
    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.
Doris Reeves-Lipscomb

Why less is needed more than ever before - Enspire - 0 views

www.enspire.com/less-needed-ever

knowledge online learning elearning design self-service learning blog Jackson

shared by Doris Reeves-Lipscomb on 02 Aug 14 - No Cached
  • Doris Reeves-Lipscomb on 02 Aug 14
     
    Excellent blog post by Mindy Jackson on why less is needed more than ever before in terms of content, July 7, 2014. She explains why practice is more important than content. She writes in a less is more manner, too. Found her via Jane Hart's blog. excerpt: Just-in-time knowledge resources combined with a self-service model is the answer to course content glut. Text is a resource. Practice is instruction. Focus online learning programs on practice rather than knowledge acquisition. Create a risk-free tryout environment, contextualized to performance needs. Enable learners to sip from the fountains of knowledge, rather than to drown by a fire-hose of information. Knowledge is readily accessed. But experience is earned.
Doris Reeves-Lipscomb

elearnspace › What I've learned in my first week of a dual-layer MOOC (DALMOOC) - 0 views

www.elearnspace.org/...k-of-a-dual-layer-mooc-dalmooc

learning MOOC Siemens

shared by Doris Reeves-Lipscomb on 17 Nov 14 - No Cached
  • Doris Reeves-Lipscomb on 17 Nov 14
     
    blog by George Siemens reflecting on his first week of a dual-layer MOOC, October 28, 2014. "I'm biased toward learners owning their own content and owning the spaces where they learn. My reason is simple: knowledge institutions mirror the architecture of knowledge in the era in which they exist. Today, knowledge is diverse, messy, partial, complex, and rapidly changing. What learners need today is not instructivism but rather a process of personal sensemaking and wayfinding where they learn to identify what is important, what matters, and what can be ignored. Most courses assume that the instructor and designer should sensemake for learners. The instructor chooses the important pieces, sets it in a structured path, and feeds content to learners. Essentially, in this model, we take away the sweet spot of learning. Making sense of topic areas through social and exploratory processes is the heart of learning needs in complex knowledge environments. " Though I am biased toward learner-in-control, I do recognize the value of formal instruction, particularly when the topic area is new to a learner. Even then, I would like to see rapid transitions from content provision to having learners create artifacts that reflect their understanding. These artifacts can be images, audio, video, simulations, blog posts, or any other resource that can be created and shared with other learners. Learning transparently is an act of teaching.
Doris Reeves-Lipscomb

Personal Knowledge Mastery. From Scratch with Harold Jarche - 0 views

www.nigelpaine.com/...rom-scratch-with-harold-jarche

podcast PKM Paine Jarche womenslearningstudio

shared by Doris Reeves-Lipscomb on 17 Nov 14 - No Cached
  • Doris Reeves-Lipscomb on 17 Nov 14
     
    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.
Doris Reeves-Lipscomb

Reflecting on reflection - 0 views

www.jarche.com/...reflecting-on-reflection

Jarche reflection blog womenslearningstudio

shared by Doris Reeves-Lipscomb on 15 Sep 14 - No Cached
  • Doris Reeves-Lipscomb on 15 Sep 14
     
    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."
Doris Reeves-Lipscomb

PerformanceXpress - Knowledge Worker: Seven Skills of Knowledge Work - 0 views

www.performancexpress.org/...seven-skills-of-knowledge-work

knowledge worker skills Nickols Gardner womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Jun 15 - No Cached
  • Doris Reeves-Lipscomb on 29 Jun 15
     
    interesting take on seven skills of knowledge work; a joint blog post by Fred Nickols, CPT and Joel Gardner, professor at Franklin University. June 1, 2015. From LinkedIn Community of Practice group. 1. thinking skills 2. communication 3. teamwork & leadership 4. lifelong learning/self-direction 5. technology use 6. ethics and professionalism 7. personal management
Doris Reeves-Lipscomb

