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JANE HART [Knowledge Management] 12 features of supporting social collaboration in the workplace
| FRIDAY, AUGUST 31, 2012
Want to find out more, then in October we are running the Social media for professional development workshop at the Social Learning Centre. 3 – helping people work and learn effectively in this networked era (and within a social business), by developing their own Personal Knowledge Management (PKM) skills. Social learning
BETH KANTER [Knowledge Management] How the Nonprofit Sector Can Share What We Learn and Why We Should
| THURSDAY, JUNE 30, 2016
Note from Beth: I’ve been a big believer in shared knowledge and learning for the sector. IssueLab has been working for ten years to apply the age-old knowledge management question, “what if I knew what others know?” to the hard-earned lessons of nonprofits and foundations. Guest Post By Gabriela Fitz and Lisa Brooks.
HAROLD JARCHE [Knowledge Management] The right information is not enough
| WEDNESDAY, NOVEMBER 28, 2012
would like to contrast this with a statement made by Dave Snowden that I noted in negotiating between chaos and project management. It has happened before with knowledge management and learning management systems. I am a strong proponent of manual, not automatic, sense-making frameworks. SocialLearning Technology
HAROLD JARCHE [Knowledge Management] you are only as good as your network
| THURSDAY, OCTOBER 29, 2015
This involved complex knowledge about information technology, organizational behaviour, knowledge management, and social media. But I put my faith in my knowledge networks and communities of practice where I had been involved for the past 14 years. ConnectedEnterprise Management WorkImage: finding perpetual beta.
DAVE SNOWDEN [Knowledge Management] Fear is the mind-killer
| THURSDAY, MARCH 17, 2011
hasten to add that I am not recommending that knowledge managers become deeply manipulative courtesans (although come to think of it that might have something going for it). good metaphor for knowledge management, or am I getting carried away? The programme is out for KM UK June 21-22.
HAROLD JARCHE [Knowledge Management] The Hyper-social Organization – Review
| SUNDAY, DECEMBER 4, 2011
The authors on knowledge management: Of course, one of the big challenges for companies is that, unlike information or data, knowledge does not flow easily, as it relies on long-term trust-based relationships. ” Networks vs Channels: “Data and knowledge flow through channels, whereas networks allow knowledge to flow.”
HAROLD JARCHE [Knowledge Management] Three Principles for Net Work
| SUNDAY, APRIL 15, 2012
For knowledge workers, there is diminishing value in standardized work, as it will be either automated or outsourced over time. Standardized work usually falls into simple or complicated knowledge domains. Look at a knowledge worker and how things can get done in an interconnected enterprise. Work is changing. It is now known.
HAROLD JARCHE [Knowledge Management] “you simply can’t train people to be social!”
| TUESDAY, FEBRUARY 14, 2012
Tweet Over the past year I have been working on change initiatives to improve collaboration and knowledge-sharing with two large companies, one of them a multinational. Creating a supportive social environment is management’s responsibility. Providing dedicated time for reflection [this is a tough one to get management buy-in].
HAROLD JARCHE [Knowledge Management] Sense-making glossary
| WEDNESDAY, APRIL 14, 2010
Many of the definitions are framed around report writing but these can easily be expanded into the broader areas of personal knowledge management or personal learning environments. PARC offers a glossary of quite useful sense-making terms. Sense-making is what the second part of the Seek-Sense-Share PKM model is about.
HAROLD JARCHE [Knowledge Management] Pulling informal learning
| MONDAY, JUNE 4, 2012
Take a look at these 8 demand-side knowledge management principles by Nick Milton. People don’t pay attention to knowledge until they actually need it. People value knowledge that they request more highly than knowledge that is unsolicited. People won’t use knowledge, unless they trust its provenance.
HAROLD JARCHE [Knowledge Management] The Connected Workplace
| MONDAY, APRIL 15, 2013
But both require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Today’s digitally connected workplace demands a completely new set of skills. Practice is necessary.
HAROLD JARCHE [Knowledge Management] An organizational knowledge-sharing framework
| MONDAY, JULY 22, 2013
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. Expertise (knowledge and know-how).
HAROLD JARCHE [Knowledge Management] knowledge is personal
| SUNDAY, DECEMBER 14, 2014
Knowledge management, for me, is personal. A big conceit of the knowledge management (KM) field is that knowledge can be transferred, but unlike information or data, it cannot. Knowledge is personal. While knowledge cannot really be transferred, our experiences can be shared. My story.
