Barriers to Knowledge Work

Harold Jarche

If sense-making is a key part of knowledge work and is also essential for both innovation and creativity, does the average workplace help or hinder sense-making? I noted before that seeking works best with a playful attitude, exploring new possibilities in diverse networks with many connections in order to enhance serendipity. Sharing is necessary in almost all work contexts today and it is through sharing that we can inspire and be inspired.

What matters in knowledge work

Harold Jarche

This Venn diagram by Oscar Berg says a lot about the nature of work and management today. What I see on the right are all the attributes of being a free agent and working in trusted networks like the Internet Time Alliance or Change Agents Worldwide. The only thing missing from these networks is a salary. It reinforces the blunt stick of economic consequences as the prime motivator to do work. You are blending network features with a hierarchical structure.

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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. Another point in Lilia’s paper is that knowledge work is “discretionary behavior&# , in that knowledge workers have to be motivated to do knowledge work. Traditional “work&# was the physical labor variety.

Build trust, embrace networks, manage complexity

Harold Jarche

A new model for work is required. Hierarchies, simple branching networks, are obsolete. They work well when information flows mostly in one direction: down. We have known for quite a while that hierarchies are ineffective when things get complex. In matrix management people have more than one reporting line and often work across business units. Most organizations still deal with complexity through reorganization. Networks. Complexity.

Re-wiring for the Complex Workplace

Harold Jarche

Complexity is the new normal. Almost every person is connected to worldwide communication networks. In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Knowledge workers today need to connect with others to co-solve problems but the best tools to do this are often outside the enterprise. Sharing tacit knowledge in this way is becoming an essential component of knowledge work.

Organizations and Complexity

Harold Jarche

Tweet I’ve discussed this table before, but I’d like to put it all the links together to highlight what we need to do with our organizations and structures to deal with complexity. Complexity. Knowledge-Based View. Value Networks. Knowledge Acquisition. Knowledge Capitalization. How we can support emergent practices in the increasingly complex enterprise: COMPLEXITY. You can’t manage a network, you can only manage its context.

Learning in Complexity

Harold Jarche

” @webestime – “Simple rules lead to complex behavior. ” @CharlesJennings – “in a complex world, continuous learning is the only option available to us” – Globalization, Complexity & Change. The challenges of jobs that deal with high levels of complexity and tacit interactions are best addressed through the development of core skills and capabilities, not through trying to teach sets of processes or facts.

Leadership for the Network Era

Harold Jarche

The TIMN [Tribes + Institutions + Markets + Networks] model shows how society grew from a collection of tribes, added institutions, and later developed markets. The network era began with the advent of electric communications, though it is by no means completely established. As we enter the network era, we see companies like Apple dominating, often ignoring Wall Street pundits. It is not networked. It is networked. It is networked, as well.

Cooperation and networks at Innotribe

Harold Jarche

Stowe will talk about the architecture of cooperation : The new architecture of work is now emerging, after decades of transition. White collar work became knowledge work which has now become creative work. The transition from process to networks is not just a recasting, not just a different style of communication. The work is styled as information sharing through social relationships, and where ‘following’ takes the place of ‘invitation’.

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.

United by networked and social learning

Harold Jarche

Tweet In technologies for collaboration and cooperation I looked at how the differences between structured/informal and goal/opportunity oriented activities influence the design of the work/learning environment. Work Teams need to get things done. An effective collaborative work team integrates work and learning while focused on delivering products or services. Learning Networks, on the other hand, have to be personal or they won’t get used.

Skills for Learning Professionals…Part 2 | Full Circle Associates

Nancy White

Home About Full Circle Contact Resources Wiki Full Circus Full Circle Associates connections for a changing world, online and offline… Jul 05 2009 Skills for Learning Professionals…Part 2 Published by Nancy White at 1:41 pm under community , knowledge sharing , learning , networks , reflection , social media , technology stewardship Update: Part 3 is here. Learning Community/Network Skills for Knowledge Workers and Learning Professionals First, some context.

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The Continuing, Transformative Impact of IT

Irving Wladawsky-Berger

Twenty years into the Internet revolution, businesses and consumers have come to expect that information is a Google search away, friends and associates are always available on social networking sites, and goods and services (including public goods such as education and government services) can be had instantly from an online vendor anywhere in the world at any time of the day.”. A good, affordable education is a prime requirement of our 21st century knowledge economy.

