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  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 3, 2013
    [Knowledge Management] Three types of KM
    In an organizational knowledge sharing framework , I put together several ideas to show how knowledge could be shared and codified. As I explain this to others I realize that these ideas go against many established assumptions about knowledge in organizations. For example, knowledge management is not a software system, but really three processes that are conducted in parallel and support each other; namely Big KM , Little KM and PKM [ Patti Anklam ].
  • HAROLD JARCHE  |  WEDNESDAY, FEBRUARY 13, 2013
    [Knowledge Management] Create conversation spaces
    Personal knowledge management is akin to pre-curation. Getting all the necessary parties involved in workplace conversations can enhance knowledge-sharing and contribute to greater diversity of ideas, a necessity for innovation. Curation is more than integration , writes Rick Segal in Forbes [via Robin Good ]. Segal discusses how marketing is about curating all the conversations around a subject.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 4, 2011
    [Knowledge Management] The Hyper-social Organization – Review
    The authors on knowledge management: Of course, one of the big challenges for companies is that, unlike information or data, knowledge does not flow easily, as it relies on long-term trust-based relationships. ” Networks vs Channels: “Data and knowledge flow through channels, whereas networks allow knowledge to flow.” Tweet.
  • HAROLD JARCHE  |  THURSDAY, MAY 31, 2012
    [Knowledge Management] The learning organization: an often-described, but seldom-observed phenomenon
    The role of managers should be to manage the system, not the individual functions. The real barrier to systemic change, such as becoming a learning organization, is command & control management. Knowledge, Senge said, is the capacity for effective action (know how) and it is the only aspect of knowledge that really matters in business and life. Even team-based knowledge comes and goes. 2) The only knowledge that can be managed is our own.
  • JANE HART  |  TUESDAY, AUGUST 14, 2012
    [Knowledge Management] Supporting workplace learning in the network era is more than delivering courses through a LMS
    “It takes much more than courses delivered through a learning management system to support workplace learning in the network era.” ” Harold goes on to explain: “The basic building block, in my experience, is personal knowledge management. Harold Jarche, in his recent post, Supporting workplace learning , uses a great little diagram to show that -.
  • HAROLD JARCHE  |  TUESDAY, DECEMBER 27, 2011
    [Knowledge Management] Collective sense-making
    The big shift for me in past decade has been in weaving a network that brings me diversity of opinions and depth of knowledge. I look for experts who share their knowledge or act as human-powered content aggregators, selecting quality information and discarding the crap. Knowledge in a networked society is different from what many of us grew up with in the pre-Internet days. Like electricity, knowledge is both particles and current, or stock and flow.
  • HAROLD JARCHE  |  MONDAY, AUGUST 27, 2012
    [Knowledge Management] Please tell me about your PKM
    During one of our conversations in a local café, Jon suggested that in wirearchies, personal knowledge management (PKM) could become the new resumé. How would you begin to look at the following problem, which is out of your normal scope of work … Describing how we stay actively engaged in our learning might be a better indicator of future performance, in a world where many answers do not lie in the past, but in how we manage to make connections with the present.
  • HAROLD JARCHE  |  WEDNESDAY, MAY 23, 2012
    [Knowledge Management] It’s all about networks
    Encouraging workplace practices like personal knowledge management is a start. Nurturing Creativity is now a management responsibility. Network Thinking : One major challenge in helping organizations improve collaboration and knowledge-sharing is getting people to see themselves as nodes in various networks, with different types of relationships between them. It’s all about networks. Understanding networks that is.
  • HAROLD JARCHE  |  TUESDAY, APRIL 29, 2014
    [Knowledge Management] What have we learned so far?
    What have we learned so far about personal knowledge mastery? Personal Knowledge Mastery ( PKM ): A set of processes, individually constructed, to help each of us make sense of our world and work more effectively. Exercises such as network mapping are combined with the narration of work, network weaving, and how these can enable better knowledge connections. Personal Knowledge Management is not linear.
  • DAVE SNOWDEN  |  THURSDAY, MARCH 17, 2011
    [Knowledge Management] Fear is the mind-killer
    I hasten to add that I am not recommending that knowledge managers become deeply manipulative courtesans (although come to think of it that might have something going for it). A good metaphor for knowledge management, or am I getting carried away? The programme is out for KM UK June 21-22. I'm giving the opening keynote, the chair is Victoria Ward and I am followed by Nick Milton so some old friends to meet, although I will probably miss Chris and Ron on day two.
  • HAROLD JARCHE  |  THURSDAY, MAY 1, 2014
    [Knowledge Management] 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. The book simplifies years of research and management practice and presents a lucid set of working examples, guidelines, and models that can be understood by all.
  • HAROLD JARCHE  |  TUESDAY, OCTOBER 28, 2008
    [Knowledge Management] Harold Jarche » Source?
