Facilitating Knowledge Work #wolweek

Clark Quinn

In the course of some work with a social business agency, was wondering how to represent the notion of facilitating continual innovation. This representation emerged from my cogitations, and while it’s not quite right, I thought I’d share it as part of Work Out Loud week.

Informal learning, the 95% solution

Harold Jarche

Tweet Informal learning is not better than formal training; there is just a whole lot more of it. It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. Informal Learning

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Informal learning is a business imperative

Harold Jarche

These characteristics of jobs and work environments call for different approaches to training and development.” [see I connected this to the whole notion of simpler work getting automated and outsourced usingTom’s framework. complexity Informal Learning Work

The right information is not enough

Harold Jarche

There is quite a bit of research on the significant value of making the right information available to the right person at the right time – and quite a bit of research shows clearly that Enterprise Search has a direct impact on the success of organizations.

PWLE Not PLE - Knowledge Work Not Separate from Learning

Tony Karrer

But, too much structure is not going to work. I mentioned quite a while ago (in Personal Work and Learning Environments (PWLE) - More Discussion and Personal Work and Learning Environments ) that: Knowledge work is not separate from learning. Yes, there are times that Knowledge Workers will step away from day-to-day activities to go do developmental learning activities that may not be directly related to their day-to-day knowledge work.

Search - Implications on Knowledge Work

Tony Karrer

This post was sparked by a couple of recent articles: Babson Knowledge: How Google Plans to Change the Scope of Googling (And Why Information and Knowledge Workers Should Care). InfoWorld: Reinventing the Intranet These articles point out what we already know: It is generally easier to find stuff that is in the mass of public information than it is to find stuff inside our own corporations.

50 suggestions for implementing 70-20-10

Jay Cross

Sharing 50 suggestions on putting 70-20-10 to work has consumed five posts spread over two months. Knowledge work has evolved into keeping up and taking advantage of connections. He is the world authority on 70:20:10 and these posts draw heavily on his work.).

50 suggestions for implementing 70-20-10

Jay Cross

Replacing today’s haphazard approaches with systematic, enlightened management accelerates the development of future workers and gets the entire organization working smarter. Convergence of work and learning. Work and learning have merged. Informal Learning Just Jay

The Future of the Training Department

Harold Jarche

Before industrialization, work was local or industry meant cottage-industry. About three hundred years ago, work became an organizational matter. Factories require groups of people working together. Clocks measure working hours instead of the sun.

7 essential facets for enterprise knowledge sharing

Harold Jarche

Most large organizations today have some suite of social tools to share information and knowledge. Based on work with several clients over the past few years, I have identified seven essential facets for enterprise social networks. This is how teams work.

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.

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Activate your knowledge

Harold Jarche

PKM is much more than processing information. Most of all, PKM is a framework to actually do knowledge work. It is a framework that helps move from an awareness of knowledge to activation of its use in the context of getting work done. Passion at Work, page 11].

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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. We continue to see that labour has diminishing value as routine work keeps getting automated. Your Work?

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Skills for Learning Professionals…Part 2 | Full Circle Associates

Nancy White

I like your meta skills, but … I was hoping that you would provide insight into the core skills and knowledge around communities and networks that learning professionals should have? Learning Community/Network Skills for Knowledge Workers and Learning Professionals First, some context.

Social Learning – Highlights

Harold Jarche

For me, the essence of social learning is that as our work becomes more complex, we need faster feedback loops to stay on top of it. The course is an artifact of a time when information was scarce and connections were few. Social learning can give us more and better feedback if we engage our networks in order to develop emergent work practices. Charles Jennings : We are living in a world where access trumps knowledge every time.

Why do I need KM?

Harold Jarche

In response to my post on relevance , my long-time friend Ralph Mercer asked, “ Why do I need KM at an institutional level when information is ambient at a global level and personal at a hyper local level? Collaborative knowledge work must be coupled with cooperative knowledge sharing.

PKM 103

Notes from 2004

Harold Jarche

have more potential and utility in this medium [the web] than centralized systems such as LCMS (learning content management systems)&# [The year before I had been working for a company selling an LCMS]. More thoughts & comments from 2004: Many companies are trying to find ways to motivate their knowledge workers. Perhaps the actual structure of work, especially the Corporation itself, is an obstacle to knowledge work. The rubber ball is work.

leadership is learning

Harold Jarche

About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric.

Wirearchies are smarter than the sum of their parts

Harold Jarche

Many parts of knowledge work have been routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems. Work in the network era needs to be cooperative and collaborative, and organizations have to support both.

cooperation makes us human

Harold Jarche

Automation of procedural work is accelerating. What was considered knowledge work yesterday will be routine tomorrow, and workers will be replaced by software and machines. We should not try to work more like machines in order to compete with them.

Active sense-making

Harold Jarche

Yesterday, during my presentation on personal knowledge management to IBM BlueIQ I was asked about the role of blogging in my own sense-making processes. In my Seek>Sense><Share model, seeking and annotating information is important but cannot stand on its own.

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 ]. That’s pretty much what I believe will be a necessity for the post-industrial and post-information era that we are beginning to enter.

It’s about value creation

Harold Jarche

His latest post, The information age fallacy , looks at the amount of time wasted in managing information flows, instead of creating anything new. Not only do these activities take time, they are highly social, as success often depends on who we work with. Innovation Work

Social learning is for human work

Harold Jarche

This past week I came across the theme of the changing nature of work several times. As computers transcend many human capabilities and work is dehumanized , we must focus on the skills and abilities where humans excel beyond any imaginable machine capability. SocialLearning Work

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. Work is learning, and learning is the work.

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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. democracy at work.

Talent vs Labour

Harold Jarche

Through the 1970s, owners moved jobs to Sun Belt right-to-work states. They automated, outsourced and worked to diminish the power of unions. We’ve been lulled into the notion that information processing is knowledge work. ITA Work Working Smarter

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. Share to inspire through your work.

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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?

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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.

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Management in Networks

Harold Jarche

Collaboration is working together toward a common objective. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing.

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. Teams are for sports, not knowledge 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.

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Moving forward with Social Collaboration

Harold Jarche

This is a network of progressive and passionate professionals, who really want to bring about substantive change in how work gets done. This is how I would describe what Change Agents Worldwide is trying to achieve: We know that people have always sought meaning in their work.

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. SocialLearning Work

Connecting Companies and Markets

Harold Jarche

Management in the Network Era: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured. In such a work environment, trust emerges.

Transparency is the new objectivity

David Weinberger

Second, what I meant is that transparency is now fulfilling some of objectivity’s old role in the ecology of knowledge. Nevertheless, objectivity — even as an unattainable goal — served an important role in how we came to trust information, and in the economics of newspapers in the modern age. We were told that bloggers have agendas, whereas journalists give us objective information.

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Industrial disease

Harold Jarche

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.

Knowledge sharing paradox revisited

Harold Jarche

The knowledge sharing paradox is that enterprise social tools can constrain what they are supposed to enhance. People will freely share their knowledge if they remain in control of it because knowledge is a very personal thing. I don’t see the reverse working.

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Build trust, embrace networks, manage complexity

Harold Jarche

A new model for work is required. They work well when information flows mostly in one direction: down. In matrix management people have more than one reporting line and often work across business units. The team, as a work vehicle, is outdated. Knowledge-sharing.