Group items tagged

Learning Worker - good quotes from Jane "Peter Drucker coined the term, "knowledge worker", back in 1959 as a way to describe workers who were involved in non-routine problem-solving. I think, this is one reason why organisations have believed that training knowledge workers is all about "knowledge transfer" - pouring knowledge into peoples heads. Whereas, in the past, individuals were trained to do their jobs once and this would last them their whole careers, over time, as job roles became more sophisticated or new technology or procedures were introduced, training became a full-time operation to keep people knowledgeable, skilled and up to date. But the world is changing fast, and we are now living in a era of exponential information growth. (Huge amounts of data are being created every day).  But what is more, the half life of a piece of knowledge today is just around 5 years. (It is said that a college degree will be out of date before the loan is paid off).  But all this means we need to be continuously refreshing what we know."

"First of all, it is becoming obvious that the fundamental nature of work is changing as we transition into a post-job economy. The major driver of this change is the automation of procedural work, especially through software, but increasingly with robots. The drivers behind the post-job economy are also changing our work structures. Organizations will need to become more networked, not just with information technology, but how knowledge workers create, use, and share knowledge. This new workplace also will require different leadership that emerges from the network and temporarily assumes control, until new leadership is required. Giving up control will be a major challenge for anyone used to the old ways of work. An important part of leadership will be to ensure that knowledge is shared. But moving to a knowledge-sharing organizational structure will be difficult, because of the knowledge sharing paradox; which is that the more control is exerted, the less knowledge is shared. All of these challenges need to be addressed, and rather quickly, as software continues to eat jobs, and income disparities get wider."

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? -"

"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."

"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"

"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."

"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."

"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"

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. "

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."

Great Why statements and response that delve into innovation, network era and more. Also excellent links to resources "The network era workplace requires collaboration and cooperation because complex problems cannot be solved alone. Tacit knowledge, that which cannot be codified or put into a database, needs to flow. Social learning, developed through many conversations, enables this flow of tacit knowledge. This is not "nonsense chat", as traditional management might view it, but essential for creating stronger bonds in professional social networks. Companies have to foster richer and deeper connections which can only be built over time through meaningful conversations. This is why social learning in the workplace is necessary for business."

Organizational change to network learning.. seek sense share framework. "How can an organization build awareness, investigate alternatives, and act on complex problems? The organization needs to connect the outside with the inside. This is not a technology challenge but rather a structural one. Organizations need to help knowledge flow and this only happens when people are connected. Technology is a facilitator, but people are the key. This is too often overlooked, as in most enterprise social network implementations, where mere training is bolted on at the end of the technology build. Awareness, alternatives, and action can each be supported within a unified organizational framework. Wirearchy: 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. - Jon Husband"

Perfect simple explanation of pkm - use for workship "PKM builds reflection into our learning and working, helping us adapt to change and new situations. It can also help develop critical thinking skills. The discipline of PKM helps each person become a contributing node in a knowledge network. It is the foundation for social learning, which will help us develop new network era infrastructures to replace outdated institutions and markets. It does not matter what it is called, but seeking knowledge networks, active sense-making, and sharing publicly, are practices that need to be widespread. Our collective future depends on it."

"As we learn to think for ourselves, we must also connect with others. We are only as smart as our knowledge networks. But we do not need someone to manage our connections. The simple guideline of self-direction, often enabled by network technologies, can create beautifully complex relationships amongst interconnected people. "

Professional Eco System "There's no longer such thing as a job for life; people are constantly moving around, and we are now seeing the early-stages of the so-called Freelance or Gig Economy. Individuals need to be ready to drop in and out of jobs with up-to-date skills and knowledge, as required. In order to do that they need to take responsibility for their own career development; they can't rely on their company to support their career aspirations - so they need to be constantly learning in many different ways, not just for their current jobs but for their future jobs. "

"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"

"WEAVING INNOVATION INTO THE VERY FABRIC OF YOUR COMPANY Armed with a definition for innovation and the knowledge that it is critical to one's long-term success, organizations must take the next step, which is building a culture of innovation. And this is when the real work begins, because organizations can't just spend their way to successful innovation."

"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.

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?

2008 post - good intro for workers here. "PKM is a set of processes, individually constructed, to help the flow of implicit to explicit knowledge. However, PKM is more about attitude than any particular tool set. It's taking (or rediscovering) our innately curious nature and tapping into it so that we can continue to expand our horizons."