HAROLD JARCHE [Knowledge Management] As the world keeps churning, work today is all about learning
| FRIDAY, JANUARY 18, 2013
The chapter on Clarity was directly aligned with my work on personal knowledge management. It is about seeking information and knowledge and distilling it so that you can make sense of it and then it is ready to be shared. The title of this post is what Dan Pink, in his book To Sell is Human , would call a rhyming pitch.
JANE HART [Knowledge Management] “Learning the new” vs “Learning the old”
| THURSDAY, NOVEMBER 15, 2012
It means ”feeding in” to our teams and groups what we are learning about the changing working landscape, as well as our ongoing experiences with colleagues, clients and customers, so that we can help each other benefit from this new knowledge and experiences in order to do our jobs (or do them better).
HAROLD JARCHE [Knowledge Management] Managing engagement
| WEDNESDAY, NOVEMBER 30, 2011
He discusses the three main branches of the family: Communication, Knowledge Management, and Monitoring & Evaluation. There’s This is most evident today in publishing and increasingly so in how we manage work without geographical boundaries. You cannot manage engagement if no one needs to be managed.
HAROLD JARCHE [Knowledge Management] Only people can let knowledge flow
| WEDNESDAY, NOVEMBER 13, 2013
The knowledge sharing paradox is that while sharing our knowledge is good for the organization, each individual has to see a personal benefit as well. The more the enterprise directs knowledge-sharing, the less likely it will happen. Helen Blunden neatly sums up what can happen to those who freely share their knowledge.
HAROLD JARCHE [Knowledge Management] leadership is learning
| THURSDAY, OCTOBER 1, 2015
This fundamental shift in focus is a prime example of the major organizational change required from both our education systems to our management models, as we transition into a networked creative economy. Help the Network Make Better Decisions — Managers should see themselves as servant leaders. Leadership Management
HAROLD JARCHE [Knowledge Management] Best of Friday’s Finds 2013
| THURSDAY, DECEMBER 26, 2013
Managing is a waste of time. Knowledge Leadership in the Era of Convergence – via @JonHusband. This makes leaders responsible for developing an open, collaborative culture, and suggests that inspiring these attitudes toward knowledge management will have positive individual and organizational consequences. like W.L.
HAROLD JARCHE [Knowledge Management] Learning is the work
| WEDNESDAY, OCTOBER 2, 2013
It puts into question most of our management frameworks that require detailed analysis before we take action. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge. Research shows that sharing complex knowledge requires strong interpersonal relationships.
HAROLD JARCHE [Knowledge Management] PKM Workshops
| SATURDAY, SEPTEMBER 29, 2012
The final scheduled personal knowledge management workshop finishes this weekend. Here is a great explanation from Jack Vinson , who shared his years of KM experience during the workshop: Personal knowledge management is the idea that individuals have to be responsible for managing to get things done.
HAROLD JARCHE [Knowledge Management] Pushing and Pulling Tacit Knowledge
| SUNDAY, OCTOBER 27, 2013
The knowledge gained is an emergent property of all sense-making activities. These are examples of Pushing knowledge, adding value for oneself, that may in the future be useful for others. Knowledge can be Pulled by those seeking answers. Sense-making is where the real personal value of PKM lies. The
HAROLD JARCHE [Knowledge Management] PKM Book Update 1
| WEDNESDAY, JUNE 27, 2012
The PKM Workshops have provided me with great feedback on how personal knowledge management is understood and used by others. Thanks I have been very pleasantly surprised at how well my request to fund the PKM Book Project has been taken up by the community at large. So far, 30 people have sponsored at the basic $10 level.
HAROLD JARCHE [Knowledge Management] Coherence in complexity
| MONDAY, NOVEMBER 26, 2012
The same is happening to our models for management and “change management”, as if we could manage change in the first place. Systems, such as enterprise social network tools , can assist “net work” practices like the narration of work and personal knowledge management.
EUEN SEMPLE [Knowledge Management] Facebook vs your IT department
| SATURDAY, OCTOBER 6, 2012
But if we're talking about the ill-conceived, badly designed, overengineered office systems that soak up the lives of so many people faffing about creating all those documents that take days to write, but no one reads, and that are stored in expensive knowledge management systems never to be found again - then I would disagree.?
HAROLD JARCHE [Knowledge Management] Future of work is complex, implicit and intangible
| WEDNESDAY, OCTOBER 9, 2013
The relationship between intangibles and tangibles reminds me of the implicit/explicit knowledge continuum. The explicit/tangible side is easier to measure, so that is where most management methods have concentrated their efforts. Today, intangible assets are over 80% of current market value. Human Capital: 2,000 employees.
