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.

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. When you are only as good as your network, PKM becomes a necessity. Are things more complex now, than they were 5 or 10 years ago? Your Work? This is the world of work for many of us. Related: Why PKM Part 1.

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PKM: the basic unit of social business

Harold Jarche

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. Instead of focusing on teams and communities, we must concentrate our efforts in providing workers with the right resources and knowledge to build their own connections. Teams are for sports, not knowledge work. PKM SocialBusiness

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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. ~ Our relationship with knowledge is changing as our work becomes more intangible and complex.

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.

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.

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.

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. Good curators are valued members of knowledge networks.

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. Meanwhile in work teams we are usually collaborating — working together for a common objective.

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. It is a key aspect of PKM.

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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. 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.

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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. In complex environments, weak hierarchies and strong networks are the best organizing principle. Connected leaders know that people naturally like to be helpful and get recognition for their work.

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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. As networked, distributed work becomes the norm, trust will emerge from environments that are open, transparent, and diverse. Cooperation makes for more resilient knowledge networks.

Ten reasons

Harold Jarche

Many people, including my partners at the Internet Time Alliance , have been discussing and using social media for business and publishing frequently on how increasing networks and complexity are influencing workplace design and human performance. Social media are an extension of the Internet and the Web, and are becoming embedded in our work and leisure time. What looks like goofing off, such as Twitter , may actually be knowledge work.

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Fluctuating support networks

Harold Jarche

In Exploring the informal organization in knowledge work: A grounded theory of fluctuating support networks (2008), Judith concludes [my emphasis]: The study contributes to management praxis by raising awareness and offering insights into the practical value of fluctuating support networks and their power to rehumanize the knowledge workplace. Tags: Communities Informal Learning Work

Favourite Workplace Learning Blogs

Harold Jarche

I don’t like creating “Top 50″ lists so here are my current favourite sources of information and knowledge about learning, especially for the networked business environment. Anecdote AU: A blog focused on “putting stories to work&#. ELSUA ES: Luis Suarez talks about knowledge management, community building, social computing and living in a world without e-mail [a very good thing]. Tags: InternetTime Learning Work

The Evolving Social Organization

Harold Jarche

Innovation abounds in the early stages and knowledge capitalization is aided by a common vision of the business. Current management wisdom – based on Robin Dunbar’s research ; the size of military units through history; and the work of management experts such as Tom Peters – considers the ideal size of an organization to be around 150 people. However, knowledge, and the acquisition of new knowledge, are still key factors for innovation and effectiveness.

the future of human work

Harold Jarche

Just as few people do work that requires pure physical labour today, soon few of us will do routine, procedural, standardized knowledge work. They learn what works, what doesn’t and deliver ever better performance. Common core education standards are useless for this world of work. The future of human work is complex, creative, and unique. My PKM workshop is designed so that each participant creates their own ‘personal’ path to ‘knowledge mastery.

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