Harold Jarche

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stories connect knowledge

Harold Jarche

“Perhaps the most central thrust in KM [knowledge management] is to capture and make available, so it can be used by others in the organization, the information and knowledge that is in people’s heads as it were, and that has never been explicitly set down.” — KM World.

PKM 127

7 essential facets for enterprise knowledge sharing

Harold Jarche

Most large organizations today have some suite of social tools to share information and knowledge. But how do they know if they have the optimum tools for their context? Too often the tools are selected and then the workers are left to figure out how to use them.

networked knowledge creates value

Harold Jarche

As we enter the network era, the dominant technology is the internet and working knowledge is distributed through professional communities. Compare this to the last 75 years where the company was connected to a factory and knowledge was delivered from business schools.

networked knowledge triad

Harold Jarche

There are three structures that exist in all organizations, with three different sources of power, and three types of leadership required for each structure. This is the thesis that Niels Pflaeging puts forth in Organizational Physics. Formal Structure – Hierarchy – Compliance Leadership.

gaining insight through social and informal learning

Harold Jarche

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. For the past century, management practice has focused very much on error reduction, with practices such as Six Sigma , especially in manufacturing.

the neo-generalist

Harold Jarche

A neo-generalist is somewhere between a polymath and a hyperspecialist. One metaphor used by the authors of The Neo-Generalist is ‘frequency hopping’, “wandering, accumulating, sampling, mixing, putting into practice what they learn.”

Sample 124

gamers, artists, and citizens

Harold Jarche

Gamers. Learning is the new literacy. Personal computers are just one example. We buy new ones every few years. Operating systems change. Programs change, get replaced, or become obsolete. But we often continue with the same habits until something goes wrong.

learn like a gamer

Harold Jarche

Learning is the new literacy. Personal computers are just one example. We buy new ones every few years. Operating systems change. Programs change, get replaced, or become obsolete. But we often continue with the same habits until something goes wrong.

PKM 148

lucky 13

Harold Jarche

Today marks 13 years of blogging here, with 2,901 posts. I have just returned from 3 weeks in Europe, working with several people and organizations who first connected through my blog.

simply PKM

Harold Jarche

PKM = personal knowledge mastery. Why is PKM necessary? Most of us work with others. We cannot do everything alone. We need advice and guidance on complex matters. This requires a knowledge network. We most readily take advice from people we trust.

PKM 60

we need faith in the future

Harold Jarche

This evening I will be presenting a session on Working in Perpetual Beta , at Implement Consulting in Copenhagen. I will be discussing the economic, technological, and communication shifts that are driving us to become a networked society.

hierarchy shift

Harold Jarche

“it is a battle between those for whom hierarchy and authority reign supreme and those who believe diverse, distributed and democratic approaches are best.” – the-war-between-authority-and-democracy-happening-now/. Finally, the very definition of conservatism entails conserving something.

beta conversation 2016-11-22

Harold Jarche

I will be hosting the next Working in Perpetual Beta webinar on Tuesday, 22 November at 16:00 GMT/UTC (08:00 Pacific, 11:00 Eastern, 17:00 CET). The subject will be the topics discussed in working in perpetual beta.

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106

deliberate practice

Harold Jarche

The key to developing expertise is deliberate practice. While some of this can happen during formal instruction, expertise has to be developed outside the classroom, as that is where most of us spend our time.

social media: an unrealized opportunity

Harold Jarche

“The difference between a community and a network is that you belong to a community, but a network belongs to you. You feel in control. You can add friends if you wish, you can delete them if you wish. You are in control of the important people to whom you relate.

PKM 141

working to learn

Harold Jarche

This is an extract from Learning to work and working to learn by Ronald Barnett, published in 1999. It is even more relevant seventeen years later.

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99

implementing network learning

Harold Jarche

In the network era , developing the skills of a master artisan in every field of work will be critical for success. While getting work done collaboratively will continue to be of importance in all organizations, it will not be enough.

a new business ideology

Harold Jarche

“Ideas lead technology. Technology leads organizations. Organizations lead institutions. Then ideology brings up the rear, lagging all the rest—that’s when things really get set in concrete.” – Charles Green.

innovation in perpetual beta

Harold Jarche

The perpetual beta working model tries to show how work and learning are related as we negotiate various types of networks to get new ideas, test them out, and innovate how we work.

social learning for complex work

Harold Jarche

“Carnegie Mellon’s Robert E. Kelley … says the percentage of the knowledge you need to memorize to do your job is shrinking rapidly: 1986: 75%. 1997: 15-20%. 2006: 8-10% estimated.

