Learning: an anthro-complexity perspective

Dave Snowden

Whatever those two books change things fundamentally and they represent two aspects of an all too common dichotomy that has perpetuated itself in management thinking ever since. Think of Blue Ocean , The Knowledge Creating Company and many others that followed.

Reflections on Complexity, Chaos and COVID-19

Dave Snowden

This microscopic virus has done what no leader, war or disaster has managed so far: it has united all of humanity to face a collective crisis, a common enemy. The post Reflections on Complexity, Chaos and COVID-19 appeared first on Cognitive Edge.

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Institutional Memory and Knowledge Management

Harold Jarche

The main themes are: Memories are captured as knowledge artifacts, each limited by what it can convey, depending on its nature and the knowledge of recipient. Knowledge management can provide a structure to capture institutional memory, but it requires more than one approach. Complex work, which is growing in importance in networked organizations, requires the sharing of implicit knowledge and this presents certain challenges. complexity PKM Work

Knowledge Management for Decision Memories

Harold Jarche

As Brian Gongol notes: If a capital project has an expected service life of 20 to 30 years, it’s entirely possible that people working in an institution in their 20s will be middle or upper-level managers in the same institution by the time the project has to be replaced or upgraded. This is Big Knowledge Management , leveraging the power of enterprise software platforms to store decision, process, and event memories. An Organizational Knowledge Sharing Framework.

Becoming personal knowledge managers

Harold Jarche

Tweet Nick Milton highlights an overview of knowledge management (KM) from Susan Camarena , CKO at the Federal Transit Authority, which includes: How do we implement KM? This is the root of personal knowledge management (PKM). Others rely on experts but that is more and more inadequate in our increasingly complex world of expertise. The only knowledge that can be managed is our own. complexity NetworkedLearning PKM

Loose hierarchies for knowledge management

Harold Jarche

Knowledge-sharing practices are highly contextual. This makes sense when you consider that knowledge sharing is deeply personal as well as social, so it reflects the larger culture and the particular workplace. A 2011 study (via David Gurteen ) concluded that even in the same company, knowledge management practices are different (note that the authors define Ba as shared context in motion ). For knowledge management today, industrial management just won’t cut it.

At the Complexity turn …

Dave Snowden

What I might deem the Complexity Turn which lies in a new synthesis of science and the humanities is at that point. For them, complexity is something to be untangled, harnessed, made simple. Within that complexity science is one, but not the only science we use.

Blog Post: A colossal Knowledge Management failure!

David Gurteen

By David Gurteen To my mind the failure by business but more so governments to understand the adverse affects of measures, rewards and targets is a colossal Knowledge Management failure. As far as I can tell nearly all the research and evidence shows that rewards and targets do NOT work in complex environments. We have the knowledge but we refuse to act on it!

Dave Snowden's 7 Principles of Knowledge Management

David Gurteen

By David Gurteen Dave Snowden has recently expanded his 3 Rules of Knowledge Management to 7 Principles of Knowledge Management. Knowledge can only be volunteered, it cannot be conscripted. In the context of real need few people will withhold their knowledge. He has explained each one of them in more detail in his original posting on rendering knowledge. A document is where knowledge goes to die.

Complex knowledge

Harold Jarche

Last week I spent several hours each day, for four consecutive days, trying to share complex knowledge. I had my understanding of communities of practice, personal knowledge management, leadership, and innovation that I wanted to share. My friend and colleague Christian Renard had his knowledge about marketing, business, and digital power to share. From the time I was picked up at the Gare du Nord we began to share our knowledge through many conversations.

Personal in Personal Knowledge Management

Tony Karrer

That there is a ‘best’ way to manage knowledge an information? It’s a pick-and-choose sort of thing: the way we manage information has a lot to do with the information, and a lot to do with who we are and what we want the information for … Harold responded with Other PKM processes where he shows some other models and states: To be clear, my intention is to show what works for me and perhaps some part of this may work others.