JANE HART [Knowledge Management] The key to informal learning is autonomy
| FRIDAY, APRIL 27, 2012
Most have simply tried to manage informal learning – in an LMS or other learning platform – usually as part of a blended learning solution – believing it is simply about providing training in the form of informational rather than instructional resources. They continued to put almost all of the training budget into schooling novices.
HAROLD JARCHE [Knowledge Management] serendipitous drip-fed learning
| SATURDAY, AUGUST 8, 2015
My knowledge of biology is quite limited. We share an interest in knowledge management and PKM , but Shaun has a background in agricultural science of which I know nothing. More of my knowledge and understanding is coming through my network. Is there anything we can do do to make it easier? think so. PKM SocialLearning
HAROLD JARCHE [Knowledge Management] Becoming explicit
| WEDNESDAY, JUNE 19, 2013
Our old technology — paper — gave us an idea of knowledge that said that knowledge comes from experts who are filtered, printed, and then it’s settled, because that’s how books work. As learning and work get integrated, the co-creation of organizational knowledge develops from the sharing of our implicit knowledge.
HAROLD JARCHE [Knowledge Management] Six roles of network management
| SUNDAY, JANUARY 19, 2014
If helping the network make better decisions is a primary role of management in the emerging economy, how does one get there? highlighted the six roles of management in the network era in my last post and I would like to build on these and show how this is being practiced at Change Agents Worldwide. Perhaps some day it will be.
HAROLD JARCHE [Knowledge Management] Sense-making through conversation
| TUESDAY, NOVEMBER 22, 2011
Tweet One of our clients referred me to a post by Nick Milton on another great Boston square that pulls “apart the KM world on dimensions of Knowledge Push and Knowledge Pull (which you might call “Sharing” and “seeking”), and the dimensions of Explicit and Tacit. NetworkedLearning PKM SocialLearning
HAROLD JARCHE [Knowledge Management] Managing in a networked world
| MONDAY, MAY 16, 2011
Tweet In 2009, Anthony Poncier wrote a good post (in French) that covered the eight challenges of management in the virtual era; loosely translated as: Being concurrently nomadic and collaborative. The production of collective knowledge. Managing with both IQ and EQ (emotional quotient). Workers manage their own schedules.
HAROLD JARCHE [Knowledge Management] Trust is an emergent property of effective networks
| TUESDAY, AUGUST 28, 2012
Cooperation is also a major factor in personal knowledge management , for we each need to share and trust, as our part of the social business (learning) contract. It seems that markets, our dominant form of economic transactions, are not really designed to optimize trust. We live up or down to others expectations of us.
MARTIJN LINSSEN [Knowledge Management] Waking up.
| TUESDAY, APRIL 8, 2014
Nevertheless, in my narrow field of knowledge management, for specific firms, something interesting is happening. ’ They are realizing that humans are not resources, information is not knowledge, and processes are fundamentally flawed guesses about the future. I think we are waking up. One caveat before I go further.
JANE HART [Knowledge Management] PKM is our part of the social learning contract
| TUESDAY, APRIL 24, 2012
PKM is also a key skill of being an effective autonomous learner – as we can see from the many individuals who are already organizing and managing their own personal learning strategies in the organization – and consequently a key aspect of BYOL (Bring Your Own Learning). For me this is spot on. Whereas PKM Social learning
JAY CROSS [Knowledge Management] It’s not about the content
| TUESDAY, AUGUST 23, 2011
It reminded me of the initial Knowledge Management fiasco where bright MBAs assembled well-written but irrelevant platitudes and stuffed them into databases nobody ever visited. Things had to be tip-top quality, for the program’s tuition will be $60,000 a year. It shouldn’t be too challenging to. What did I think? Just Ja
HAROLD JARCHE [Knowledge Management] How blogging changed my life for the better
| MONDAY, APRIL 30, 2012
My blog is a key part of my professional development and essential to my personal knowledge management processes. I guess I could be described as a hardcore blogger, as I’ve been writing here for over eight years. So I’m going to respond to Hugh MacLeod’s question about the importance of blogging to me.
HAROLD JARCHE [Knowledge Management] PKM Roles
| SUNDAY, JANUARY 12, 2014
I like to frame personal knowledge management as a combination of seeking knowledge, making sense of it, and sharing it with others. But in fact, like most things, different people have different personality types, and different personality profiles in relation to their personal knowledge affinities and capabilities.
