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So much to do, so little time...I'm posting on this article by Jarche...for sure. "For the past century, the job was the way we redistributed wealth and protected workers from the negative aspects of early capitalism. As the knowledge economy disappears, we need to re-think our concepts of work, income, employment, and most importantly education. If we do not find ways to help citizens lead productive lives, our society will face increasing destabilization. This is a challenge for government, as our institutions are premised on many assumptions that are no longer valid. Changing the worldview of politicians, public servants, and citizens will be a key part of addressing the issue of wealth redistribution. Old mental models will not help us much."

A foundation post on the evolution of jobs! "Standardized work continues to be automated, by software and machines.  The re-wiring of work is essential for every part of our economy. The challenge is to identify what work can be automated and focus people on being more creative, both in dealing with complex problems and in identifying new opportunities. Human creativity is a limitless resource. Too often, it is wasted in our organizational structures."

Good summary of why social learning in the workplace is a business necessity. "Dealing with people, and their organizations, is complex. These types of complex circumstances, confronting us more frequently in many walks of life, require emergent practices in order to try the new. They should be based on solid explicit knowledge in addition to networked implicit knowledge. To deal with complex issues, social learning at work is a business necessity."

"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"

"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.

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.

Core content; introduction for PKM "Why PKM? Motivation is the key to any learning, so having your own unique PKM practice is empowering. Training and education look backwards and cannot address what might be. Organizations do not learn, people do. The active practice of PKM integrates work and learning in our minds. Networked individuals are more resilient and adaptive than any organization. The lifespan of organizations is decreasing and individuals have to take control of their career professional development. Getting connected outside of work creates a support network for any future disruption. PKM is the core competency for network era work that increasingly requires curiosity, creativity, and empathy."

Jane Hart - a major shift "In this post, however, I want to consider the Individual's Perspective of Workplace Learning. First of all, please note, I have not used the word Learner here, because for the Individual - the employee, the worker - it is clear it is not all about the learning but about the work. It's primarily about getting their work done, addressing performance problems, and being part of a functioning team - and in fact learning is often an unconscious activity here! But it is also about personal improvement through both company-organised and self-initiatives, and about keeping up to date with what is happening in their industry or profession so that they remain relevant. So, here is a graphic that shows 10 ways how an individual might learn at and for work."

"Networks enable organizations to deal with complexity by empowering people to connect with whom they need to, without permission. Network thinking means that anyone can connect to another colleague, and the default permission to get access to information is public. Networks are in a state of perpetual Beta. Unlike hierarchies, they can continuously change shape, size, and composition, without the need for a formal reorganization. Our thinking needs to continuously change as well. Hierarchies were essentially a solution to a communications problem. They are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make. That time is over. Markets, competitors, customers, and suppliers are already highly connected. The Internet has done this. It is why a Triple-A enterprise needs to be organized more like the Internet, and less like a tightly controlled machine. Continue to next post: the trinity model"

"Taylorism-derived job analysis, evaluation and measurement are the tools (along with their underlying assumptions) that are used to create the skeletal architecture of hierarchical organizations, the pyramid we all know. - Jon Husband in Knowledge, power, and an historic shift in work and organizational design"

"Understanding the effects of pervasive networks like social media is an essential literacy today. Each citizen has to be informed through active engagement in a digitally-mediated society. Unconsciously we do not trust experts, so we have to consciously develop expert networks that we do trust. This requires effort, such as the discipline of personal knowledge mastery. In the long run our networks can make our sense-making much easier. Without personal knowledge networks, we are at the whim of whatever current outrage is flowing through the social media platforms. "Maybe your friends and family aren't experts … but they surely have your best interests at heart, and that it why they are nearly as trusted on this topic as scientists, despite their lack of expertise. So here we have a partial answer to why experts aren't trusted. They aren't trusted by people who feel alienated from them. My reading of this study would be that it isn't that we live in a 'post-fact' political climate. Rather it is that attempts to take facts out of their social context won't work." - Tom Stafford"

"A Foundation for Modern Work My Personal Knowledge Mastery model of Seek > Sense > Share is focused on helping individuals work better in teams, and contribute to professional communities by developing and engaging their social networks to continuously learn. This approach has been used in several organizations. Today, it is critical to take control of your own learning and build a professional network. Engaging with other people, especially those different from us, is the key to making sense of information."

"The traditional guardians of our democracy, such as the Fourth Estate and our legislators, are in the thrall of the new platform monopolists. Interconnected and engaged citizens are our hope for a better future. We need to learn how to navigate the emerging network era. People have to take control of their learning: being connected, mobile, and global while conversely contractual, part-time, and local."

Definitely the intro video for PKM and HJ "Here is a short video introduction on why personal knowledge mastery (PKM) is becoming a required skill and mindset for professionals today. "

Definitely the intro video for PKM and HJ "Here is a short video introduction on why personal knowledge mastery (PKM) is becoming a required skill and mindset for professionals today. "

The foundation for this "other mechanism" is the wirearchy framework: 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." But what is the mechanism and why is it important to have an environment where everyone can be a leader? After all, most leaders are quite comfortable where they are. They worked hard to get there, didn't they?

Toyota worries that automation means it has too many average workers and not enough craftsmen and masters. But if you increase Talent and decrease Labour, what else needs to change? Pretty well the entire management/leadership system and particularly 'human resource' management.

"We believe technology is changing culture everywhere in the world, leading to the emergence of a new model of leadership. Employees are now more confident, more mobile, more demanding, more idealistic in some cases, and less willing to be company people. Employees, more than ever, are individualists"

Excellent overview from intelligent organization to PKM to make it hum... "The intelligent enterprise [l'entreprise intelligente] has to be founded first and foremost on intelligent communication, which in the network era is much more than just passing information. It is actively engaging in conversations to continuously make sense of the changing environment."