Edge Perspectives with John Hagel: The Big Shift in Business Strategy - 0 views

edgeperspectives.typepad.com/...hift-in-business-strategy.html

influence Hagel knowledge_flows Big_Shift Seely_Brown learning_online womenslearningstudio

shared by Doris Reeves-Lipscomb on 24 Jun 15 - No Cached
  • The key is to develop the capacity to move rapidly to reap the most benefit from influence, leverage and learning. Firms and other institutions need to cultivate the ability to participate in an expanding range of knowledge flows effectively. 
  • They must also find ways to effectively filter through this expanding range of knowledge flows to extract the insights and approaches that have the potential to create the most value. Finally, they also need to quickly turn around and apply these insights and approaches both within their organization and across a broader range of participants in the system. In sum, the winners will be those who master the techniques required for scalable learning.
  • These are proactive strategies of movement – designed to strengthen influence points by harnessing their learning potential. If done right, it creates a powerful virtuous cycle – more effective learning attracts others and expands influence which in turn increases the potential for further learning.  To borrow a favorite phrase from my colleague, John Seely Brown, we trigger a generative dance between position and movement that takes us to unforeseen levels of impact.
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  • Here are some key questions you should be asking and answering:   Who occupies influence points today within my market or industry? What are potential new influence points that might emerge from the fundamental forces reshaping my market or industry? Who is working to build and occupy new influence points? Have I built robust relationships with these players?
  • One final thought – what if we applied this strategic notion of influence points and accelerated learning to our individual lives? How could we increase our personal impact?
  • Doris Reeves-Lipscomb on 24 Jun 15
     
    John Hagel is a co-chair of Deloitte Center for the Edge. Here he talks about influence points and positioning oneself among influence points through our technology enabled connections. Power laws still concentrate an extraordinary # of connections around a few nodes. But having access to knowledge flows, one will be able to anticipate what's going to happen before others do, one could perhaps shape the flows and more rapid learning may occur because of access to a growing and diverse set of information or knowledge flows. Learning faster than anyone else will enable a company or person to "have a significant advantage relative to those who are scrambling to catch up." Uses the PC microprocessor and operating system components to concretize influence points.
Doris Reeves-Lipscomb

Edge Perspectives with John Hagel: Platforms Are Not Created Equal: Harnessing the Full... - 0 views

edgeperspectives.typepad.com/...ll-potential-of-platforms.html

Hagel blog platforms learning online womenslearningstudio

shared by Doris Reeves-Lipscomb on 24 Jun 15 - No Cached
  • shift the focus from knowledge transfer to knowledge creation.
  • shift the focus from knowledge transfer to knowledge creation.
  • shift the focus from knowledge transfer to knowledge creation.
  • ...7 more annotations...
  • Those platforms that don’t help participants to learn faster and faster as they work together will tend to be marginalized over time, especially once learning platforms become more prevalent. And this also applies to the participants. If we choose to participate on platforms that are not explicitly driven to accelerate learning, we’ll learn at a slower rate than participants who choose to spend their time on learning platforms.
  • But, the fourth category of platform offers a second level of network effect, one that is uniquely associated with that platform.
  • If you only have one fax machine, it has negative value – you paid money for it and it does nothing.
  • The more fax machines that are connected, the more valuable each fax machine becomes.
  • What if each fax machine acquired more features and functions as it connected with more fax machines? What if its features multiplied at a faster rate as more fax machines joined the network? N
  • That’s the potential of learning platforms.
  • Those platforms that don’t help participants to learn faster and faster as they work together will tend to be marginalized over time, especially once learning platforms become more prevalent. And this also applies to the participants.
  • Doris Reeves-Lipscomb on 24 Jun 15
     
    great exploration of four types of platforms including learning platforms by John Hagel, August 14, 2014
Doris Reeves-Lipscomb

How Private Social Networks Facilitate 21st Century Knowledge Management | Enterprise S... - 0 views

blog.tibbr.com/...t-century-knowledge-management

Gago blog_post WLStudio social networks social media knowledge

shared by Doris Reeves-Lipscomb on 13 Mar 13 - No Cached
  • Doris Reeves-Lipscomb on 13 Mar 13
     
