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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.

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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. We need to develop networks of expertise and regularly check them for diversity and signal vs noise.

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. Anne Marie goes on to explain how important professional learning networks are to each and every one of us. Sense-making is acting on one’s knowledge.

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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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PKM Roles

Harold Jarche

I like to frame personal knowledge management as a combination of seeking knowledge, making sense of it, and sharing it with others. This simple model has worked well in explaining the main concepts of PKM and helping others to individually construct a set of processes to make sense of the world and work more effectively. Over 10 years ago Patrick Lambe wrote a very good guide on the various roles one can have in PKM.

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my pkm story

Harold Jarche

It has been over 10 years that I have examined, practiced, and developed models for personal knowledge management/mastery. PKM shifts responsibility. I started down the path of personal knowledge mastery in 2004, inspired by Dave Pollard , Denham Gray , and others. “To To a great extend PKM [personal knowledge management] is about shifting responsibility for learning and knowledge sharing from a company to individuals and this is the greatest challenge for both sides.

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PKM in 2013

Harold Jarche

“The basic unit of social business technology is personal knowledge management, not collaborative workspaces.” Personal knowledge management (PKM) is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively. But what we loosely call knowledge, using terms like knowledge-sharing or knowledge capture, is often just an approximation. ” Knowledge.

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Networked Learning (PKM) Workshop in Toronto

Harold Jarche

Tweet In just over a month’s time, I’ll be facilitating another one-day workshop on Networked Learning (PKM) at the University of Toronto’s iSchool Institute on Friday, 18 November 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.

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PKM in 34 pieces

Harold Jarche

One of my objectives with the current PKM Workshop [there''s still time to sign up] was to review most of my resources and work on developing new ones. Much of my work on PKM has been inspired by others. This graphic combines the work of several people into a single aide-mémoire on PKM and the Seek – Sense – Share framework. Judgement Filters: Naive filtering is what too often happens in our knowledge searching.

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PKM and innovation

Harold Jarche

Networking: Interacting with people from different backgrounds who provide access to new ways of thinking. One way to practice these skills would be to promote personal knowledge management (PKM) in the workplace. Sharing through our networks helps to develop better feedback loops. In an organization where everyone is practising PKM, the chances for more connections increases. Innovation is inextricably linked to both networks and learning.

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Personal in Personal Knowledge Management

Tony Karrer

Great dialog between Harold Jarche and Stephen Downes around Harold's PKM process … Stephen Downes wrote in response: … what does the concept of a ‘method’ here imply? That there is a ‘best’ way to manage knowledge an information? All of my articles on PKM are descriptive, not prescriptive. Take what you need, as there are no “best practices” for complex and personal learning processes.

Barriers to PKM

Harold Jarche

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? ” Finding someone to talk to about PKM was a common response, as was the observation that management’s perception is often that not everyone has the same level of ability to do PKM sufficiently well.

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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.

PKM: a node in the learning network

Harold Jarche

Hyperlinks subvert hierarchy , or, in other words, digital networks enable multiple connections, so organizational communications are no longer just vertical. Somebody else, outside the hierarchy, is only one click away, and perhaps easier to deal with and a better source of information and knowledge. This is becoming obvious in the business world and frameworks such as Social CRM (customer relationship management) are one attempt to address it.

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Please tell me about your PKM

Harold Jarche

Jon and his wirearchy framework have been an integral part of my views on the network era workplace since 2004. During one of our conversations in a local café, Jon suggested that in wirearchies, personal knowledge management (PKM) could become the new resumé. Considering that in complex, networked environments, where work is learning and learning is the work, would it not be better to find out how people are learning? How diverse is your network?

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PKM: the basic unit of social business

Harold Jarche

True collaborative networks do not rely so much on teams than on individuals, as B. The main benefits for networked organizations do not lie in the outcome from teams, but in individual knowledge acquisition, in the ability to connect with the right people and to access the right information at the right time. The basic unit of social business technology is personal knowledge management, not collaborative workspaces. Teams are for sports, not knowledge work.