HAROLD JARCHE [Knowledge Management] Make it relevant
| MONDAY, SEPTEMBER 30, 2013
Spend more effort on getting influential people, especially senior management, to model the behavior. This is why I am not the most popular person amongst LMS vendors , as I believe the underlying principle of learning management systems is in direct conflict with collaborative and cooperative work. Start small. Make it safe.
HAROLD JARCHE [Knowledge Management] PKM and MOOC
| MONDAY, DECEMBER 16, 2013
If we think of the MOOC as a vehicle for shared understanding, and not content delivery, it becomes the collective equivalent to personal knowledge management. When adults design for children they have a tendency to dumb things down. – Tony Bates. Informal Learning Learning NetworkedLearning PKM SocialLearning
HAROLD JARCHE [Knowledge Management] New challenges of management
| TUESDAY, SEPTEMBER 22, 2009
Anthony Poncier (in French) covers the eight challenges of management in the virtual era, which I’ve loosely translated: Being concurrently nomadic and collaborative. The production of collective knowledge. Managing with both IQ and EQ (emotional quotient). This ain’t your daddy’s management, folks.
HAROLD JARCHE [Knowledge Management] Barriers to PKM
| THURSDAY, AUGUST 30, 2012
A few weeks ago I asked my extended online network, “ What do you think is the biggest fear/need/barrier when it comes to adopting personal knowledge management (PKM) as a practice? Management thinks PKM is only for certain, higher-level employees (it’s not). PKM practices can help people take off those weights.
DAVE SNOWDEN [Knowledge Management] A memory of Peter Drucker
| THURSDAY, FEBRUARY 12, 2015
It has fond memories for me of the early Delphi group knowledge management conferences held in the Hotel Del. I'm back in San Diego again for a series of meetings and if things work out I am going to spending a lot more time here. asked him over dinner one day what the role of a consultant should be. Reflections
HAROLD JARCHE [Knowledge Management] learning and the future of work
| TUESDAY, SEPTEMBER 8, 2015
The last personal knowledge mastery in 40 days online workshop for 2015 started this week. Both complex and creative work require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. The same rule of thumb applies to knowledge management.
HAROLD JARCHE [Knowledge Management] Informal learning, the 95% solution
| WEDNESDAY, JANUARY 4, 2012
It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. There are methods from knowledge management, organizational development and human performance technology, for example, that are quite useful in supporting informal learning.
HAROLD JARCHE [Knowledge Management] What have we learned so far?
| TUESDAY, APRIL 29, 2014
What have we learned so far about personal knowledge mastery? Personal Knowledge Mastery ( PKM ): A set of processes, individually constructed, to help each of us make sense of our world and work more effectively. Personal Knowledge Management is not linear. My problem is that I set them up and then don’t use them.”.
HAROLD JARCHE [Knowledge Management] The 21st century workplace: moving to the edge
| TUESDAY, JUNE 21, 2011
This information can be mapped, and frameworks such as knowledge management (KM) help us to map it. We can also create tools, especially electronic performance support systems (EPSS) to do work and not have to learn all the background knowledge in order to accomplish the task. Rather bleak, I would think. complexity Work
HAROLD JARCHE [Knowledge Management] In the beginning was the blog
| TUESDAY, JUNE 12, 2012
” As we start the Personal Knowledge Management workshop this week, the topic of blogs has already come up. Chris Brogan, co-author of Trust Agents , has a number of insights on blogging and engaging online. have been blogging here for eight years and before that experimented with a few other blogs. Communities PKM
HAROLD JARCHE [Knowledge Management] experience-sharing vs information-sharing
| FRIDAY, OCTOBER 14, 2011
“the single most important management skill to develop is a tolerance for ambiguity” ~ @TimKastelle. How does the traditional world view of knowledge management fit in the world of social business? Knowledge Management = experience-sharing NOT information-sharing – Knoco Stories. ” @Downes.
HAROLD JARCHE [Knowledge Management] Learning in public
| TUESDAY, NOVEMBER 23, 2010
Tweet In a succinct post on the nature of knowledge management in a knowledge-intensive field, Jasmin Fodil looks at how rocket scientists learn. She shows how workers at the NASA Goddard Space Fight Center reapply their knowledge: -. Of course, Goddard may already be doing this.
HAROLD JARCHE [Knowledge Management] PKM as pre-curation
| THURSDAY, JULY 12, 2012
The most important part of personal knowledge management (PKM), in my opinion, is the need for active sense-making. Merely The knowledge gained from PKM is an emergent property of all its activities. Merely tagging an article does not create knowledge. Sense-making part takes time, discipline, and effort.