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 5, 2008
    [Knowledge Management] Harold Jarche » Advice for the Training Department
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 7, 2006
    [Knowledge Management] Harold Jarche » PKM revisited
  • HAROLD JARCHE  |  TUESDAY, AUGUST 29, 2006
    [Knowledge Management] Harold Jarche » My PKM System
  • HAROLD JARCHE  |  MONDAY, APRIL 30, 2007
    [Knowledge Management] Harold Jarche » Blog Comment Tracking
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 16, 2014
    [Knowledge Management] Ten Years, Ten Thoughts
    The mainstream application of knowledge management and learning management over the past few decades was mostly wrong; we over-managed information, knowledge and learning because it was easy to do. Because it is so difficult to represent our knowledge to others, we have to make every effort to continuously share it. Stories are the glue, holding information together in some semblance of order, for our brains to process into knowledge.
  • HAROLD JARCHE  |  MONDAY, JULY 4, 2016
    [Knowledge Management] human networks connect through empathy
    To a great extent 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. Creativity, learning or desire to help others cannot be controlled, so knowledge workers need to be intrinsically motivated to deliver quality results. We are only as good as our networks. Our decisions reflect the diversity of our networks.
  • HAROLD JARCHE  |  FRIDAY, APRIL 5, 2013
    [Knowledge Management] Making sense of complexity and innovation
    Knowledge Leadership in the Era of Convergence - via @JonHusband. In an environment where speed, access, and tools allow workers to seamlessly collaborate across time zones, store massive amounts of data, and crowdsource the answers to difficult organizational issues, organizations that trend toward openness in the knowledge management arena will be better able to use new technologies and react to cultural and business changes.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 14, 2010
    [Knowledge Management] Sense-making glossary
    Many of the definitions are framed around report writing but these can easily be expanded into the broader areas of personal knowledge management or personal learning environments. PARC offers a glossary of quite useful sense-making terms. Sense-making is what the second part of the Seek-Sense-Share PKM model is about.
  • DAVE SNOWDEN  |  FRIDAY, FEBRUARY 4, 2011
    [Knowledge Management] New book chapters
    Here is the list for those interested here they are: " Naturalizing Sensemaking " in Informed by Knowledge by Mosier & Fischer. Knowledge Theory Perspectives on Place Branding " in the International Place Branding Yearbook edited by Go and Govers. I'm thinking more and more about marketing at the moment and will blog on this over the weekend, " Knowledge Management and the Individual: It's nothing personal " in Personal Knowledge Management edited by Pauleen and Gorman.
  • HAROLD JARCHE  |  WEDNESDAY, AUGUST 24, 2011
    [Knowledge Management] Making sense of our world
    Tweet I define Personal Knowledge Management (PKM) as a set of processes, individually constructed, to help each of us make sense of our world, work more effectively and contribute to society. George Siemens has made this rather succinct statement about knowledge: When I externalize something, it’s information. When someone connects it in some manner, it becomes knowledge. Knowledge is essentially relatedness/connectedness.
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 30, 2011
    [Knowledge Management] Managing engagement
    He discusses the three main branches of the family: Communication, Knowledge Management, and Monitoring & Evaluation. There’s even good old PKM : The little brother PKM (personal knowledge management) was not taken seriously for a long time but he is really a whiz kid and has given a lot of people confidence that perhaps his branch of the family is better off betting on him, at least partly. You cannot manage engagement if no one needs to be managed.
  • HAROLD JARCHE  |  FRIDAY, JANUARY 18, 2013
    [Knowledge Management] As the world keeps churning, work today is all about learning
    The chapter on Clarity was directly aligned with my work on personal knowledge management. It is about seeking information and knowledge and distilling it so that you can make sense of it and then it is ready to be shared. The title of this post is what Dan Pink, in his book To Sell is Human , would call a rhyming pitch. He also discusses the question pitch , and I followed his recommendation in the Pitch chapter and developed my own.
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 27, 2012
    [Knowledge Management] PKM Book Update 1
    The PKM Workshops have provided me with great feedback on how personal knowledge management is understood and used by others. I have been very pleasantly surprised at how well my request to fund the PKM Book Project has been taken up by the community at large. So far, 30 people have sponsored at the basic $10 level.
  • JAY CROSS'S INFORMAL LEARNING  |  FRIDAY, OCTOBER 12, 2007
    [Knowledge Management] Informal Learning Blog » The human performance landscape
  • JAY CROSS'S INFORMAL LEARNING  |  FRIDAY, OCTOBER 12, 2007
    [Knowledge Management] Informal Learning Blog » The human performance landscape
  • JAY CROSS'S INFORMAL LEARNING  |  MONDAY, NOVEMBER 12, 2007
    [Knowledge Management] Informal Learning Blog » Come together
  • JAY CROSS'S INFORMAL LEARNING  |  THURSDAY, JANUARY 3, 2008
    [Knowledge Management] Informal Learning Blog » Big questionable predictions for 2008
  • HAROLD JARCHE  |  WEDNESDAY, FEBRUARY 12, 2014
    [Knowledge Management] Complex knowledge
    Last week I spent several hours each day, for four consecutive days, trying to share complex knowledge. I had my understanding of communities of practice, personal knowledge management, leadership, and innovation that I wanted to share. My friend and colleague Christian Renard had his knowledge about marketing, business, and digital power to share. From the time I was picked up at the Gare du Nord we began to share our knowledge through many conversations.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 24, 2013
    [Knowledge Management] Why PKM?