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The Power of Pull and PKM

Harold Jarche

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. PKM helps people stay focused on the edges of their knowledge and look for innovation and opportunity. PKM covers the latter.

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Loose Hierarchies, Strong Networks

Harold Jarche

When I wrote that the only knowledge that can be managed is our own , I wanted to highlight that command & control methods do not work well in this network era that is replacing the industrial/information era. In our increasingly complex work environments, we should should take the advice of Snowden & Kurtz who recommend “ loose hierarchies & strong networks ” as shown in this image by Verna Allee. Loose hierarchies, strong networks.

PKM in 2010

Harold Jarche

Personal Knowledge Management. This post is a continuation of Sense-making with PKM (March, 2009)]. Knowledge = the capacity for effective action (know how). Management = how to get things done. What is PKM? PKM is an individual, disciplined process by which we make sense of information, observations and ideas. Knowledge. Sources of Info & Knowledge. Why PKM? One of the difficult aspects of PKM is triage, or sorting.

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PKM: to learn is to do

Harold Jarche

I have called #PKMastery a swiss army knife for the network era because the concept is simple but the ways it can be used are almost limitless. Multinational companies, like Domino’s, are using the PKM framework for leadership development, ensuring senior staff improve their sense-making and media literacy skills. PKM is a discipline that requires practice. You may have heard of personal knowledge management, but we don’t want to just manage knowledge.

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Leading through turbulent times with PKM

Harold Jarche

In what BP’s oil spill says about management today , the author talks about the need to deal with increasing complexity, concluding: Navigating a business successfully through turbulent times requires the ability to deal with ambiguity, be resilient in the face of adversity, be authentic and have the innovative capacity to anticipate and respond to the unpredictable environment. Seek, Sense & Share in order to handle the complexity of the networked age.

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The network is the solution

Harold Jarche

The key to a flourishing civilization in the network era is sense-making. 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. David Ronfeldt articulates this with his TIMN [Tribes-Institutions-Markets-Networks] framework. NetworkedLearning PKM SocialLearning Wirearchy

Learning to breathe in the network era

Harold Jarche

The networked workplace is the new reality. This information can be mapped, and frameworks such as knowledge management can help us map it. We can also create tools to do work and not have to learn all the background knowledge in order to accomplish a known task. New problems need tacit knowledge to solve them. Exception-handling is becoming the primary work for people in the networked workplace. Sharing and using knowledge is where business value lies.

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. Value Networks.

Network Learning: Working Smarter

Harold Jarche

2010) uses a Web-based note system to store messages, manage his financial risk and stay on top of the multiple factors necessary to run a successful dairy farm. We need to re-think workplace learning for a networked society. Formal, structured learning plays only a small role in getting things done in the networked workplace. Making sense of information, both personally and in networks, is becoming a key part of work. Network Learning. This is network learning.

network management update

Harold Jarche

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. In a network society, we influence through reputation, based on our previous actions. Others need to see what we are contributing to the network. Management in networks is fuzzy. Principles of Network Management. Managemen

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 is a requisite perspective for the network era. Creativity, learning or desire to help others cannot be controlled, so knowledge workers need to be intrinsically motivated to deliver quality results.

Subject matter networks

Harold Jarche

Mark coined the term, subject matter networks , as a change from the industrial concept of subject matter expert, or SME, a term I first heard in the military in the mid-1970′s. With all of these connections, complexity ensues. In a complex world the optimal social form is the multi-organizational network and emergent practices must be continuously developed through cooperation. He or she cannot learn and adapt as fast as a cooperative network.

Managing in a networked world

Harold Jarche

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). This fosters transparency and is something to be modelled by management. I’ve said before that personal knowledge management (PKM) is our part of the social learning contract.

you are only as good as your network

Harold Jarche

This involved complex knowledge about information technology, organizational behaviour, knowledge management, and social media. In short, they asked me “simplify the complexity”. But I put my faith in my knowledge networks and communities of practice where I had been involved for the past 14 years. I went out to my networks, looking for as wide and diverse opinions as possible. In the end, I realized I was only as good as my network.

