cynefin and pkm

Harold Jarche

I have taken the basic model I use to explain PKM, with teams in blue, communities in red, and networks in green, along two axes — high & low structure, and low & high abstraction. Complexity PKMastery

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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. I talk about PKM to a wide variety of people.

PKM 195
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PKM in practice

Harold Jarche

It imposes a heavy working load on working memory – that is cognitive load … Intrinsic cognitive load is the load complex material places on working memory. For example, off-loading some cognitive tasks to an external network or community of practice provides time to focus or reflect.

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working smarter with pkm — transcripts

Harold Jarche

They are supported by the Working Smarter with PKM field guide. Working Smarter with PKM (3 minute videos). Today, much of of what do is networked via digital technologies. In a networked world we need to know what is happening beyond our work teams or we become near-sighted.

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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. 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. Are things more complex now, than they were 5 or 10 years ago? Related: Why PKM Part 1.

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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. In my practice of PKM, and the Seek > Sense > Share framework, there is nothing artificial at all, and looking for automation only detracts from the real power of PKM.

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PKM Roles

Harold Jarche

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. – PKM: A DIY Guide to Knowledge Management. If you read the DIY guide, there are a series of questions to help identify your own tendencies in PKM.

PKM 208

my pkm story

Harold Jarche

PKM shifts responsibility. 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. By 2009, I saw PKM as the missing component of most enterprise KM efforts. There were many other PKM models put forth, in addition to Lilia’s original work. By late 2009, I described PKM as our part of the learning contract.

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organizational transformation through pkm

Harold Jarche

Work complexity is increasing. Helen describes practical ways to guide transformation in the emerging network era: Power today comes from connections, not a position in the hierarchy. We need to curate knowledge from our networks, to drive organizational improvement. The guiding sense-making framework for change at the NHS is my Seek > Sense > Share PKM model. Innovation PKM

PKM 206

PKM in Action. Part 2

Harold Jarche

In PKM in Action Part 1 I gave a few examples of how people practice personal knowledge mastery. A good way of looking at PKM is as a method to improve serendipity, or fortuitous chance encounters. PKM practices do not have to be difficult. Two PKM methods I came across are the Fitness Circuit and Double-loop Learning to create micro-articles. Integrating PKM with team learning and knowledge management starts to connect personal learning with collaborative work.

PKM 166

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.

PKM 193

PKM in 2013

Harold Jarche

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. The PKM framework I have developed over the past eight years suggests two more steps: sense-making and sharing. PKM, or learning in networks, is a continuous process of seeking, sensing, and sharing. Building a network of colleagues is helpful in this regard.

PKM 217

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. Still, good experts are valuable and I use platforms like Twitter to connect to them, like Valdis Krebs on social networks.

PKM 209

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. Innovation PKM

PKM 207

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. PKM practices can help people take off those weights.

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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. So what does Organize for Complexity cover?

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. Too often we think of learning as school, training as something that is delivered, and complex problems as solvable with enough effort and resources. Social learning is about getting things done in networks. Effective working in networks requires cooperation , meaning there is no plan, structure or direct feedback.

PKM 172

simple structures for complex problems

Harold Jarche

What is the optimal digital transformation technology for a networked organization? It is a suite of capabilities that foster an organizational culture that is constantly learning in order to understand and engage the complex environment in which it lives. PKM as communication means each person taking responsibility for working and learning out loud. A networked organization embraces democracy and self-governance. Promote the active practice of PKM: a.

network literacies

Harold Jarche

Distributed governance was part of the conversation at RESET18 in Helsinki last month, where I discussed networks, communities of practice, knowledge-sharing, and sense-making, in the context of the Finnish civil service. I concluded that a network society needs networked models for organizing and for learning. Governments and their departments need to transition to the network form. Each network form will be different, so there are few best practices to follow.

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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social learning for complex work

Harold Jarche

Is it in our organizational filing systems and intranets, or rather on the Web or in our professional social networks? It’s a question of complexity. Complex systems and learning how to work with them cannot be controlled. If you are working in a complex system, you will never be able to know everything. For instance, the environment and communities are complex systems that cannot be controlled, only influenced. Complexity SocialLearning

simplifying the complexity

Harold Jarche

Complex Problems. I like complex problem-solving. Perhaps my most interesting project was when a client gave me a statement of work to ‘simplify the complexity’ I did not have a solution but felt that with my extended networked I would be able to solve their problem. While I offer my own workshops, like PKM and Social Learning , I can help clients create their own programs.

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. PKM helps people stay focused on the edges of their knowledge and look for innovation and opportunity. The core is being managed by fewer internal staff and any work where complexity is not the norm will be of diminishing value. PKM covers the latter.