    This helps me get my ideas together, in a more manageable format than a full-length paper. Knowledge Management for Decision Memories. Lilia Efimova , the original inspiration for my PKM practices, has said that the main problem with personal knowledge management is that we need to take time now, in order to invest in the future. Have you ever tried to find something you saw recently on the Net but don’t remember where you found it?
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 28, 2012
    [Knowledge Management] The right information is not enough
    I would like to contrast this with a statement made by Dave Snowden that I noted in negotiating between chaos and project management. It has happened before with knowledge management and learning management systems. Each person is the indivisible unit of knowledge work. If the aim is to improve organizational knowledge, then people have to take time to make sense of it.
  • HAROLD JARCHE  |  TUESDAY, NOVEMBER 22, 2011
    [Knowledge Management] Sense-making through conversation
    Tweet One of our clients referred me to a post by Nick Milton on another great Boston square that pulls “apart the KM world on dimensions of Knowledge Push and Knowledge Pull (which you might call “Sharing” and “seeking”), and the dimensions of Explicit and Tacit. We know that conversation is the main way that tacit knowledge gets shared. Finally, we share new, explicit knowledge artifacts which then grow our bodies of knowledge.
  • HAROLD JARCHE  |  MONDAY, MARCH 7, 2011
    [Knowledge Management] Finding the time for networked learning
    Tweet A survey of small and medium sized businesses (SMB) showed workers spend about half their day on unproductive taks: Knowledge Workers are among the largest staff component in a typical SMB. SMB Knowledge Workers spend an estimated 36 percent of their time trying to. Approximately 14 percent of SMB Knowledge Workers’ time is spent: Duplicating information (e.g. Managing unwanted communications (e.g.
  • HAROLD JARCHE  |  THURSDAY, AUGUST 9, 2012
    [Knowledge Management] Idea management requires shared power
    Nancy Dixon discusses The Three Eras of Knowledge Management , an excellent read on how lead organizations are using idea management. Convening is the skill and practice of bringing groups together to develop understanding of complex issues, create new knowledge and spur innovation. Transparency includes the willingness of management to say, “I don’t know” and therefore to employ the organization’s collective knowledge.
  • HAROLD JARCHE  |  THURSDAY, DECEMBER 26, 2013
    [Knowledge Management] Best of Friday’s Finds 2013
    Managing is a waste of time. Knowledge Leadership in the Era of Convergence – via @JonHusband. In an environment where speed, access, and tools allow workers to seamlessly collaborate across time zones, store massive amounts of data, and crowdsource the answers to difficult organizational issues, organizations that trend toward openness in the knowledge management arena will be better able to use new technologies and react to cultural and business changes.
  • JANE HART  |  FRIDAY, AUGUST 31, 2012
    [Knowledge Management] 12 features of supporting social collaboration in the workplace
    1 – moving from a focus on organising and managing training (which includes e-learning and blended learning) FOR others, to helping individuals and teams address their OWN performance problems. 3 – helping people work and learn effectively in this networked era (and within a social business), by developing their own Personal Knowledge Management (PKM) skills. See my article The Role of the Enterprise Learning Community Manager for more about this role.
  • HAROLD JARCHE  |  SUNDAY, APRIL 15, 2012
    [Knowledge Management] Three Principles for Net Work
    For knowledge workers, there is diminishing value in standardized work, as it will be either automated or outsourced over time. Standardized work usually falls into simple or complicated knowledge domains. According to the Cynefin knowledge management framework, developed by Dave Snowden, in the simple domain, “the relationship between cause and effect is obvious to all” while in the complicated domain, “the relationship between cause and effect requires analysis”.
  • BETH KANTER  |  THURSDAY, JUNE 30, 2016
    [Knowledge Management] How the Nonprofit Sector Can Share What We Learn and Why We Should
    Note from Beth: I’ve been a big believer in shared knowledge and learning for the sector. IssueLab has been working for ten years to apply the age-old knowledge management question, “what if I knew what others know?” You might call what we’re doing Big Knowledge, or Big (Qualitative) Data. Our sector—foundations, nonprofits, and university-based research centers—is producing knowledge at a rapid clip.
  • HAROLD JARCHE  |  TUESDAY, JUNE 7, 2011
    [Knowledge Management] PKM Updated
    Using a Seek-Sense-Share framework (à la personal knowledge management), pick one or more web platforms on which to practise critical thinking. Tweet Here are four main processes that can be used in developing critical thinking skills using web tools (click image to enlarge). Critical Thinking Process. Web Tools & Strategies. Observe & Study. Use an aggregator (feed reader) to keep track of online conversations Follow interesting people on Twitter.