Organize for Complexity

Harold Jarche

” Well I think Niels has answered much of that question himself, in his recent book Organize for Complexity. We call this “disciplined practice” Fads like business analytics, knowledge management, and big data will never make organizations fit for complexity. This is why I now call PKM: Personal Knowledge Mastery ; to separate it from much of the traditional practice of knowledge management.

Knowledge Management Core Issues

Tony Karrer

With an ever deceasing half-life of knowledge , just keeping up has become a major corporate imperative. We have made little progress in preventing those repeating errors, as firms grow in size and complexity, building relationships that enable knowledge flows, keeping in the loop and finding stuff becomes a huge issue. Discovering opportunities and gaps in knowledge flows, improving personal networking and finding experts (in larger firms).

Twelvetide 20:01 Acts of knowing

Dave Snowden

The first three are in the field of Knowledge and this one I want to look at that in the context of the knowledge management movement. It was 1996 and Nonaka and Takeuchi’s book on knowledge creation in Japanese manufacturing was starting to take off.

Coherence in complexity

Harold Jarche

Anecdote reports that John Kotter, leadership guru , is accepting that methods like his 8-step process for leading change may not be effective in the face of complexity. In my last post I wrote that in an increasingly complex workplace, many of the old models are no longer useful, referring more specifically to workplace learning. The same is happening to our models for management and “change management”, as if we could manage change in the first place.

No cookie cutters for complexity

Harold Jarche

Five years later, Dave Snowden makes a similar observation, sparked by a KPMG marketing brochure on “cutting through complexity” Dave concludes: If a consultancy firm really wants to help their clients they they should support them in living with complexity, riding its potential, avoiding reductionist approaches, engaging customer and staff in a sensing network. Complex problems require require different thinking. complexity

Absorbing complexity with PKM

Harold Jarche

Anne Marie McEwan explains its effects, in Why Your Network is Your Life Support System : The concept implies that organisations that fail to distribute responsibility for absorbing complexity will eventually cease to be viable – they will not be resilient against shocks coming at them from their external environment. We both use social technologies to reach out into the complexity and try to make sense of it. Sense-making is acting on one’s knowledge.

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ASHEN reused

Dave Snowden

One of the purposes of ASHEN was to change the way we talk about knowledge retention. One of the other uses of ASHEN in knowledge mapping was to challenge the idea that all of the knowledge could be codified. Knowledge Management Reflections

Exception handling is complex work

Harold Jarche

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. 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. This is how simple and complicated knowledge continuously gets automated.

Making sense of complexity and innovation

Harold Jarche

Friday’s Finds: Gall’s Law: A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. ” Deconstructing Innovation : a complex concept made simple; by @ShaunCoffey. Knowledge Leadership in the Era of Convergence - via @JonHusband. complexity Friday''s Finds Innovation

A talk by Dr David Vaine on 4th generation knowledge management!

David Gurteen

By David Gurteen Those of you who know Patrick Lambe of Straits Knowledge may also know his alter ego Dr David Vaine. Dr Vaine gave a short speech at the ACTKM Annual Conference Dinner in October earlier this year where he outlined the key features of Fourth Generation Knowledge Management, and dealt with the difficult question of managing the transition between Generation X and Generation Y in the workplace.

PKM is making sense of complexity

Harold Jarche

This is what you find on the first page of most searches for PKM : Personal knowledge management (PKM) is a collection of processes that a person uses to gather, classify, store, search, retrieve, and share knowledge in his or her daily activities – Wikipedia. The paper tries to bridge gap between knowledge management and artificial intelligence approaches proposing agent-based framework for modelling organization and personal knowledge.

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Cognitive Edge announces training courses for 2016 – Working with Complex Problems

Dave Snowden

Today we’re announcing practitioner-focused courses on complexity and the Cynefin framework. Course 1: Dealing with Complex Problems. knowledge. Techniques and exercises are run through, with recommendations of how and where to apply them, examples of their use to knowledge management, transformational change, customer and employee engagement, risk management and much more. Course 2: Managing in Complexity.