Conversation with Harold Jarche: Sense-making in a networked world and personal knowledge mastery

Trends in the Living Networks

Harold’s tagline “sensemaking in a networked world” is in fact one of the best descriptions I can imagine for my work. And so this phrase sense-making, it networked well and I said, “You’re describing yourself but you’re also describing me.”

Fluctuating support networks

Harold Jarche

Judith passed on a couple of papers which I found most interesting, as she has looked deeply into the theory behind the need for what I would describe as social learning networks. Judith uses the term, “fluctuating support networks&#. As an informal response to the formal organization, fluctuating support networks deviate from the conventions of the formal organization and provide network members with a venue for fulfilling unmet social and psychological work-related needs.

The Connected Workplace

Harold Jarche

Our increasing interconnectedness is illuminating the complexity of our work environments. On the positive side , complex work can provide unique business advantages and creative work can help to identify new business opportunities. However, complex work is difficult to copy and creative work constantly changes. But both require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize.

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learning and the future of work

Harold Jarche

The last personal knowledge mastery in 40 days online workshop for 2015 started this week. Our increasing interconnectedness is illuminating the complexity of our work environments. On the positive side, complex work can provide unique business opportunities. Because complex work is difficult to copy and creative work constantly changes, these are where long-term value for human work lies. Both complex and creative work require greater implicit knowledge.

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Scaling knowledge

Harold Jarche

On the other hand, networked organizations can scale because they do not need to control every connection. Designers of these open organizational structures understand that in complex un-order, loose hierarchies and strong networks are best. Organizations that deal with complex knowledge and require creativity from workers need looser hierarchies to maintain flexibility in dealing with changing situations. ConnectedEnterprise PKM

Sense-making for success

Harold Jarche

Even so-called knowledge workers were being regularly downsized, as the corporations called it. Work was getting more complex. Those who succeeded were able to seek and build new networks in order to make sense of the changing environment, and then share with their new peers, scattered across the globe. Whether you call yourself a knowledge artisan or are just trying to keep up with your profession, you have to take charge of your own learning and development.

serendipitous drip-fed learning

Harold Jarche

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. A recent tweet of his was a link to an article on GMO (genetically modified organisms) which is an area of interest to me as a consumer, but something I found rather complex to understand. More of my knowledge and understanding is coming through my network. PKM SocialLearning

Learning is the work

Harold Jarche

Valued work, and the environments in which it takes place, is becoming more complex. In complexity, we can determine the relationship between cause and effect only in retrospect. It puts into question most of our management frameworks that require detailed analysis before we take action. In complex work environments, the optimal way to do work is to constantly probe the environment and test emergent practices. One framework for this is personal knowledge management.

The Seek > Sense > Share Framework

Harold Jarche

Simple standards facilitated with a light touch, enables knowledge workers to capture, interpret and share their knowledge. Personal knowledge management is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively. But what we loosely call knowledge, using terms like knowledge-sharing or knowledge capture, is just an approximation. Building a network of colleagues is helpful in this regard.

Social Learning Handbook

Harold Jarche

Our increasing interconnectedness is illuminating the complexity of our work environments. On the positive side, complex work can provide unique business advantages and creative work can help to identify new business opportunities. However, complex work is difficult to copy and creative work constantly changes. But both complex and creative work require greater implicit knowledge. In this emerging network era, social learning is how work gets done.

a simpler approach to km

Harold Jarche

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. Establish methods that enable tacit knowledge to flow. Examples of knowledge-sharing need to be made by decision-makers.

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Connecting learning and work and life

Harold Jarche

I have observed that what underlies creative and complex work (the future of work in the network era, in my opinion) is empowered workers who take control of their own learning. This is the premise of personal knowledge management. PKM is not just about finding information, but also connecting to people. For instance, we may share a new practice first with a professional community of practice before publishing it to our general social networks.