  • HAROLD JARCHE  |  WEDNESDAY, JULY 10, 2013
    [Knowledge Management] Institutional Memory
    In The Future of Knowledge Management , he says that the main problem with KM systems is that they do not copy how real people think and that unlike a person, a “KM system simply gets slower as a result of more information” He proposes creating software scripts to organize information, but these must be capable of self-modification. Schank concludes: There is a lot of knowledge in an enterprise that can be used to organize new knowledge that is coming in.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 26, 2016
    [Knowledge Management] not working, out loud
    I am a proponent of working out loud and see it as an essential connector between personal knowledge mastery and organizational knowledge management, as it helps make organizational knowledge explicit. I began work on a new volume on personal knowledge mastery. John Stepper has recently advanced the idea of working out loud with his book on the subject. Many others are now practicing it: #workoutloud. Image: working in perpetual beta.
  • HAROLD JARCHE  |  WEDNESDAY, DECEMBER 17, 2014
    [Knowledge Management] becoming collectively smarter
    People need to learn and work in networks, shifting their hierarchical position from teacher to learner, or from manager to contributor. It is becoming obvious in many fields that we are only as good as our knowledge networks. Personal Knowledge Management/Mastery is but one way to address the need to keep up with the scientific revolutions around us. But like e-learning and knowledge management, PKM is at risk of becoming a technology to buy and consume.
  • HAROLD JARCHE  |  MONDAY, APRIL 15, 2013
    [Knowledge Management] The Connected Workplace
    But both require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Social networks can enable better and faster knowledge feedback for people who trust each and share their knowledge. Working smarter in the future workplace starts by organizing to embrace networks, manage complexity, and build trust.
  • HAROLD JARCHE  |  TUESDAY, FEBRUARY 14, 2012
    [Knowledge Management] “you simply can’t train people to be social!”
    Tweet Over the past year I have been working on change initiatives to improve collaboration and knowledge-sharing with two large companies, one of them a multinational. The low visibility activities link directly to personal knowledge management (PKM) skills, based on the process of Seeking information & knowledge; making Sense of it; and Sharing higher value information with others. Creating a supportive social environment is management’s responsibility.
  • HAROLD JARCHE  |  MONDAY, JUNE 4, 2012
    [Knowledge Management] Pulling informal learning
    Take a look at these 8 demand-side knowledge management principles by Nick Milton. People don’t pay attention to knowledge until they actually need it. People value knowledge that they request more highly than knowledge that is unsolicited. People won’t use knowledge, unless they trust its provenance. Knowledge has to be reviewed in the user’s own context before it can be received. Knowledge has to be adapted before it can be adopted.
  • HAROLD JARCHE  |  MONDAY, NOVEMBER 26, 2012
    [Knowledge Management] Coherence in complexity
    The same is happening to our models for management and “change management”, as if we could manage change in the first place. Systems, such as enterprise social network tools , can assist “net work” practices like the narration of work and personal knowledge management. So while change cannot be managed, per se , organizations can be structured in ways to be more resilient to change.
  • HAROLD JARCHE  |  MONDAY, JULY 22, 2013
    [Knowledge Management] An organizational knowledge-sharing framework
    There is a lot of knowledge in an organization, some of it easy to codify (capture), and much (most) of it difficult to do so. Understanding how best to commit resources for knowledge-sharing should be in some kind of a decision-making framework that is easy for anyone to understand. Outputs are quite explicit, while expertise is mostly implicit knowledge. Networks can be mapped, and are therefore explicit, but interpreting them requires implicit knowledge.
  • HAROLD JARCHE  |  THURSDAY, OCTOBER 1, 2015
    [Knowledge Management] leadership is learning
    This fundamental shift in focus is a prime example of the major organizational change required from both our education systems to our management models, as we transition into a networked creative economy. Help the Network Make Better Decisions — Managers should see themselves as servant leaders. Improve insights — Too often, management only focuses on reducing errors, but it is insight that drives innovation. This is a network management responsibility.
  • HAROLD JARCHE  |  THURSDAY, OCTOBER 15, 2009
    [Knowledge Management] PKM: our part of the social learning contract
    With social learning, everyone contributes to collective knowledge and this in turn can make organizations and society more effective in dealing with problems. How does personal knowledge management relate to social learning? The whole is greater than the sum of the parts as we build on the knowledge of others. As knowledge workers or citizens, PKM is our part of the social learning contract. Image Source: iKnowlej Personal Knowledge Management.
  • JANE HART  |  TUESDAY, APRIL 24, 2012
    [Knowledge Management] PKM is our part of the social learning contract
    PKM is also a key skill of being an effective autonomous learner – as we can see from the many individuals who are already organizing and managing their own personal learning strategies in the organization – and consequently a key aspect of BYOL (Bring Your Own Learning). Yesterday, Harold Jarche shared the image on the right, in his post To learn, we must do. For me this is spot on.
  • HAROLD JARCHE  |  SATURDAY, AUGUST 8, 2015
    [Knowledge Management] serendipitous drip-fed learning
    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. More of my knowledge and understanding is coming through my network. First I develop a relationship with the person, in understanding perspectives, depth of knowledge, and consistency. If you want to learn something about a field you know little about, what do you do?