    Blog post by Barbra Gago, 9.14.12, on importance of individual information consumption/curation. Excerpt: "The future of knowledge management is about letting employees curate their own information consumption, empowering them to be in charge of their own learning and professional development. Conversations need to be indexed, but so do updates from processes, customer interactions, and news about related projects. External data needs to be brought in to enhance internal data, and people need to be able to act in real-time-not ask 5 different people for a file or wait until tomorrow because their manager is half-way across the world."
Doris Reeves-Lipscomb

How much knowledge is too much? | Scoop.it Blog - 0 views

blog.scoop.it/...-implement-your-knowledge-base

knowledge seeking sensing sharing Saitsky Blog Scoop.it WomensLearningStudio

shared by Doris Reeves-Lipscomb on 28 Jun 13 - No Cached
  • Doris Reeves-Lipscomb on 28 Jun 13
     
    Great blog by Svetlana Saitsky, June 17, 2013 on how aquiring knowledge is just part of the quest; taking what you know and doing something with it is the more important part. It's what the dashboard taught me. Might have some good quotes in it for us to use in e-vents or series.
Doris Reeves-Lipscomb

Knowledge Communities: About Us - 0 views

knowledgecommunities.org/about.htm

website Knowledge_communities mission CoP

shared by Doris Reeves-Lipscomb on 25 Jul 12 - No Cached
  • Doris Reeves-Lipscomb on 25 Jul 12
     
    website for Knowledge Communities. Look at this mission: Knowledge Communities trains community facilitators how to tap into the intrinsic motivation of individuals and groups to move a community or network forward toward more autonomy, productivity and sustainability. The outcome we aim for is improved practice. Over time, network members take over the role the paid facilitator has played, requiring fewer external resource to produce greater results. To learn more about our projects see our white papers.
Doris Reeves-Lipscomb

Diigo Blog | Better Reading, Better Research, Better Sharing - 0 views

blog.diigo.com

PKM Diigo womenslearningstudio

shared by Doris Reeves-Lipscomb on 14 Jan 14 - Cached
  •  Our users include law firms, marketing agencies, consultants, recruiters, web designers, researchers, students, teachers … — basically anyone who do a lot of knowledge-oriented information consumption, either individually or as a team, either professionally, or for personal purposes such as reading and researching related to travel, health, shopping, career, hobbies, news, online learning, smart investing, school papers, work projects, etc, etc. Going forward, the Diigo team aims to evolve Diigo into the best personal knowledge management system (PKM) on the market, providing unsurpassed capabilities for the collection, compilation, organization, digestion, presentation and collaboration of knowledge and information.
  • Doris Reeves-Lipscomb on 14 Jan 14
     
    explanation by Diigo of its users--those who affiliate for professional as well as personal reasons--and its utility as the "best personal knowledge managment (PKM) on the market."
Lisa Levinson

Openlab Workshops » About - 0 views

openlabworkshops.org/about

openlab workshops WLStudio creativity tools

shared by Lisa Levinson on 28 Sep 13 - No Cached
  • Lisa Levinson on 28 Sep 13
     
    "Openlab Workshops' mission is to use open source and free software tools and knowledge to both enable and inspire people's creativity. We are part of the open source and free software community because of their idealistic emphasis on transparency, knowledge-sharing, and collaboration. Since 2009 we've developed and taught over 24 workshops in such topics as programming for artists and designers using Processing, interactive lighting, livecoding, Arduino, and sound generation and analysis."
  • Lisa Levinson on 28 Sep 13
     
    My cousin Evan Raskob's Openlab Workshop site. They are f2f workshops, but the concept is to bring diverse people together to create and share knowledge about digital art and technology.
Doris Reeves-Lipscomb

