Group items tagged

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"

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.

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."

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."

"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"

"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."

"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"

"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 first one, It's the Company's Job to Help Employees Learn written by Tomas Chamorro-Premuzic and Mara Swan (HBR 18 July) made a number of significant points. Here are a few soundbites: "most jobs today demand … the capacity to keep learning and developing new skills and expertise, even if they are not obviously linked to one's current job" "a major pillar in Google's recruitment strategy is to hire "learning animals"" "Sadly, most organizations have yet to wake up to this reality, so they continue to pay too much attention to academic qualifications and hard skills, as if what entry-level employees had learned during university actually equipped them for today's job market." "workplace learnability is far less structured and formulaic than college learnability, and employees must juggle the tension between the demand for the short-term efficiencies of productivity with the long-term quest for intellectual growth" "So how can managers do a better job of fostering learnability in the workplace? Select for it … Nurture it … Reward it""

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."

"In the process of applying technology, we can't forget that workforce engagement, the measure of whether an employee merely does the minimum required of them, versus proactively driving innovation and new value for the organization, is the ultimate objective here. Thus, engagement can only ever be partially accounted for by deploying the latest new collaborative technology, and probably significantly less than many of its proponents would have you believe."

"What Skills will Self-Sustain Digital Workers? To be fair to IT and HR departments around the world, the digital workplace target does move incredibly fast and is picking up speed. And there never was a finish line. Fortunately, I believe there are novel, effective and increasingly well-understood new ways for most organizations to address their current digital workplace gaps, and it's not (just) by "giving up non-essential control", deploying liberal BYOD/BYOT programs to cultivate employee-led change, figuring out how to do things like learn or change behavior faster, or any of the ten strategies I've previously recommended."

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? -"

Important points on leadership and trust in the organization. "Culture is an emergent property of people working together. For example, trust only emerges if knowledge is shared and diverse points of view are accepted. 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."

Core messages re. hierarchical system and moving to network learning! "People need to take control of their learning in a world where they are simultaneously connected, mobile, and global; while conversely contractual, part-time, and local. Organizations must also move learning away from training and HR as some external quick-fix solution that gets called in from time to time. Learning must be an essential part of doing business in the network era. Learning has to be owned by the workers and learning support has to be a function of the business structure. If learning is the work today, why do we need a separate department responsible for managing it? And if workers really are responsible for their learning, why can't they take control of it?"

"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."

"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."

good material for workshop. Sketches are simple and clear

"I have found that business value keeps shifting. I used to get paid well to help companies select new learning technologies. I have not done that type of work for over five years. I have also seen organizations move away from using external consultants. I think the entire consulting model is ripe for disruptive change. When LinkedIn advertises ex-McKinsey consultants available for $60 per hour, you know that it's an obsolete business model."

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. "