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 13, 2013
    [Knowledge Management] Only people can let knowledge flow
    The knowledge sharing paradox is that while sharing our knowledge is good for the organization, each individual has to see a personal benefit as well. The more the enterprise directs knowledge-sharing, the less likely it will happen. Helen Blunden neatly sums up what can happen to those who freely share their knowledge. Knowledge flows when individuals actively engage in teams, communities, and networks by working and learning out loud.
  • HAROLD JARCHE  |  MONDAY, APRIL 30, 2012
    [Knowledge Management] How blogging changed my life for the better
    My blog is a key part of my professional development and essential to my personal knowledge management processes. I guess I could be described as a hardcore blogger, as I’ve been writing here for over eight years. So I’m going to respond to Hugh MacLeod’s question about the importance of blogging to me. Like I said many times before, for those of us crazy enough to take it seriously, blogging matters, so does freedom, that’s why I wrote the book.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 14, 2014
    [Knowledge Management] knowledge is personal
    Knowledge management, for me, is personal. A big conceit of the knowledge management (KM) field is that knowledge can be transferred, but unlike information or data, it cannot. Knowledge is personal. While knowledge cannot really be transferred, our experiences can be shared. They are a glimpse into others’ knowledge, more nuanced than any other communication medium. Explicit knowledge (decisions, events, procedures, etc.)
  • JANE HART  |  THURSDAY, NOVEMBER 15, 2012
    [Knowledge Management] “Learning the new” vs “Learning the old”
    Currently this is where corporate e-learning focuses its efforts - delivering online learning experiences for its people to acquire existing bodies of knowledge or skill – it’s all about learning the old. It’s not about waiting for someone to come along to teach us this new knowledge or new skills; but rather to continuously learn for ourselves.
  • HAROLD JARCHE  |  FRIDAY, OCTOBER 14, 2011
    [Knowledge Management] experience-sharing vs information-sharing
    “the single most important management skill to develop is a tolerance for ambiguity” ~ @TimKastelle. How does the traditional world view of knowledge management fit in the world of social business? Knowledge Management = experience-sharing NOT information-sharing – Knoco Stories. In most of the training courses I run, I ask the question “where does knowledge come from?” Ask people “where does knowledge come from”?
  • JAY CROSS  |  TUESDAY, AUGUST 23, 2011
    [Knowledge Management] It’s not about the content
    It reminded me of the initial Knowledge Management fiasco where bright MBAs assembled well-written but irrelevant platitudes and stuffed them into databases nobody ever visited. Executives who can fork over $60K for a management program are more likely to be after tacit knowledge than explicit knowledge, and by definition, you don’t find tacit knowledge in a database.
  • MARTIJN LINSSEN  |  TUESDAY, APRIL 8, 2014
    [Knowledge Management] Waking up.
    Nevertheless, in my narrow field of knowledge management, for specific firms, something interesting is happening. ’ They are realizing that humans are not resources, information is not knowledge, and processes are fundamentally flawed guesses about the future. We have crafted entire industries and technologies to ‘manage *’ where * equals ‘knowledge,’ ‘information,’ content,’ ‘innovation,’ etc.
  • HAROLD JARCHE  |  SUNDAY, OCTOBER 27, 2013
    [Knowledge Management] Pushing and Pulling Tacit Knowledge
    The knowledge gained is an emergent property of all sense-making activities. These are examples of Pushing knowledge, adding value for oneself, that may in the future be useful for others. Knowledge can be Pulled by those seeking answers. Nancy Dixon describes how Rob Cross and Lee Sproull examined tacit knowledge-sharing in a large consulting firm. Sense-making is where the real personal value of PKM lies.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 9, 2013
    [Knowledge Management] Future of work is complex, implicit and intangible
    The relationship between intangibles and tangibles reminds me of the implicit/explicit knowledge continuum. The explicit/tangible side is easier to measure, so that is where most management methods have concentrated their efforts. With the increasing complexity that networks bring, implicit knowledge-sharing becomes more important as well, but this is often ignored by both training and knowledge management programs.
  • HAROLD JARCHE  |  THURSDAY, OCTOBER 29, 2015
    [Knowledge Management] you are only as good as your network
    This involved complex knowledge about information technology, organizational behaviour, knowledge management, and social media. But I put my faith in my knowledge networks and communities of practice where I had been involved for the past 14 years. But when we are faced with a complex problem it’s too late to start engaging in a community of practice or building a knowledge network. ConnectedEnterprise Management Work
  • DAVE SNOWDEN  |  WEDNESDAY, NOVEMBER 9, 2011
    [Knowledge Management] The ineffable, the inexpiable & the inexpicable
    The initial vehicle for that was knowledge management which was in the early stage of its hype cycle and I suddenly found myself on the conference circuit, and enjoying it if I am honest with myself. In the early days it was all about taxonomies, making tacit knowledge explicit and implementing a Lotus Notes system to create Communities of Practice.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 2, 2013
    [Knowledge Management] Learning is the work
    It puts into question most of our management frameworks that require detailed analysis before we take action. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge. Work in complex situations requires a greater percentage of implicit knowledge, which cannot be easily codified. Research shows that sharing complex knowledge requires strong interpersonal relationships. not being managed).