DAVE SNOWDEN [Knowledge Management] The ineffable, the inexpiable & the inexpicable
| WEDNESDAY, NOVEMBER 9, 2011
The initial vehicle for that was knowledge management which was in the early stage of its hype cycle and I suddenly found myself on the conference circuit, and enjoying it if I am honest with myself. What has been interesting, if depressing is to see the cycles go round and round. Unfortunately little changed. The picture? Musings
HAROLD JARCHE [Knowledge Management] PKM and innovation
| TUESDAY, SEPTEMBER 25, 2012
One way to practice these skills would be to promote personal knowledge management (PKM) in the workplace. Knowledge is the new capital, but it resides in each person’s head. In the FastCoDesign article, How do you create a culture of innovation? Observing: Watching the world around them for surprising stimuli. itashare.
HAROLD JARCHE [Knowledge Management] A coherent path to social business
| TUESDAY, OCTOBER 30, 2012
think it boils down to three things: Openness, Knowledge-sharing, and Diversity. 1. If workers cannot connect with anyone they need to, then the knowledge needed to address a problem may never be revealed to those who need it. People need to practice knowledge-sharing through the narration of work and personal knowledge management.
HAROLD JARCHE [Knowledge Management] Play, explore, converse
| TUESDAY, APRIL 9, 2013
We seek after knowledge… and you call us criminals. Practices like personal knowledge management (PKM), and its potential for enhanced serendipity can give us the underlying structure to become better hackers and more creative. Was the dominance of morality usurped by responsibility at the beginning of the industrial era?
JANE HART [Knowledge Management] Seek-Sense-Share Mini Online Workshop
| SATURDAY, JUNE 29, 2013
The first mini online workshop at the Connected Knowledge Lab takes place from 8-19 July and is led by Harold Jarche. This mini online workshop will help you understand the Personal Knowledge Management (PKM) framework as a model for taking control of your professional development. Social learning
HAROLD JARCHE [Knowledge Management] PKM is not a technology
| THURSDAY, AUGUST 16, 2012
My definition of personal knowledge management is quite short: PKM: A set of processes, individually constructed, to help each of us make sense of our world, work more effectively, and contribute to society. Usually the barriers stem from the organizational structure or from management. Walk away before you waste your money.
DAVID GURTEEN [Knowledge Management] Business cases are a waste of time!
| MONDAY, JANUARY 19, 2009
By David Gurteen Knowledge managers are always asking how they can obtain support for a KM project by demonstrating the ROI especially as the measuring the ROI of a KM initiative is so difficult. Smart leaders don't waste their time with this. They play the game, but they know how to make the game worth playing.
JAY CROSS [Knowledge Management] Luis Suarez, Dion Hinchcliffe, and Kevin Wheeler
| SUNDAY, FEBRUARY 20, 2011
Luis Suarez is an IBMer with a passion for everything to do with knowledge management. His interest is in real knowledge management, the field that includes knowledge sharing, collaboration, expertise location, content management, online facilitation, and building communities. Background on working smarter.
ROSS DAWSON [Knowledge Management] What is the future of the Learning & Development department?
| TUESDAY, APRIL 5, 2011
haven’t spent a lot of time explicitly in the learning space, though my experience from the mid-1990s in the knowledge management arena means I have long considered many of the same issues as those in learning. The topic of my presentation was The Future of Learning , giving a big picture view to kick off their series. Enterprise 2.0
HAROLD JARCHE [Knowledge Management] Organizations, work, and learning
| TUESDAY, DECEMBER 23, 2014
It is an overview of personal knowledge mastery ( PKM ). Key point: The mainstream application of knowledge management and learning management over the past few decades is mostly wrong; we over-managed information, knowledge, and learning, because it was easy to do so. Management in networks.
HAROLD JARCHE [Knowledge Management] The network is the solution
| FRIDAY, JUNE 28, 2013
In the latter, “ Literacy becomes a wide range of evolving information skills developed around the activities of learning – the ability to acquire knowledge and skills through the resourceful and responsible utilization of information. Our future needs to be focused on learning, not instruction. here and here ). – David Bollier.
CLARK QUINN [Knowledge Management] 70:20:10 and the Learning Curve
| TUESDAY, JANUARY 27, 2015
Note that this assumes a good formal learning design, not rote information and knowledge test!) Still, you could think of accreting the cognitive and explicitly semantic knowledge, then restructuring that into coarse skills that don’t require as much conscious effort, until it becomes a matter of tuning a finely automated skill.
