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Brent MacKinnon

The Network Secrets of Great Change Agents - Harvard Business Review - 0 views

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    Change is hard, especially in a large organization. Numerous studies have shown that employees tend instinctively to oppose change initiatives because they disrupt established power structures and ways of getting things done. However, some leaders do succeed-often spectacularly-at transforming their workplaces. What makes them able to exert this sort of influence when the vast majority can't? So many organizations are contemplating turnarounds, restructurings, and strategic shifts these days that it's essential to understand what successful change agents do differently. We set out to gain that insight by focusing on organizations in which size, complexity, and tradition make it exceptionally difficult to achieve reform.
Brent MacKinnon

Tacit Knowledge Not Included | Harold Jarche - 0 views

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    "Tacit knowledge is stuff that we know, but we can't explain how to do it.  Think of it this way: have someone throw something at you, and try to catch it.  Now, describe exactly how you figured out where to put your hand to catch the flying car keys (or whatever).  You can't.  There are calculations of speed, and trajectories, and muscle movements, and all of that goes on inside your brain and you can't explain any of it.  That's tacit knowledge. - Tim Kastelle"
Brent MacKinnon

Why do I need KM? | Harold Jarche - 1 views

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    "The basic unit of social business technology is personal knowledge management, not collaborative workspaces." We are surrounded by information and have many ways to collaborate, but unless each person has effective sense-making processes, social business networks are mostly noise amplification.
Brent MacKinnon

It's not about knowledge transfer - 0 views

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    It's not knowledge management" "Another point that stuck with me, as I had witnessed this, was Senge's observation that the field of knowledge management had been co-opted by information technology vendors, and had become useless for organizational learning. I was reminded of this while reading, Lost Knowledge: What are you and your organization doing about it? -"
Brent MacKinnon

Methodologies - inspiring a better way to work - 0 views

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    Good primer for planning my workshop....learning styles, one of many sub headings in this link. "Learning styles For collaboration purposes, three learning styles are typically identified: Auditory learning occurs through hearing the spoken word and represents approximately 25% of the population Kinesthetic learning occurs through doing, touching and interacting and represents approximately 40% of the population Visual learning occurs through images, demonstrations and body language and represents approximately 30% of the population Through the use of varied (or redundant) communication styles, collaborative groups can communicate better both internally and externally."
Brent MacKinnon

An organizational knowledge-sharing framework - 0 views

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    "There is a lot of knowledge in an organization, some of it easy to codify (capture), and much (most) of it difficult to do so. Understanding how best to commit resources for knowledge-sharing should be in some kind of a decision-making framework that is easy for anyone to understand. This is a first attempt to do that."
Brent MacKinnon

Talking about the Network Era | Harold Jarche - 0 views

  • broadcasting model that offers “best content” (in which value is described by n, the number of consumers) to a network of peer-to-peer transactions (where the network’s value is based on “most members” and mathematically described by n2).  But by far the most valuable networks are based on those that facilitate group affiliations, Reed concluded. – David Bollier
  • TIMN has long maintained that, beyond today’s common claims that government or market is the solution, we are entering a new era in which it will be said that the network is the solution (e.g., here and here). Aging contentions that turning to “the government” or “the market” is the way to address particular public-policy issues will eventually give way to innovative ideas that “the network” is the optimal solution.
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    Networks will transform education, business, the economy, and society even further. In the network era, the creative economy will gain dominance over the information and industrial economies. Professional knowledge distribution will move away from institutionalized business schools into networked communities of practice.
Brent MacKinnon

Experience-Performance-Reflection - 0 views

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    "irst, knowledge is the result of information (e.g. learning content) AND experience. Knowledge is directly influenced by one's own experience. Therefore there is no such thing as "knowledge transfer". Second, performance is taking action on knowledge."
Brent MacKinnon

Is It Official Yet ? » Wirearchy - 0 views

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    "The working definition of wirearchy is .. "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""
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