  • HAROLD JARCHE  |  TUESDAY, JUNE 12, 2012
    [Knowledge Management] In the beginning was the blog
    ” As we start the Personal Knowledge Management workshop this week, the topic of blogs has already come up. Chris Brogan, co-author of Trust Agents , has a number of insights on blogging and engaging online. I have been blogging here for eight years and before that experimented with a few other blogs. I thought I’d compare my experience with Brogan’s recent 21 point primer for blogging.
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 19, 2013
    [Knowledge Management] Becoming explicit
    Our old technology — paper — gave us an idea of knowledge that said that knowledge comes from experts who are filtered, printed, and then it’s settled, because that’s how books work. In order to let knowledge get as big as our new medium allows, we have to recognize that knowledge comes from all of us (including experts), it is to be linked, shared, discussed, argued about, made fun of, and is never finished and done.
  • HAROLD JARCHE  |  MONDAY, SEPTEMBER 30, 2013
    [Knowledge Management] Make it relevant
    Spend more effort on getting influential people, especially senior management, to model the behavior. This is why I am not the most popular person amongst LMS vendors , as I believe the underlying principle of learning management systems is in direct conflict with collaborative and cooperative work. Changing the way that daily work is done, how knowledge is shared, and what gets communicated, are the important things to focus on in improving knowledge work.
  • HAROLD JARCHE  |  THURSDAY, AUGUST 30, 2012
    [Knowledge Management] Barriers to PKM
    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.
  • JAY CROSS  |  SUNDAY, FEBRUARY 20, 2011
    [Knowledge Management] Luis Suarez, Dion Hinchcliffe, and Kevin Wheeler
    Luis Suarez is an IBMer with a passion for everything to do with knowledge management. His interest is in real knowledge management, the field that includes knowledge sharing, collaboration, expertise location, content management, online facilitation, and building communities. He is the go-to guy in talent management. I take my role as curator of Working Smarter Daily seriously.
  • JANE HART  |  FRIDAY, APRIL 27, 2012
    [Knowledge Management] The key to informal learning is autonomy
    Most have simply tried to manage informal learning – in an LMS or other learning platform – usually as part of a blended learning solution – believing it is simply about providing training in the form of informational rather than instructional resources. For me, however, the key to informal learning is where the locus of control lies; so if someone plans, organises and manages what you learn, then this is not informal learning.
  • ROSS DAWSON  |  TUESDAY, APRIL 5, 2011
    [Knowledge Management] What is the future of the Learning & Development department?
    I haven’t spent a lot of time explicitly in the learning space, though my experience from the mid-1990s in the knowledge management arena means I have long considered many of the same issues as those in learning. Creating and providing access to collections of digital artifacts, ranging from documents to meeting archives to videos, long dominated knowledge management.
  • HAROLD JARCHE  |  THURSDAY, FEBRUARY 24, 2011
    [Knowledge Management] Socialcast and social learning
    Exception management through social networks gives management clear insight into the resources needed for handling these exceptions. A more recent post on the evolution of knowledge management clearly shows the need to support the sharing of tacit knowledge in a complex and creative economy: This is a blog worth subscribing to.
  • HAROLD JARCHE  |  WEDNESDAY, MAY 30, 2012
    [Knowledge Management] It’s time to focus on your LQ
    On 11 June 2012 we will start the next online personal knowledge management workshop. These workshops are not just for ‘learning professionals’ but for any role; from sales to marketing to production, and especially for management. Learning is everywhere in the connected workplace. Networked professionals need more than advice (training); they need ongoing, real-time, constantly-changing, collaborative, support.
  • HAROLD JARCHE  |  MONDAY, MAY 16, 2011
    [Knowledge Management] Managing in a networked world
    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.
  • HAROLD JARCHE  |  TUESDAY, AUGUST 28, 2012
    [Knowledge Management] Trust is an emergent property of effective networks
    Cooperation is also a major factor in personal knowledge management , for we each need to share and trust, as our part of the social business (learning) contract. It seems that markets, our dominant form of economic transactions, are not really designed to optimize trust. As Charles Green states: The reason is simple: trust is not a market transaction, it’s a human transaction. People don’t work by supply and demand, they work by karmic reciprocity.
  • HAROLD JARCHE  |  SUNDAY, JANUARY 19, 2014
    [Knowledge Management] Six roles of network management
    If helping the network make better decisions is a primary role of management in the emerging economy, how does one get there? I highlighted the six roles of management in the network era in my last post and I would like to build on these and show how this is being practiced at Change Agents Worldwide. We are all knowledge managers at CAWW, sharing as we work transparently. The organizational knowledge base, much of it captured in a large wiki, constantly grows.
  • DAVE SNOWDEN  |  SUNDAY, FEBRUARY 5, 2012
    [Knowledge Management] this terrible pain in all the diodes down my left side.
    is dead, but that knowledge management as a strategic movement has served its time and is now irretrievably seen as a sub-function of IT. So, as I think its time to move on from knowledge management per se, so I think it may be time to move on from the technology v people debate which was an essential part of the knowledge management period.