HAROLD JARCHE [Knowledge Management] Socialcast and social learning
| THURSDAY, FEBRUARY 24, 2011
Exception management through social networks gives management clear insight into the resources needed for handling these exceptions. more recent post on the evolution of knowledge management clearly shows the need to support the sharing of tacit knowledge in a complex and creative economy: This is a blog worth subscribing to.
HAROLD JARCHE [Knowledge Management] From observation to breakthrough
| SUNDAY, OCTOBER 28, 2012
It also aligns with personal knowledge management ( PKM ) or those routine behaviours that we can practice and perfect in order to enhance learning and innovation at an organizational level. We use our understanding of our communities and networks to discern with whom and when to share our knowledge. Insight equates to Sensing.
HAROLD JARCHE [Knowledge Management] It’s time to focus on your LQ
| WEDNESDAY, MAY 30, 2012
On 11 June 2012 we will start the next online personal knowledge management workshop. These workshops are not just for ‘learning professionals’ but for any role; from sales to marketing to production, and especially for management. Learning is everywhere in the connected workplace. Informal Learning InternetTime PK
HAROLD JARCHE [Knowledge Management] Shifting responsibility by taking responsibility
| MONDAY, OCTOBER 21, 2013
Knowledge workers collectively make the relationship capital that creates value in the network era. They need to be not just knowledgeable, but creative as well. Knowledge workers need to take control of their networked learning. We need to build our own knowledge networks; seeking out others, sense-making, and sharing.
HAROLD JARCHE [Knowledge Management] The Power of Pull and PKM
| WEDNESDAY, JANUARY 9, 2013
John Seely Brown & Lang Davison looks at how digital networks and the need for long-term relationships that support the flow of tacit knowledge are radically changing the nature of the enterprise as we know it. It is also an excellent reference book for understanding many facets of personal knowledge management. Find (Seek).
HAROLD JARCHE [Knowledge Management] A simple approach to KM
| MONDAY, MARCH 10, 2014
Knowledge management (KM) does not have to be a major enterprise effort. But the lack of KM strategy can be a drag on innovation or hamper decision-making in a knowledge intensive organization. This will reflect implicit knowledge more so than the other two levels, and individuals can share their PKM as they see fit.
DAVE SNOWDEN [Knowledge Management] this terrible pain in all the diodes down my left side.
| SUNDAY, FEBRUARY 5, 2012
Just to be clear here, its not that the proper subject of KM (decision support, innovation, learning etc.) is dead, but that knowledge management as a strategic movement has served its time and is now irretrievably seen as a sub-function of IT. I'm happy to debate that. wonder though if this is still the case. Reflections
DAVE SNOWDEN [Knowledge Management] The prepared mind
| TUESDAY, MARCH 22, 2011
Knowledge management systems have to be fragmented and experiential as anything more structured cannot handle the levels of uncertainty inherent in the future. That means building network connectivity and cross silo deployment capability before it is needed not during the event. could go on (and will over the next few days).
HAROLD JARCHE [Knowledge Management] Networked Learning (PKM) Workshop in Toronto
| SUNDAY, OCTOBER 16, 2011
My consulting work this past year has shown a great need for two aspects of knowledge-sharing in organizations: 1) systems & processes to enable better collaboration & sharing, and 2) individual skills in narrating work and learning in networks. The whole is greater than the sum of the parts as we build on the knowledge of others.
HAROLD JARCHE [Knowledge Management] Grappling with Knowledge
| FRIDAY, MARCH 23, 2012
Paper-based knowledge can’t scale. The Net scales knowledge. The difference between IM [information management] and KM [knowledge management] is the difference between a recipe and a chef, a map of London and a London cabbie, a book and its author. Of course, I speak here of individual knowledge.
HAROLD JARCHE [Knowledge Management] Starting to work out loud
| MONDAY, DECEMBER 17, 2012
Most people are too busy managing in the industrial/information age workplace and have no slack to try to learn how work in the network age. strongly suggest that the first step of starting to work out loud, as part of personal knowledge management, has to be as simple as possible. But they probably won’t. Keep shipping.
HAROLD JARCHE [Knowledge Management] Organizational Learning in the Network Era
| THURSDAY, MAY 29, 2014
Edwards Deming, American management visionary, understood that systemic factors account for most organizational problems, and changing these has more potential for improvement than changing any individual’s performance. Therefore the role of executives should be to manage the system, not individuals. This is absurd. Email. In-person.