The Redundancy of a Knowledge Deficit Model - The Curious Creative - 0 views

edte.ch/...y-of-a-knowledge-deficit-model

knowledge_deficit expert learners Barrett womenslearningstudio

shared by Doris Reeves-Lipscomb on 06 Oct 15 - No Cached
  • knowledge deficit disposition or approach to learning
  • There was an assumption that we had none and that we were there to laud over the expertise shared by our guide.
  • Doris Reeves-Lipscomb on 06 Oct 15
     
    excellent point about when experts assume that only they have knowledge, and must hew to a script, can make it a terrible experience for participants and deny them voice, February 15, 2015
Doris Reeves-Lipscomb

A framework for social learning in the enterprise - 0 views

jarche.com/...ial-learning-in-the-enterprise

framework social learning enterprise Jarche womenslearningstudio

shared by Doris Reeves-Lipscomb on 04 Apr 16 - No Cached
  • There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.
  • the role of online community manager, a fast-growing field today, barely existed five years ago.
  • The web enables connections, or constant flow, as well as instant access to information, or infinite stock. Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation
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  • All organizational value is created by teams and networks.
  • Learning really spreads through social networks. Social networks are the primary conduit for effective organizational performance. Blocking, or circumventing, social networks slows learning, reduces effectiveness and may in the end kill the organization.
  • Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks. The rest is just window dressing. Over a century ago, Charles Darwin helped us understand the importance of adaptation and the concept that those who survive are the ones who most accurately perceive their environment and successfully adapt to it. Cooperating in networks can increase our ability to perceive what is happening.
  • Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations.
  • Three of these (IOL, GDL, PDF) require self-direction, and that is the essence of social learning: becoming self-directed learners and workers, all within a two-way flow of power and authority.
  • rom Stocks to Flow
  • Knowledge: the capacity for effective action. “Know how” is the only aspect of knowledge that really matters in life. Practitioner: someone who is accountable for producing results. Learning may be an individual activity but if it remains within the individual it is of no value whatsoever to the organization. Acting on knowledge, as a practitioner (work performance) is all that matters. So why are organizations in the individual learning (training) business anyway? Individuals should be directing their own learning. Organizations should focus on results.
  • Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model.
  • Organizing
  • our own learning is necessary for creative work.
  • Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
  • Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period.
  • we should extend knowledge gathering to the entire network of subject-matter expertise.
  • Building capabilities from serendipitous to personally-directed and then group-directed learning help to create strong networks for intra-organizational learning.
  • Our default action is to turn to our friends and trusted colleagues; those people with whom we’ve shared experiences. Therefore, we need to share more of our work experiences in order to grow those trusted networks. This is social learning and it is critical for networked organizational effectiveness.
  • Doris Reeves-Lipscomb on 04 Apr 16
     
    excellent discussion of networks and social learning in organizations with references to Hart, Jennings, Cross, and Internet Time Alliance among others, 2010
Doris Reeves-Lipscomb

How the stiff upper lip is the enemy of knowledge sharing | All of us are smarter than ... - 0 views

chriscollison.wordpress.com/...the-enemy-of-knowledge-sharing

Knowledge_communities learning Collison blog WomensLearningStudio

shared by Doris Reeves-Lipscomb on 17 Apr 13 - No Cached
  • Doris Reeves-Lipscomb on 17 Apr 13
     
    blog post by Chris Collison, 1.31.13, on how we have problems asking for help because it betrays our ignorance or incompetence. Excerpt: Of course, it's not exclusively a male problem, but it does seem to be the case that men suffer from this syndrome more than women. It's hard to ask for help. We have all had times when we have that nagging sense that "there might be a better way to do this", or "perhaps someone else has already figured this one out". What stops us from asking around for solutions and ideas for improvement? Sometimes it's a sense that we're supposed to know the answers. Why would I want to show everyone else that I'm incompetent? That doesn't seem like a route to promotion. However, once I've solved my problem, I'll be happy to share my solution. The truth is, the biggest challenge to organisations who want to get more from what they know, isn't that they have a knowledge sharing problem. It's that they have an asking problem.
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