Trending Sources

Barriers to Knowledge Work

Harold Jarche

Sharing is necessary in almost all work contexts today and it is through sharing that we can inspire and be inspired. project plans].

Facilitating Knowledge Work #wolweek

Clark Quinn

In the course of some work with a social business agency, was wondering how to represent the notion of facilitating continual innovation.

Personal Learning Knowledge Work Environment

Tony Karrer

world that included a post by Bill Ives - Managing Personal Knowledge: Setting a Foundation for Transformation? adoption is getting folks to manage their personal knowledge and adopt practices like blogging for personal knowledge management (PKM) and personal learning. In it, he points out that a stepping stone to Enterprise 2.0

Knowledge work revisited

Harold Jarche

In knowledge work (2004) I commented on how Lilia Efimova described the main uses of blogs for knowledge work: personal knowledge repositories, learning journals, or networking instruments. Many companies are tryng to find ways to motivate their knowledge workers. Tags: Wirearchy Work

Knowledge Work Types

Tony Karrer

Several people have asked for some clarification on my definition of Concept Work and Concept Workers. To help clarify this and to begin thinking through implications for Work Literacy Skills , I went back through a couple of different sources. One was based on the complexity of the work. call center. And the list goes on.

The Evolving Social Organization

Harold Jarche

Innovation abounds in the early stages and knowledge capitalization is aided by a common vision of the business. As organizations grow, the original simplicity gets harder to maintain. However, knowledge, and the acquisition of new knowledge, are still key factors for innovation and effectiveness. Knowledge-Based View.

Why PKM?

Harold Jarche

Here is a short video introduction on why personal knowledge mastery ( PKM ) is becoming a required skill and mindset for professionals today.

PKM 147

Changing how people and organizations interact

Harold Jarche

Listen, set an example and be a coach in your work. Jon Husband has recently published a paper, What is wirearchy?

the bridge from education to experience

Harold Jarche

Given the dominance of knowledge work in the modern workplace, the cognitive apprenticeship model may provide some insight. Coaching.

networks are the new companies

Harold Jarche

Economic value has been redistributed to creative workers, and then diffused through knowledge networks. Innovation SocialBusiness Work

cooperation makes us human

Harold Jarche

Automation of procedural work is accelerating. We should not try to work more like machines in order to compete with them. As Steven B.

Why do I need KM?

Harold Jarche

Collaborative knowledge work must be coupled with cooperative knowledge sharing. A course is not the answer.

mastery and models

Harold Jarche

Personal Knowledge Mastery. Personal knowledge mastery ( PKM ) is a framework I have developed over the past 12 years. Mental Models.

PKM 56

The connected leader

Harold Jarche

They made an effort to share their knowledge and expertise more widely. . Cooperation makes for more resilient knowledge networks.

PKM 154

Engaging Knowledge Artisans

Harold Jarche

But what about our structures that organize how people work together? Overarching knowledge work principles have to be first established.

digital transformation skills

Harold Jarche

Oscar Berg has further developed his digital collaboration canvas that describes nine capabilities required for collaborative knowledge work.

Skills 112

strategic transformation of workplace learning

Harold Jarche

Strategic transformation is more than changing what you work on. Working Out Loud as part of group knowledge sharing in work teams.

beyond the reach of automation

Harold Jarche

Here are some thoughts on how the increasing automation of knowledge work can be addressed by a new approach to organizational leadership.

leadership is learning

Harold Jarche

If work is learning and learning is the work, then leadership at work should be all about promoting learning.

Wirearchies are smarter than the sum of their parts

Harold Jarche

Work in the network era needs to be cooperative and collaborative, and organizations have to support both. – Jon Husband.

Management in Networks

Harold Jarche

Collaboration is working together toward a common objective. organizing. Knowledge networks differ from company hierarchies.

Industrial disease

Harold Jarche

In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Complexity is the new normal.

Knowledge sharing paradox revisited

Harold Jarche

The knowledge sharing paradox is that enterprise social tools can constrain what they are supposed to enhance. – Dave Pollard (2005).

Connecting Companies and Markets

Harold Jarche

The duty of being transparent in our work and sharing our knowledge rests with all workers, including management. hierarchy-to-the-rear.

Informal learning is a business imperative

Harold Jarche

These characteristics of jobs and work environments call for different approaches to training and development.” [see It is moving to the edge.

Moving forward with Social Collaboration

Harold Jarche

This is a network of progressive and passionate professionals, who really want to bring about substantive change in how work gets done.

Social learning is for human work

Harold Jarche

This past week I came across the theme of the changing nature of work several times. This includes knowledge work. Ross Dawson.

Will offices still exist in the future?

Ross Dawson

In my keynote I talk about the driving forces of change in work and organizations, the changing nature of the workspace, and the leadership required to create the next phase of work. Until recently there were two major workspaces for knowledge work: offices and field work.

PKM: the basic unit of social business

Harold Jarche

The basic unit of social business technology is personal knowledge management, not collaborative workspaces. Nardi, S. Whittaker and H.

PKM 121

Leadership for the Network Era

Harold Jarche

Power shifts as a society’s organizing principles change. In almost all organizations today, positional power is alive and well.

The right information is not enough

Harold Jarche

It has happened before with knowledge management and learning management systems. Each person is the indivisible unit of knowledge work.

Search 107

Build trust, embrace networks, manage complexity

Harold Jarche

A new model for work is required. They work well when information flows mostly in one direction: down. Knowledge-sharing.

The Seek > Sense > Share Framework

Harold Jarche

Simple standards facilitated with a light touch, enables knowledge workers to capture, interpret and share their knowledge.

Learning is the work

Harold Jarche

Work is learning and learning is the work. Because the nature of work is changing. Share to inspire through your work.

United by networked and social learning

Harold Jarche

Work Teams need to get things done. These are necessary to not only do the work but to prepare for the work to be done: emergent practices.

L&D Value

Clark Quinn

What I suggested as a response to her question was that individuals and communities would take over responsibility for learning, and work to create environments to support a richer variety of learning. The old adage that people are an organization’s most important access is increasingly becoming true. Together. strategy

To learn, we must do

Harold Jarche

I did not ask my organization, I just did it. PKM is as much a life skill as a work skill. It is necessary for all knowledge work.

Informal learning, the 95% solution

Harold Jarche

It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions.

Working Socially

Harold Jarche

With ubiquitous connectivity, more of our work is at a distance, either in space or time. Distributed work is becoming the norm.

The TED of all Leadership Management Conferences – A Review of the Drucker Forum 2013

Dan Pontefract

The current design of the organization, therefore, is causing an unnatural complexity in an age that needs stimulation and simplicity. Promise.

Review 150