Harold Jarche

life in perpetual beta 2.0

Harold Jarche

The perpetual beta series synthesizes about 12 years of writing on this site. The four volumes examine learning, technology, democracy, personal knowledge mastery, leadership, and new working models. But life is in perpetual beta.

fifty percent

Harold Jarche

The dominance of men over women in society has been going on for a long time. I have suggested that our primary communications media have influenced this gender-based power shift, proposing that electric communications in networks are redistributing some power back to women.

a compass for the future of work

Harold Jarche

There is little doubt that automation, by machines and software, is replacing human work and putting many current jobs at risk. How this will happen is uncertain, as an MIT Technology Review analysis of various projections shows a wide discrepancy. For example Forrester expects the US to lose 13.8M

architects of our future

Harold Jarche

Stanford Prison Experiment. It has been generally thought in the popular press that the Stanford Prison Experiment showed that normal people act like sadistic guards when placed in a ‘prison-like’ environment.

soft skills are permanent skills

Harold Jarche

Are soft skills the new hard skills? I asked this question six years ago. I would suggest that hard skills are really temporary skills. They come and go according to the economy and the state of technology. Today, we need very few people who know how to shoe a horse. Soft skills are permanent ones.

Skills 121

filter failure is not acceptable

Harold Jarche

Fake news. PR hype. Content marketing. Advertorials. Click bait. Propaganda. Doublespeak. Newspeak. Yellow journalism. Shock jocks. Post-truth. Phishing. Digital information comes from all directions, and much of it from dubious sources or with the intent to misinform.

life in the jungle

Harold Jarche

How can you survive in the jungle when you live in a zoo? “Our silos (I won’t even mention cubicles!), like the cages in the zoo, exist to control behaviour and reduce complexity by creating homogeneity and closed environments.

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.

looking to the past for the future

Harold Jarche

“Pass on what you have learned. Strength, mastery. But weakness, folly, failure also. Yes, failure most of all. The greatest teacher, failure is. Luke, we are what they grow beyond. That is the true burden of all masters.” ” —Master Yoda, Star Wars: The Last Jedi.

perpetual beta 2017

Harold Jarche

Blogging is one way I make sense of the world. This past year I wrote about 120 posts on various topics. What follows is a summary of some of my thoughts during 2017.

a liquid stream of facts

Harold Jarche

“Ironically, in an age of instant global connection, my certainty about anything has decreased. Rather than receiving truth from an authority, I am reduced to assembling my own certainty from the liquid stream of facts flowing through the web. Truth, with a capital T, becomes truths, plural.

PKM 105

training > performance > social

Harold Jarche

Thank Goodness It’s Monday! This is my second TGIM post. Mondays for freelancers mean new opportunities. Weekends are often times to get work done when it’s quiet. Mondays are good days to take a day to reflect, as clients are usually busy going through their inboxes and catching up.

organizing for the network era

Harold Jarche

In my last post I noted that many organizations today are nothing more than attractive prisons. The current organizational tyranny was a response to a linear, print-based world.

the world needs knowledge catalysts

Harold Jarche

“We live in a society absolutely dependent on science and technology and yet have cleverly arranged things so that almost no one understands science and technology. That’s a clear prescription for disaster.” — Carl Sagan. When people are presented with a problem the first urge is to resolve it.

PKM 106

beta conversation 2017-07-20

Harold Jarche

I will be hosting the next Beta Conversation this Thursday, July 20th at 14:00 UTC [07:00 PDT, 10:00 EDT, 15:00 BST, 16:00 CEDT]. The subject will be Personal Knowledge Mastery ( PKM ) and leadership.

PKM 99

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.

cities as learning platforms

Harold Jarche

In 2008, CEO’s for Cities recommended a more inclusive way of supporting learning in the community. Basically, the city becomes the learning platform, not just for schooling but for other community support activities, such as policing and heath care.

self-managing for complexity

Harold Jarche

“What processes will be effective in helping people to unlearn the disposition or stance that made them successful in the ordered domains of Cynefin? How can they most effectively learn the skills required in the complex domain?

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

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.

3000 half-baked ideas

Harold Jarche

“The commons is the only genuine alternative today that allows us to build a truly participatory economic production system. The commons can cause a global cultural revolution.” — Yochai Benkler.

Wiki 77

bias thwarts innovation

Harold Jarche

My recent blog post on our future is networked and feminine has had more online attention than any other post I have written in the past two years. I was even asked to change the title, something that has never happened before.

our future is networked and feminine

Harold Jarche

TIMN is an explanatory model of how human societies have organized: first in Tribes, later with Institutions added (T+I), and in our current society where Markets dominate (T+I+M).

more than mere digital transformation

Harold Jarche

Is the automation of what has traditionally been human work inevitable?

trust emerges

Harold Jarche

Paul Zak discovered eight key factors, or principles, in promoting trust in the workplace. In The Neuroscience of Trust he describes the research over several years that yielded these insights and gives examples of companies who implement these principles.

collaborating with the enemy

Harold Jarche

Collaborating with the Enemy by Adam Kahane gives a framework of how to work with people you don’t agree with, like, or trust. Kahane developed it through his years of conducting collaboration workshops such as the Mont Fleur sessions to prepare for a post-apartheid South Africa.

a vision for learning

Harold Jarche

Harvard Business Review described The Fifth Discipline by Peter Senge, as one of the seminal management books of the previous 75 years. The five disciplines necessary for a learning organisation are: Personal Mastery. Mental Models. Shared Vision. Team Learning.

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

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

beta conversation 2017-11-28

Harold Jarche

I will be hosting the next Beta Conversation on Tuesday, 28 November at 14:00 UTC. This will be the last one for 2017. The subject will be understanding media for professional development, management, and leadership.

the missing half of training

Harold Jarche

The training industry is based on models that were developed for the military. The Systems Approach to Training includes the ADDIE [analysis, design, development, implementation, evaluation] model, with variations used throughout industry.

a cup of coffee

Harold Jarche

I was considering making this blog private and creating a community space for paying subscribers. However, after much deliberation I don’t think this is the best model for myself or anyone who reads my work.

PKM 77

mastery and models

Harold Jarche

Personal Knowledge Mastery. Harvard Business Review described The Fifth Discipline by Peter Senge, as one of the seminal management books of the previous 75 years. The five disciplines necessary for a learning organisation are: Personal Mastery. Mental Models. Shared Vision. Team Learning.

PKM 104

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.

leadership is helping make the network smarter

Harold Jarche

Organizations face more complexity in the type of work they do, the problems they face, and the markets they interact with. This is due to increasing connections between everyone and everything. To deal with this complexity, organizations should loosen hierarchies and strengthen networks.

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 99

cities and the future of work

Harold Jarche

Note: This post is based on several earlier ones.

distributing power for the network era

Harold Jarche

A certain amount of command and control, exercised through a hierarchy is often necessary to get work done. I suggest temporary, negotiated hierarchies so that teams can form and re-form depending on what needs to be done.

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.