Social Learning, Complexity and the Enterprise

Harold Jarche

Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards. ~ Charles Jennings , of Duntroon Associates, explains why we need to move away from a focus on knowledge transfer and acquisition, an approach rooted in Plato’s academy: We are moving to the world of the sons of Socrates, where dialogue and guidance are key competencies.

Future of work is complex, implicit and intangible

Harold Jarche

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. With the increasing complexity that networks bring, implicit knowledge-sharing becomes more important as well, but this is often ignored by both training and knowledge management programs. complexity Work

On Experts, expertise and power

Dave Snowden

In the Complex domain then outliers and variations from the norm start to dominate and you need to have several perspectives and hopefully maintain an approach which keeps options open for as long as possible. If you look at the medical profession we have nurses who start with experience and acquire theoretical knowledge and doctors who start with theory and then acquire practice. In those cases an approach has evolved over time with some elements of design and management.

In a complex society

Harold Jarche

One was the fact that there is little difference between many of the information intensive support functions in any organization - information technology, knowledge management, learning & development, human resources. The other thread was that management is the main barrier to fostering creative and innovative organizations. Many questions centred around, “how do I get my manager to understand this?&#

Creating a knowledge strategy

Dave Snowden

Knowledge is best remembered/stimulated by creating a rich context of decisions. Over the last couple of years I've gone back to this older and partially lost method and revitalised it taking into account what I now know about complexity theory and condition. Knowledge Management Reflections I'm back at KM World in Washington having keynoted at the event for well over a decade now.

Of sandbanks and granite cliffs

Dave Snowden

For the moment I need to complete my summary of this bottom up too down emergent approach to creating a knowledge strategy. Instead this is a continuous process of mapping and strategy developed based on feedback loops and dynamic, but managed change processes. Knowledge management is more of the latter, less of the former. The matrix has then been scored by many people and from that we have a list of knowledge projects. Knowledge Management Reflections

The Illusion of Control

Luis Suarez

Whether that may well be rather accurate, or not, you can tell me in the comments below what you think about it, if you wish, I have got this little theory going on in my mind that we, knowledge (Web 2.0) It’s that simple, yet so complex at the same time. It would be a good time now to put it into practice, by all means, before it’s all too late and your knowledge (Web 2.0) Where will your organisation knowledge go after it dies in their own Inboxes?

Create contrast, enable insight

Dave Snowden

I started my keynote (available as a podcast) by referencing my surprise that this was the eleventh year at which I have given a keynote at the event and that in that time I had seen three cycles of knowledge management adoption with the same mistakes being made each time. Building a portfolio of knowledge projects which are mapped in turn against things that keep current senior decision makers awake at nights. Knowledge Management

Let The Next Adventure Begin – The With Whom (#CAWW)

Luis Suarez

In a now more than ever hyperconnected, networked and complex systems driven working environment I pretty soon came to the conclusion, as I went solo and independent, that my odds to make a bigger difference out there would have been more notorious by being part of a network of rather talented, passionate, engaged, inspiring and rather thought-provoking knowledge (Web) workers, with whom, if anything, you sense you aren’t anymore the smartest person in the room, the network is.