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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. Empowered individuals working in networks, not teams, will give organizations the flexibility they need to be creative and deal with complexity.

PKM 193

Networked Knowing

Harold Jarche

The theme was on the changing nature of work as we enter the network era and how learning is becoming integral to individual and organizational success. One hundred years later and we are witnessing a similar shift, from the industrial economy to the network era and a creative economy. The future of valued, human work is in addressing complex problems and coming up with creative solutions. In networks, there is no need for standardized and replaceable jobs.

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

This post is a continuation of Sense-making with PKM (March, 2009)]. What is PKM? PKM is an individual, disciplined process by which we make sense of information, observations and ideas. PKM can be looked at as three types of activities [note: I've reduced this from seven activities in my previous articles on PKM as I believe that a simpler process is easier to teach and to begin with]. 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. In complex environments of connected people and multiple relationships, there are no best practices.

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Networked Professional Development

Harold Jarche

It can sometimes be difficult to see oneself as a node in multiple networks, as opposed to a more conventional position within an organizational hierarchy. But network thinking can fundamentally change our view of hierarchical relationships. For example, I once used value network analysis to help a steering group see their community of practice in a new light. For the first time, they saw it mapped as a network. NetworkedLearning PKM

the network era trinity

Harold Jarche

Governance, business, and learning models are moving from centralized control to network-centric foundations. For instance, coalition governments are increasing in frequency, businesses are organizing in value networks, and collaborative and connected learning is becoming widespread. There are advocates for a dual operating system to deal with the complexity of the networked era: one that is hierarchical and another that is networked.

in an increasingly complex world

Harold Jarche

Robert Warwick - Following a comprehensive literature review, heavily influenced by complexity sciences, we came up with seven essential criteria that are important to consider in an increasingly complex world, these were: Go out of your way to make new connections. Connections: develop an active PKM process, which is reviewed from time to time. Vision: shared vision comes through trusted networks , however a clear vision is necessary, but not sufficient. complexit

Other PKM processes

Harold Jarche

It seems that Stephen Downes isn’t enamoured with my PKM process : My first thought was, do I do it this way? 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.

A Swiss Army Knife for the Network Era

Harold Jarche

PKM: A Swiss Army knife for the Network Era. It’s beginning to look like the Swiss Army knife of the network era. I am amazed at how personal knowledge mastery [ PKM ] is adapted to so many different situations, which attests to the usefulness of a simple framework to deal with complex problems. Part of PKM is critical thinking, or questioning assumptions, which is why it may be threatening to certain management systems.

The network is the solution

Harold Jarche

The key to a flourishing civilization in the network era is sense-making. ” Self-instruction, the basis of personal knowledge management , is a necessity in effective peer-to-peer networks, as networks are how we will govern ourselves more and more. David Ronfeldt articulates this with his TIMN [Tribes-Institutions-Markets-Networks] framework. We all need to understand how to become contributing members of networks, for work and for life.

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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Learning to breathe in the network era

Harold Jarche

The networked workplace is the new reality. Exception-handling is becoming the primary work for people in the networked workplace. Complex and new problems cannot be solved using standard methods. People are the best interface with complexity but they need to be connected and not work in isolation. Three major changes are needed for the network era workplace. In complex situations there is no time to write a detailed assessment. ConnectedEnterprise PKM

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.

Social Learning, Complexity and the Enterprise

Harold Jarche

Our relationship with knowledge is changing as our work becomes more intangible and complex. However, when you look at the modern organization, it is moving to a model of constant change, whether through mergers and acquisitions or as quick-start web-enabled networks. All organizational value is created by teams and networks. Learning really spreads through social networks. Social networks are the primary conduit for effective organizational performance.

Leadership is an emergent property of a balanced network

Harold Jarche

As networked, distributed workplaces become the norm, trust will emerge from environments that are open, transparent and diverse. As a result of improved trust, leadership will be seen for what it is; an emergent property of a balanced network and not some special property available to only the select few. Networked contributors (full-time, part-time, contractors) need to work together in a networked environment that facilitates cooperation and collaboration.

Network Learning: Working Smarter

Harold Jarche

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. Social learning is about getting things done in networks. Network Learning. Network learning is an individual, disciplined process by which we make sense of information, observations and ideas.

The Connected Enterprise in Six Images

Harold Jarche

If networks are the new companies , then what does a connected enterprise look like? Communities complexity PKM SocialBusiness

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. A Framework for Network Management.

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. Our close-knit social groups will not provide us with the diversity of knowledge we need to navigate the complexities of our networked world.