countering fascist thinking

Harold Jarche

Jason Kottke reviewed an article by the philosopher Umberto Eco and summarized it as 14 features of eternal fascism. “These features cannot be organized into a system; many of them contradict each other, and are also typical of other kinds of despotism or fanaticism.

the learning loop

Harold Jarche

John Boyd’s OODA loop (Observe, Orient, Decide, Act) was developed as a framework to help pilots make better decisions in battle. Since it’s inception in the 1970’s it has been adapted for other areas of operations, including business.

thinking critically

Harold Jarche

Critical thinking – the questioning of underlying assumptions, including our own – is becoming all-important as we have to make our way in the network era. Critical thinking can be looked at as four main activities: Observing and studying our fields. Participating in professional communities.

tensions of modern learning

Harold Jarche

Clark Quinn , my Internet Time Alliance colleague, has presented a quick view of old and new ways to address organizational learning engineering. Clark created a table “representing just some of the tensions” between what we still do and what we now know about learning.

working in perpetual beta

Harold Jarche

Working in Perpetual Beta is the latest volume in the perpetual beta series. It began with Seeking Perpetual Beta , a synthesis of 10 years of blogging. The next volume, Finding Perpetual Beta , specifically focused on personal knowledge mastery.

PKM 105

automation is coming to a job near you

Harold Jarche

Just as farmhands were replaced by machines 100 years ago, so too will knowledge workers be replaced by networked computers in the next few decades.

only humans need apply – review

Harold Jarche

In Only Humans Need Apply , the authors identify five ways that people can adapt to automation and intelligent machines. They call it ‘stepping’ I have added in parentheses the main attributes I think are needed for each option. Step-up: directing the machine-augmented world (creativity).

complexity and social learning

Harold Jarche

As we transition from a market to a network economy, complexity will increase due to our hyper-connectedness. Managing in complex adaptive systems means influencing possibilities rather than striving for predictability (good or best practices).

enabling self-governing teams

Harold Jarche

“All forms of governance are failing their citizens — dictatorships and communism failed in the last part of the 20th century, and in this century democracies are not meeting citizen expectations. No matter which leaders are chosen, the systems themselves are failing.”

taking back our society

Harold Jarche

Monopolies & the Human Condition “When monopolies succeed, the people fail …”, Henry Demarist Lloyd wrote in March 1881, denouncing the practices of Rockefeller’s Standard Oil.

cooperation makes us human

Harold Jarche

Automation of procedural work is accelerating. What was considered knowledge work yesterday will be routine tomorrow, and workers will be replaced by software and machines. At the same time, access to real-time data is making individuals more powerful, and managers obsolete.

network leadership = adapting to perpetual beta

Harold Jarche

Even five years ago it was not the norm to work at a distance. Employers wanted to keep workers on-site when it made no sense. Some asked for people to do virtual work, but still required they be on-site.

the problem is to know what questions to ask

Harold Jarche

“As we move to driverless cars and machine learning and an economy in which any action that is repeated can be automated, let’s spare a thought for the kids who only get Cs in school. What will become of them? What do you mean you have no idea? That’s your job!

the core competency for network era work

Harold Jarche

I developed the personal knowledge mastery ( PKM ) framework of Seek > Sense > Share from a need to stay current as a working professional. As a framework it is not a defined set of practices nor a recipe book, as there are many unique PKM routines.

human networks connect through empathy

Harold Jarche

We are only as good as our networks. Our decisions reflect the diversity of our networks. Complex problems usually do not have simple solutions but require a deep understanding of the context. How do we understand the complexity of social networks? Empathy puts us in other people’s shoes.

strategic transformation of workplace learning

Harold Jarche

Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? Strategic transformation is more than changing what you work on. “Strategic Transformation.

connecting cooperation and collaboration

Harold Jarche

According to The Collaboration Paradox: Why Working Together Often Yields Weaker Results , some of the reasons that workplace collaboration fails is due to: overconfidence in our collective thinking; peer pressure to conform; and. reliance on others to do the work.

leadership is learning

Harold Jarche

About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric.

learning in the network era

Harold Jarche

This week I am reviewing my posts from 2015 and putting some of the core ideas together. Here are some thoughts on personal and social learning in the network era. Training, and education, are often solutions looking for a problem.

a note to business ‘leaders’

Harold Jarche

Would you still be a leader if you lost your positional authority? How would you know? In networks, your authority is derived from your reputation and the value of your connections to others in the network. Value and authority come from engagement with a network, usually over a long period of time.