  • JANE HART  |  SATURDAY, JUNE 29, 2013
    [Knowledge Management] Seek-Sense-Share Mini Online Workshop
    The first mini online workshop at the Connected Knowledge Lab takes place from 8-19 July and is led by Harold Jarche. This mini online workshop will help you understand the Personal Knowledge Management (PKM) framework as a model for taking control of your professional development. Although we refer to these events as “workshops” they are [.]. Social learning
  • DAVE SNOWDEN  |  TUESDAY, MARCH 22, 2011
    [Knowledge Management] The prepared mind
    Knowledge management systems have to be fragmented and experiential as anything more structured cannot handle the levels of uncertainty inherent in the future. One of the key points I have been making in the new seminar (and a few keynotes) over the last week is that resilience requires not just a prepared mind, but also a prepared organisation. That means building network connectivity and cross silo deployment capability before it is needed not during the event.
  • HAROLD JARCHE  |  FRIDAY, MARCH 23, 2012
    [Knowledge Management] Grappling with Knowledge
    Paper-based knowledge can’t scale. The Net scales knowledge. The difference between IM [information management] and KM [knowledge management] is the difference between a recipe and a chef, a map of London and a London cabbie, a book and its author. It is folly to ever call it knowledge, because that is the domain of the brain. Of course, I speak here of individual knowledge. Knowledge Inventories via @IsabelDeClercq.
  • HAROLD JARCHE  |  SUNDAY, JANUARY 12, 2014
    [Knowledge Management] PKM Roles
    I like to frame personal knowledge management as a combination of seeking knowledge, making sense of it, and sharing it with others. But in fact, like most things, different people have different personality types, and different personality profiles in relation to their personal knowledge affinities and capabilities. – PKM: A DIY Guide to Knowledge Management. This is a good guide for work groups to find out how knowledge is co-created and shared.
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 4, 2012
    [Knowledge Management] Informal learning, the 95% solution
    It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. There are methods from knowledge management, organizational development and human performance technology, for example, that are quite useful in supporting informal learning. Integrating the best of what we know from multiple disciplines, in an evidence-based fashion, is the way to proceed and support complex, creative, knowledge work.
  • HAROLD JARCHE  |  SATURDAY, SEPTEMBER 29, 2012
    [Knowledge Management] PKM Workshops
    The final scheduled personal knowledge management workshop finishes this weekend. Here is a great explanation from Jack Vinson , who shared his years of KM experience during the workshop: Personal knowledge management is the idea that individuals have to be responsible for managing to get things done. With four workshops this year and 110 participants, I have learned as much as anyone else.
  • DAVID GURTEEN  |  MONDAY, JANUARY 19, 2009
    [Knowledge Management] Business cases are a waste of time!
    By David Gurteen Knowledge managers are always asking how they can obtain support for a KM project by demonstrating the ROI especially as the measuring the ROI of a KM initiative is so difficult. This article by Susan Cramm on the Harvard Business Publishing website is about IT projects but I think is even more applicable to KM projects.
  • HAROLD JARCHE  |  TUESDAY, APRIL 9, 2013
    [Knowledge Management] Play, explore, converse
    We seek after knowledge… and you call us criminals. Practices like personal knowledge management (PKM), and its potential for enhanced serendipity can give us the underlying structure to become better hackers and more creative. Was the dominance of morality usurped by responsibility at the beginning of the industrial era? Nine Shift: Part 1 – Part 2 – Part 3 ). In the Industrial Age of the 20th century, you didn’t have to be of good moral character to work in the factory.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 22, 2009
    [Knowledge Management] New challenges of management
    Anthony Poncier (in French) covers the eight challenges of management in the virtual era, which I’ve loosely translated: Being concurrently nomadic and collaborative. The production of collective knowledge. Managing with both IQ and EQ (emotional quotient). This list brings out the challenges of managing in a networked environment and highlights some of the different facets that managers will need to focus on.
  • HAROLD JARCHE  |  WEDNESDAY, MAY 18, 2011
    [Knowledge Management] Network Learning PKM Workshop Notes
    It is focused on mastering social media for networked learning, and is based on my work with PKM (personal knowledge management) since 2005. Tweet The Network Learning workshop will be held in Toronto on 27 May 2011. I use Seek-Sense-Share as an initial framework to explain how to set up a personalized PKM process: 1. Finding things out on the Web (SEEK). Keeping up to date with new Web content (SEEK). Building a trusted network of colleagues (SEEK & SHARE).
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 18, 2012
    [Knowledge Management] PKM Workshop: learning out loud
    The Personal Knowledge Management workshop , starting this Monday, 23 April, provides a loose framework to try out some new ways of learning for yourself, but with a small group of people to help and support you. Sometimes it helps to learn out loud – LOL. That’s why we commit to formalized activities. They can help us try something new.
