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"

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?"

"First of all, learning is not something to get. In too many cases we view learning as something that is done to people. It's almost as if we are goin' to get some learnin'! We think we can get an education or get people trained. This is absurd."

"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 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."

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? -"

"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."