The Untold Costs of Social Networking

Luis Suarez

We have got it in our DNA an irresistible yearning to wanting to connect with other people, get to know them well by learn with / from them, to then collaborate more effectively by sharing your knowledge with them more openly. By sharing their knowledge, their social capital, their tidbits of who they are, what they do, what they are interested in and why they would want to reach out and connect in the first place. Knowledge Management Learning Open Business Open Leadership

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The Trials and Tribulations of Freelance Work

Luis Suarez

After all, switching from the largest, most complex, IT firm in the world to running your own business as an independent adviser on Social Business and Digital Transformation can be quite something and, now that I am nearly two years down the road with it, I can surely confirm that it can be a lifetime changing experience. Freelancing Knowledge Management Knowledge Tools Learning Open Business Personal KM

Peer to peer knowledge flow

Dave Snowden

I promised yesterday to talk about peer-to-peer knowledge flow. Removing mediating layers of interpretation reduced the dangers of misunderstanding; the same applies to knowledge flow. Knowledge management has taken a route over the years of increasing summarisation to reduce the reading load of key knowledge workers. In Cognitive Edge, and before that in IBM, I came into the whole area of narrative from the point of view of knowledge discovery.

When Context Transcends Change Management

Luis Suarez

What if everything we have been told about Change Management over the course of the last few decades was all just … plain wrong? how it tights everything up altogether around technology (as its main key enabler), or, questioning, as McKinsey put it recently, how, in a nutshell, we may need to change change management itself after all, given that massive statistic of how over 70% of change programmes fail to achieve their goals, whatever those may well be.

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The Future of Work by 2020

Luis Suarez

Long gone are the times where knowledge workers were aiming at fitting in within a working environment for which they were perhaps not ready for it, while carrying on their work, with very little motivation, waiting for the payslip at the end of the month. Well, because for the first time in decades it will be us, knowledge (Web) workers , the ones who can choose what we would want it it to be. IBM Innovation Knowledge Management Learning Open Business Personal KM

A hotchpotch or ragbag

Dave Snowden

my job now is to summarise the remaining papers available, having covered off both Cynefin and Narrative that leaves a bit of a hotchpotch of material although its mostly knowledge management. The link takes you to the various articles and they over co-evolution, ritual dissent, managing for serendipity and blog storming. Facilitating innovation within the organisation was written for Finance and Management as a report on a lecture I gave. Knowledge Management Musing

Social Business in 2013 – An Opportunity (Open Business)

Luis Suarez

And with that I mean, mainly, where will I be moving along with my own efforts as a Social Business evangelist from here onwards as an opportunity to continue to grow, learn, explore, reflect, and share that huge new opportunity Social Business has got ahead, if it would want to succeed in today’s, more complex and uncertain than ever, corporate workplace environment. Ever heard of Talent Management or Talent Wars?

The Downsides of Freelance Work

Luis Suarez

The ever so much more complex times we live in will bring forward such uncertainty that will pretty much scare your customers away, specially, those with the budget to kick off your projects. Three years ago, when I had already decided I was quitting my job at my former employer to start my own advisory firm around Social Business and Digital Transformation, I remember having a conversation with one of my managers where he was asking me what I was thinking about doing next as a freelancer.

The More We DO, the Less Time We Have to REFLECT – Happy New Year 2013!

Luis Suarez

That’s all a good thing, indeed, more than anything else because it looks like the business world is finally waking up to the notion of social networking as the next wave of business interactions with regards to collaborating and sharing your knowledge much more effectively, whether internal or externally, but, of course, it comes up with a toll: exhaustion. IBM Innovation Knowledge Management Learning Life Open Business

The Future of Open Business At Stake

Luis Suarez

In fact, for vast majority of practitioners social / open business is all about, and just about, collaborating with your peers, although perhaps nowadays with a fancier set of collaborative and knowledge sharing tools. Well, not really, because, eventually, we are not changing much of our own behaviours in terms of how we have traditionally collaborated and shared our knowledge, even though the tools suite is different, much different. .

Google Plus – One Social Networking Tool to Rule Them All

Luis Suarez

Hold a simple (Not even complex!) IBM Innovation Knowledge Management Knowledge Tools Productivity Tools Social ComputingLike I have mentioned yesterday, it’s been a few days already since I jumped the shark and joined the bunch of early adopters who have been hammering down, and taking for a spin, the latest iteration of Google to get social with Google Plus , right after Google Wave and Google Buzz.

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