HAROLD JARCHE [Knowledge Management] Enterprise 2.0 transition
| THURSDAY, SEPTEMBER 27, 2012
The E20 Meetup in Paris today discussed the role of “Organizational Development” (OD) and “Human Ressource Management” (HR) in the Enterprise 2.0 have not seen organizations move toward a more social business model without changing management. game play. Bjoern Negelmann was the host. transition? Enterprise 2.0
HAROLD JARCHE [Knowledge Management] Resetting learning and work
| MONDAY, JUNE 27, 2011
Our informal learning needs will continue to grow, as Robert Kelley showed over a 20-year CMU study of knowledge workers. He asked: “What percentage of the knowledge you need to do your job is stored in your own mind?”. In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer.
DAVID GURTEEN [Knowledge Management] LinkedIn KM Groups
| WEDNESDAY, FEBRUARY 11, 2009
There is no KM directory but here are most of the Groups (in no particular order) that I have found: Gurteen Knowledge Community. CKO (Chief Knowledge Officers) Forum. For Knowledge Persons. Knowledge Management. Knowledge Management Experts. Knowledge Management for Legal Professionals.
HAROLD JARCHE [Knowledge Management] Network Learning PKM Workshop Notes
| WEDNESDAY, MAY 18, 2011
It is focused on mastering social media for networked learning, and is based on my work with PKM (personal knowledge management) since 2005. I use Seek-Sense-Share as an initial framework to explain how to set up a personalized PKM process: 1. Tweet The Network Learning workshop will be held in Toronto on 27 May 2011.
JANE HART [Knowledge Management] Supporting self-managed team learning in the organisation
| MONDAY, MARCH 11, 2013
But what these both have in common is that they are still a “ managed learning ” process. In this and my next post I am going to look at self-managed learning in an organization, and how that might be supported and scaffolded. Helping the individuals to manage their own knowledge – through a continuous process of seek-sense-share.
HAROLD JARCHE [Knowledge Management] PKM Workshop: learning out loud
| WEDNESDAY, APRIL 18, 2012
The Personal Knowledge Management workshop , starting this Monday, 23 April, provides a loose framework to try out some new ways of learning for yourself, but with a small group of people to help and support you. Sometimes it helps to learn out loud – LOL. That’s why we commit to formalized activities. Registration Link.
HAROLD JARCHE [Knowledge Management] Prepare for the future of work
| THURSDAY, JANUARY 17, 2013
This is what personal knowledge management is all about. It starts by seeking people and knowledge sources and the Seek-Sense-Share cycle finishes by sharing with communities and social networks. Ross Dawson says that people who have “ learnt how to learn ” will be better prepared for jobs of the future.
JANE HART [Knowledge Management] The 2 views of workplace learning: L&D and Employee
| THURSDAY, FEBRUARY 11, 2016
Currently , it tends to look something like this: L&D focus all their attention on creating and managing classroom training and/or e-learning. It is now very clear that in many organisations L&D and employees view workplace learning very differently. In summary then, employees are now well ahead of the game! Social learning
JANE HART [Knowledge Management] Are you supporting new fashioned learning in the workplace?
| THURSDAY, JANUARY 31, 2013
But let’s be clear, even when newer social and informal approaches are added to this old model that let you learn things a little differently, if your learning experience has in any way been organized (and/or managed) by someone else , this is still “old fashioned” learning. So what is “new fashioned” learning?
CHARLES JENNINGS [Knowledge Management] Managing Learning?
| MONDAY, APRIL 1, 2013
Learning can only be managed by the individual in whose head the learning is occurring. But they can’t manage the learning process for you. One of which is “if learning is managed by the learner, what will the technologies that support her look like in the next 3, 5, 10 years?” It is this. That’s down to you alone.
HAROLD JARCHE [Knowledge Management] Absorbing complexity with PKM
| MONDAY, MARCH 24, 2014
One of the most spectacular possibilities that social technologies offer is that our individual creativity and knowledge is exponentially expanded by connecting to our personal networks – both within and outside organisational boundaries. Sense-making is acting on one’s knowledge. Have you ever heard of the Law of Requisite Variety ?
HAROLD JARCHE [Knowledge Management] Exception handling is complex work
| MONDAY, DECEMBER 5, 2011
Let’s look at a knowledge worker and how things can get done in such an interconnected environment. This information can be mapped, and frameworks such as knowledge management (KM) help us to map it. This is how simple and complicated knowledge continuously gets automated. Organizations do this all the time.