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Modelling, not shaping

Harold Jarche

Tweet In social networks we can learn from each other; modelling behaviours, telling stories, and sharing what we know. If we look at how organizational training & development has functioned, it has been separate from the work being done and focused on shaping behaviours. There is strong evidence that we need to integrate learning into our work in order to deal with the increasing complexity of knowledge work. complexity InternetTime SocialLearning

Enabling Innovation – Book

Harold Jarche

Tweet I had the pleasure of writing an article for the book, Enabling Innovation: Innovative Capability – German and International Views as a follow-up to some work I did with the EU’s International Monitoring Organisation. The increasing structuring of work and organizational processes by forming project involves new challenges to the handling of knowledge work and expands the scope to generate innovations. — Managing in Complexity.

Work Out Loud Week

Harold Jarche

Sharing complex knowledge requires trust, but developing trusted knowledge networks does not happen over night. It requires a combination of actively engaged knowledge workers, using effective communications tools, all within a supportive organizational structure. In complex work environments, the optimal way to do work is to constantly probe the environment and test emergent practices. This means contributing knowledge.

reflecting on the future of knowledge

Harold Jarche

I started my independent consulting practice in 2003 and one of the first books I purchased was — The Future of Knowledge: Increasing Prosperity through Value Networks by Verna Allee (2002) Butterworth-Heinemann (ISBN: 0750675918). The topic of value network analysis and the leading role that Verna Allee played came up in some recent discussions in one of my online communities of practice. The more complex modes of knowledge cannot be turned over to databases and automation.

Virtual Trust

Harold Jarche

Tweet Virtual work can significantly reduce useless meetings, eliminate commuting time and free up time for knowledge workers to focus on what is important: being creative and dealing with complex problems. Virtual work also changes the organizational dynamic. A key to learning and working collaboratively is trust. Trust is the glue that holds knowledge organizations together, not rules and regulations. complexity Wirearchy

working collaboratively and learning cooperatively

Harold Jarche

Learning and development (L&D) practices reflect this priority on error reduction.But knowledge work, especially creative work, is not mere production. Now visualize the workflow of a creative knowledge worker: nothing, nothing, nothing, nothing, flash of brilliance, nothing, nothing, nothing.” —Jay Most of these five triggers can be enhanced through informal and social learning, and the individual practice of personal knowledge mastery. Knowledge Flow.

finding community

Harold Jarche

Many work teams today are distributed geographically, culturally, or in different time zones. But trust is required before real knowledge-sharing can happen. This is especially the case of sharing complex knowledge which requires strong social ties for trusted professional relationships. However, new ideas come from diverse networks with structural holes, often outside the organization. The network gives back to us.

Engaging Knowledge Artisans

Harold Jarche

Every organization today is trying to address the changing nature of work, driven by rapid technological change, and made more complex by global changes in economics, politics, and resources. But what about our structures that organize how people work together? For example, working and learning out loud in online social networks significantly change the flow of knowledge and influence power structures. Complex environments are the new normal.

change the system, not the leader

Harold Jarche

We need organizations and structures that let all people cooperate and collaborate to get work done. It puts too much power in the hands of individuals and blocks human networks from realizing their potential. Depending on one person to always be the leader will only dumb-down the entire network. In the network era, leadership is helping the network make better decisions. Leadership is an emergent property of a network in balance. Network Era Management.

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The connected leader

Harold Jarche

They made an effort to share their knowledge and expertise more widely. . Leadership, like culture, is an emergent property of people working together. For example, trust only emerges if knowledge is shared and diverse points of view are accepted. As networked, distributed workplaces become the norm, trust will emerge from environments that are open, transparent and diverse. This is connected leadership, or leadership that understands networks.

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Connected leadership is not the status quo

Harold Jarche

As organizations, markets, and society become networked, complexity in all human endeavors increases. In complex adaptive systems, the relationship between cause and effect can only be known after the fact. Connected organizations must learn how to deal with ambiguity and complexity. The connected workplace is all about understanding networks, modelling networked learning, and strengthening networks. Better networks are better for business.

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

Dan Pontefract

The conference theme was entitled “Managing Complexity” yet I don’t think it did justice to the presentations, banter and discussions that transpired. He also made a sharp observation about helicopter parenting suggesting it doesn’t work at home, so don’t expect it to work in the organization. The current design of the organization, therefore, is causing an unnatural complexity in an age that needs stimulation and simplicity.

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What is innovation?

Harold Jarche

Innovation is dependent on learning in networks. Social learning is about getting things done in networks. Effective working in networks requires cooperation, meaning there is no fixed plan, structure, or direct feedback. Social learning is how we move from transactions to relationships and foster knowledge mobilization. Innovation is inextricably linked to both networks and learning. The network enables infinite combinations between unique nodes.

