PKM Workshop

"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""

"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."

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.

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?

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.

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.

"Critical Thinking" may sound like an obnoxious buzzword from liberal arts schools, but it's actually a useful skill. Critical thinking just means absorbing important information and using that to form a decision or opinion of your own-rather than just spouting off what you hear others say. This doesn't always come naturally to us, but luckily, it's something you can train yourself to do better.P

In brief, we have realized that 'neuroplasticity,' the ongoing remodeling of brain structure and function, occurs throughout life.  It can be affected by life experiences, genes, biological agents, and by behavior, as well as by thought patterns. Interestingly, exercise and physical activity in general have a major effect on 'neurotrophic factors'-chemicals that stimulate the growth and recovery of brain cells.

"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"

"It's a fallacy to think of networking as a sales tool. Firstly, it's not. Secondly, it might instead be one of the defining sources of value in your business. Business strategist Ross Dawson, author of the (free and highly comprehensible) Future of Work Framework explains how."

"My favourite definition of Digital Literacy that I have found so far is part of a presentation on Digital Literacy in Primary School Sites, an experiment in 3 schools in Ireland (Casey & Bruce, 2010).  They present Digital Literacy as follows:"

"On days like today, however, he participates in a program called "Googler to Googler," which places employees from across departments into teaching roles that would otherwise be filled by the HR department (or rather, as Google calls it, "People Operations"). Green's class is part of the Google core curriculum, which includes courses on management, orientation, and skills such as public speaking. Other classes taught Googler to Googler--everything from kickboxing to parenting--were initiated and designed by an employee."

"As a global leader in the quick-service restaurant industry, Domino's Pizza has a concentration of jobs requiring a broad base of connections to people and information. The people in these jobs probably used traditional learning to help them attain key roles in supply chain, operations, marketing, or information services. However, an overlooked key to their success, and their future growth, is a type of learning in which they may not have even known they were engaged."

What is it? The Route Map is a framework for action to help organisations develop a sustainable health system. It will help you to coordinate and take action so your organisation can save money, resources, improve health and make changes future proof. The Route Map is the result of a ground-breaking collaboration between the health system and around 70 partners. The Route Map framework isn't set in stone and will evolve over time as we discuss what needs to be done at an individual or an organisational level to make the health system more sustainable.

"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.

Current and concise presentation of PKM for professional development

"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."

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."

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?"