HAROLD JARCHE [Knowledge Management] a simpler approach to km
| TUESDAY, AUGUST 18, 2015
A recent posting for a six-week knowledge management contract was posted by the UNDP. The only way to enable the latter is to get everyone involved in knowledge sharing and then harvest what emerges. Here is a simple guide on how to enable organizational sense-making, not the mere management of data and metrics. 1.
HAROLD JARCHE [Knowledge Management] Sense-making in practice
| SUNDAY, MAY 12, 2013
She covers in detail the section on 14 Ways to Acquire Knowledge. These align nicely with the Seek : Sense : Share of personal knowledge management as shown below. Without it, there is no knowledge to share, only others’ work to be re-broadcasted. Sense-making is acting on one’s knowledge.
HAROLD JARCHE [Knowledge Management] Social Learning Handbook
| MONDAY, JANUARY 27, 2014
But both complex and creative work require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. It’s all about people. It is also difficult to transfer.
HAROLD JARCHE [Knowledge Management] Activate your knowledge
| WEDNESDAY, APRIL 17, 2013
Most of all, PKM is a framework to actually do knowledge work. It is a framework that helps move from an awareness of knowledge to activation of its use in the context of getting work done. My earliest inspiration on the power of personal knowledge management came from Lilia Efimova and her research on blogging as knowledge work.
HAROLD JARCHE [Knowledge Management] Awareness
| MONDAY, APRIL 2, 2012
Tweet Part of Personal Knowledge Management is seeking sources of knowledge (Seek-Sense-Share). Wolfgang Reinhardt has looked at knowledge workers, researchers in particular, and examined how they can be aware in their fields of expertise. In complex networks, basic management approaches are no longer adequate.
HAROLD JARCHE [Knowledge Management] Network Learning Workshop Toronto May 2011
| SATURDAY, MARCH 5, 2011
In the past several months many people have approached me asking for tips and techniques on managing digital overload. Network Learning (also called Personal Knowledge Management or personal learning networks) is an individual, disciplined process by which we make sense of information, observations and ideas.
HAROLD JARCHE [Knowledge Management] network management update
| TUESDAY, MARCH 1, 2016
You cannot manage a network. As networks become the dominant organizational form, the way we think about management has to change, as well as the way those in positions of authority try to influence others. Management in networks is fuzzy. Principles of Network Management. 1. Framework for Network Management.
HAROLD JARCHE [Knowledge Management] networked unlearning
| MONDAY, DECEMBER 10, 2012
Social media can facilitate the sharing of tacit knowledge through conversations to inform the collaborative development of emergent work practices. But finding and weaving our knowledge networks is getting easier with over two billion of us connected by the Internet. Peter Evans-Greenwood. How can we avoid becoming dogmatic?
HAROLD JARCHE [Knowledge Management] Inspiration for Working Out Loud
| TUESDAY, NOVEMBER 18, 2014
” Initial inspiration for PKM came from Lilia Efimova , whose blog was a view on her doctoral research into knowledge-sharing. Dave Snowden’s views on complexity and knowledge management have informed much of my work, and I have watched his thoughts evolve over time, shared through his blog. Just follow the links.
HAROLD JARCHE [Knowledge Management] A mobile workforce needs better on-site conversations
| WEDNESDAY, AUGUST 7, 2013
Clark Quinn says that mobile technology makes a lot of sense, as “ it decouples that complementary capability from the desktop, and untethers our outboard brain “ Sense-making is a critical skill for most knowledge workers today, and frameworks like PKM can help. Contract writing is one of the ways I make my living.
HAROLD JARCHE [Knowledge Management] No cookie cutters for complexity
| THURSDAY, MARCH 28, 2013
The trouble is that would not allow large teams of recently graduated MBA’s to reuse recipes and documents from over codified knowledge management systems. Few managers ask the tough questions, like what are the underlying assumptions of how we do business and do they make sense? technology ? Ability to innovate faster.
JANE HART [Knowledge Management] Learning in the Networked Era: A year of online professional development opportunities
| FRIDAY, AUGUST 3, 2012
The first month-long workshop on Personal Knowledge Management begins 1 September which will be led by Harold. Since setting up the Social Learning Centre (SLC) earlier this year (which now has over 1,600 members) I have organized a large number of webinars, workshops and other events. Social learning
EUEN SEMPLE [Knowledge Management] Knowledge Harvesting
| FRIDAY, JUNE 1, 2012
I have often made fun of the knowledge management phrase "knowledge harvesting" as it sounds like some sort of cerebral milking machine, sucking the good stuff from staff's skulls and leaving the empty husks discarded outside the office door. Just realised that is exactly what Facebook is doing