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. We continue to see that labour has diminishing value as routine work keeps getting automated. To remain current in the network era, people must constantly improve their talents and focus on initiative and creativity. When you are only as good as your network, PKM becomes a necessity. Your Work?

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mastery and models

Harold Jarche

Personal Knowledge Mastery. These disciplines have influenced my professional work which is based on individuals taking control of their learning and professional development and actively engaging in social networks and communities of practice. Personal knowledge mastery ( PKM ) is a framework I have developed over the past 12 years. The whole is greater than the sum of the parts as we build on the knowledge of others.

PKM 155

Learning is the work

Harold Jarche

Work is learning and learning is the work. Because the nature of work is changing. For example, automation is replacing most routine work. That leaves customized work, which requires initiative, creativity and passion. Valued work, and the environments in which it takes place, is becoming more complex. Professionals today are doing work that cannot be easily standardized. One framework for this is personal knowledge management.

You are not the only bee in the hive

Harold Jarche

” I think this image gives a good view of the various facets people have in the workplace: My Content; My Presence; My Networks; My Tasks; My Reputation; My Goals. It is social and it is complex. Since our default action at work is usually to turn to our friends and known colleagues for help, we need to share more of our experiences with others in order to grow our trusted networks. The more colleagues we can depend upon, the better we can get work done.

Industrial disease

Harold Jarche

Complexity is the new normal. Almost every person is connected to worldwide communication networks. In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Knowledge workers today need to connect with others to co-solve problems but the best tools to do this are often outside the enterprise. Sharing tacit knowledge in this way is becoming an essential component of knowledge work.

ICALT 2012

Harold Jarche

The challenge for 21st century businesses is not saving 20th century jobs that will be automated and outsourced anyway, but focusing on creating more opportunities for creative work. For institutions, employers, educators and workers, that means giving up control and co-creating a new social contract for the creative, networked economy. There are practical models and frameworks that all businesses can use to connect work and learning. NetworkedLearning Work

Working Socially

Harold Jarche

Why should I, as an OD/HR/L&D professional, concerned with the human aspects of organizations, have to understand social media and enterprise social networks? With ubiquitous connectivity, more of our work is at a distance, either in space or time. Distributed work is becoming the norm. If we are going to support people doing this kind of work, we need to understand it. However, working in online social networks takes practice to be proficient.

Sharing tacit knowledge

Harold Jarche

Mencken , American satirist, wrote that, “For every complex problem there is an answer that is clear, simple, and wrong.&# We are using tools that assume simple, or at most complicated, problems when many are actually complex. A mechanistic approach to problem solving is inadequate in complex adaptive environments. Global networks have made all of our work, and all of our problems, interconnected. We live in one big, unfathomable complex adaptive system.

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. Knowledge management is a mixture of explicit and implicit knowledge sharing. It can be as explicit as an organizational knowledge base, or as implicit as the work culture.

PKM 178

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. The strategic transformation of organizational learning requires a shift from delivery of content and courses to integrating learning and working. While learning is personal, much of it happens while we are working with others.

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.

PKM 193

The Best of Times, The Worst of Times: opportunities and challenges for the L&D profession

Charles Jennings

Rethink what’s gone before and adapt to change, or keep on doing what’s always been done in the hope beyond hope that it will work. This is all very positive, and an apparent validation of the existing work L&D departments are carrying out. Saving the worst to last, the CLC survey reported that when asked ‘ would you recommend working with your L&D department to your colleagues ’ only 14% responded positively and 52% were ‘net detractors’.

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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.

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. Any work that is routine will be automated. Jobs that only do routine work will disappear. Valued work, enhanced by our increased connectivity, will be based more on creativity than intelligence. Thinking for ourselves is the foundation of a new way of working. We are only as smart as our knowledge networks.

Work is learning, learning work

Harold Jarche

My Twitter bio reads, “ Work is learning, learning work – that is all Ye know on earth, and all ye need to know [apologies to Keats ]. Some call it the knowledge economy or perhaps even the learning age. Whatever it will be called, our networks of networks are making life and work more complex. Formal training has only ever addressed 20% of workplace learning and this was acceptable when the work environment was merely complicated.

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. Supporting informal learning at work is not as clear-cut as something like ISD. There are methods from knowledge management, organizational development and human performance technology, for example, that are quite useful in supporting informal learning. The modern workplace is a complex adaptive system.

Transparent work

Harold Jarche

These were professional associations, networks of researchers and administrators, and others. Communication in a network is not the same as what we may have considered as traditional business communications. Sending out a clear memo (email) may have worked before, but looking for that email or document six months later on some kind of shared intranet drive is another issue completely. What may be considered a knowledge problem is really a transparency one.