  • HAROLD JARCHE  |  MONDAY, DECEMBER 16, 2013
    [Knowledge Management] PKM and MOOC
    If we think of the MOOC as a vehicle for shared understanding, and not content delivery, it becomes the collective equivalent to personal knowledge management. Workplace training and education too often resembles modern playgrounds: safe, repeatable, easily constructed from component parts, requiring that the child bring little of their own to the experience – Johnnie Moore. When adults design for children they have a tendency to dumb things down.
  • EUEN SEMPLE  |  SATURDAY, OCTOBER 6, 2012
    [Knowledge Management] Facebook vs your IT department
    But if we're talking about the ill-conceived, badly designed, overengineered office systems that soak up the lives of so many people faffing about creating all those documents that take days to write, but no one reads, and that are stored in expensive knowledge management systems never to be found again - then I would disagree.?
  • HAROLD JARCHE  |  MONDAY, JUNE 27, 2011
    [Knowledge Management] Resetting learning and work
    Our informal learning needs will continue to grow, as Robert Kelley showed over a 20-year CMU study of knowledge workers. He asked: “What percentage of the knowledge you need to do your job is stored in your own mind?”. Here’s a quote from Peter Drucker’s 2005 article Managing Oneself, in HBR ( Slideshare Synopsis of Managing Oneself ): The challenges of managing oneself may seem obvious, if not elementary.
  • HAROLD JARCHE  |  TUESDAY, JUNE 21, 2011
    [Knowledge Management] The 21st century workplace: moving to the edge
    This information can be mapped, and frameworks such as knowledge management (KM) help us to map it. We can also create tools, especially electronic performance support systems (EPSS) to do work and not have to learn all the background knowledge in order to accomplish the task. This is how simple and complicated knowledge gets automated. Complex , new problems need tacit knowledge to solve them. Sharing and using knowledge is where business value lies.
  • HAROLD JARCHE  |  THURSDAY, AUGUST 16, 2012
    [Knowledge Management] PKM is not a technology
    My definition of personal knowledge management is quite short: PKM: A set of processes, individually constructed, to help each of us make sense of our world, work more effectively, and contribute to society. Usually the barriers stem from the organizational structure or from management. Knowledge – connecting information to experience (know what, know who, know how). Management – getting things done [not being managed].
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 9, 2013
    [Knowledge Management] The Power of Pull and PKM
    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. The Power of Pull by John Hagel.
  • HAROLD JARCHE  |  MONDAY, APRIL 2, 2012
    [Knowledge Management] Awareness
    Tweet Part of Personal Knowledge Management is seeking sources of knowledge (Seek-Sense-Share). Wolfgang Reinhardt has looked at knowledge workers, researchers in particular, and examined how they can be aware in their fields of expertise. Wolfgang graciously sent me a copy of his PhD thesis (Awareness: Support for knowledge workers in research networks) which he will be defending on 5 April at the Open Universiteit Nederland in Heerlen.
  • HAROLD JARCHE  |  SATURDAY, MARCH 5, 2011
    [Knowledge Management] Network Learning Workshop Toronto May 2011
    In the past several months many people have approached me asking for tips and techniques on managing digital overload. Network Learning (also called Personal Knowledge Management or personal learning networks) is an individual, disciplined process by which we make sense of information, observations and ideas. I’m running a one-day workshop with University of Toronto’s iSchool Institute on 27 May 2011.
  • HAROLD JARCHE  |  THURSDAY, JULY 12, 2012
    [Knowledge Management] PKM as pre-curation
    The most important part of personal knowledge management (PKM), in my opinion, is the need for active sense-making. The knowledge gained from PKM is an emergent property of all its activities. Merely tagging an article does not create knowledge. I can practice PKM and over time develop a wide variety of knowledge artifacts. I think that people who have a professional PKM framework have some of the skills and knowledge needed to be good curators.
  • HAROLD JARCHE  |  SUNDAY, OCTOBER 28, 2012
    [Knowledge Management] From observation to breakthrough
    It also aligns with personal knowledge management ( PKM ) or those routine behaviours that we can practice and perfect in order to enhance learning and innovation at an organizational level. We use our understanding of our communities and networks to discern with whom and when to share our knowledge. From multiple observations come ideas. From multiple ideas can come new insights. From multiple insights we can create stories. From our stories, we can change beliefs.
  • EUEN SEMPLE  |  FRIDAY, JUNE 1, 2012
    [Knowledge Management] Knowledge Harvesting
    I have often made fun of the knowledge management phrase "knowledge harvesting" as it sounds like some sort of cerebral milking machine, sucking the good stuff from staff's skulls and leaving the empty husks discarded outside the office door.
  • CLARK QUINN  |  TUESDAY, JANUARY 27, 2015
    [Knowledge Management] 70:20:10 and the Learning Curve
    Note that this assumes a good formal learning design, not rote information and knowledge test!) Still, you could think of accreting the cognitive and explicitly semantic knowledge, then restructuring that into coarse skills that don’t require as much conscious effort, until it becomes a matter of tuning a finely automated skill. My colleague Charles Jennings recently posted on the value of autonomous learning (worth reading!),
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