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  • DAVE SNOWDEN  |  THURSDAY, NOVEMBER 10, 2011
    [Knowledge Management] … forever blunt and merciless
    Its not enough to manage the information system, you have to manage the ecology of knowledge flow within an organisation. Managing for exaption requires a degree of mess , something that the sick staggered will find it difficult to comprehend. Thirdly , knowledge management is all about communication and that doesn't just meant the top down focus that is all too common place, although it does permit it.
  • DAVE SNOWDEN  |  TUESDAY, MAY 2, 2017
    [Knowledge Management] Small actions to create meaning
    The last few days have seen one of the periodic retweeting of a three year old post I wrote with the title SAFe the Infantilisation of Management. I probably stoked the fires a little by repeating a tweet of similar vintage namely: SAFe is to Agile what Six Sigma is to Innovation and Sharepoint is to Knowledge Management. This in turn generated a more extensive debate on LinkedIn which saw a few SAFe trainers and coaches defend their position.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 8, 2015
    [Knowledge Management] learning and the future of work
    The last personal knowledge mastery in 40 days online workshop for 2015 started this week. Both complex and creative work 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 other and share their knowledge.
  • HAROLD JARCHE  |  MONDAY, MARCH 10, 2014
    [Knowledge Management] A simple approach to KM
    Knowledge management (KM) does not have to be a major enterprise effort. But the lack of KM strategy can be a drag on innovation or hamper decision-making in a knowledge intensive organization. This is mostly explicit knowledge that ensures the organizational memory remains clear on what key decisions were taken and why others were not. This will reflect implicit knowledge more so than the other two levels, and individuals can share their PKM as they see fit.
  • HAROLD JARCHE  |  SUNDAY, AUGUST 19, 2012
    [Knowledge Management] Connecting learning and work and life
    This is the premise of personal knowledge management. In discussing how communities of practice can bridge the gap between innovation (new ideas) and getting work done (usually in project or work teams), I derived this graphic. For a detailed explanation of my thinking behind this, see my presentation on communities and the coherent enterprise.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 21, 2013
    [Knowledge Management] Shifting responsibility by taking responsibility
    Knowledge workers collectively make the relationship capital that creates value in the network era. They need to be not just knowledgeable, but creative as well. Knowledge workers need to take control of their networked learning. We need to build our own knowledge networks; seeking out others, sense-making, and sharing. I think that the principles of PKM can be the foundation for an aggressively intelligent citizenry that manages its own media.
  • JANE HART  |  WEDNESDAY, JULY 11, 2012
    [Knowledge Management] Summer Camp starts Monday 16 July
    Personal Knowledge Management (PKM). The online Summer Camp at the Social Learning Centre runs 16 July – 17 August and is led by Jane Hart and Harold Jarche. Learning is changing. Learning professionals need practical tools and techniques to integrate work and learning while adapting to an increasingly complex environment. Our Summer Camp provides an opportunity to learn with peers and gain some of the essential skills needed to support learning in the networked world.
  • HAROLD JARCHE  |  THURSDAY, SEPTEMBER 27, 2012
    [Knowledge Management] Enterprise 2.0 transition
    The E20 Meetup in Paris today discussed the role of “Organizational Development” (OD) and “Human Ressource Management” (HR) in the Enterprise 2.0 I have not seen organizations move toward a more social business model without changing management. That may mean reducing the number of managers; empowering people who are customer-facing; or significantly opening up the workflow and making it more transparent.
  • HAROLD JARCHE  |  FRIDAY, JUNE 28, 2013
    [Knowledge Management] The network is the solution
    In the latter, “ Literacy becomes a wide range of evolving information skills developed around the activities of learning – the ability to acquire knowledge and skills through the resourceful and responsible utilization of information. ” 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.
  • HAROLD JARCHE  |  THURSDAY, MAY 29, 2014
    [Knowledge Management] Organizational Learning in the Network Era
    Edwards Deming, American management visionary, understood that systemic factors account for most organizational problems, and changing these has more potential for improvement than changing any individual’s performance. Therefore the role of executives should be to manage the system, not individuals. But the real barrier to systemic change is hierarchical management, as it constrains the sharing of power, a necessary enabler of organizational learning.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 17, 2013
    [Knowledge Management] Activate your knowledge
    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. My earliest inspiration on the power of personal knowledge management came from Lilia Efimova and her research on blogging as knowledge work. Activation of knowledge happens in the context of tasks and so the cycle continues.
  • DAVID GURTEEN  |  WEDNESDAY, FEBRUARY 11, 2009
    [Knowledge Management] LinkedIn KM Groups
    There is no KM directory but here are most of the Groups (in no particular order) that I have found: Gurteen Knowledge Community. CKO (Chief Knowledge Officers) Forum. For Knowledge Persons. Knowledge Management. Knowledge Management Experts. Knowledge Management for Legal Professionals. Knowledge Management Professional Society (KMPro). Knowledge Managers. SLA Knowledge Management Division.
  • JANE HART  |  MONDAY, MARCH 11, 2013
    [Knowledge Management] Supporting self-managed team learning in the organisation
    But what these both have in common is that they are still a “ managed learning ” process. In this and my next post I am going to look at self-managed learning in an organization, and how that might be supported and scaffolded. Today I’m going to look at “supporting self-managed team learning”, and next time I will consider ”supporting self-managed personal and professional learning”.
  • HAROLD JARCHE  |  TUESDAY, OCTOBER 30, 2012
    [Knowledge Management] A coherent path to social business
    I think it boils down to three things: Openness, Knowledge-sharing, and Diversity. If workers cannot connect with anyone they need to, then the knowledge needed to address a problem may never be revealed to those who need it. People need to practice knowledge-sharing through the narration of work and personal knowledge management.
  • JANE HART  |  THURSDAY, JANUARY 31, 2013
    [Knowledge Management] Are you supporting new fashioned learning in the workplace?
    But let’s be clear, even when newer social and informal approaches are added to this old model that let you learn things a little differently, if your learning experience has in any way been organized (and/or managed) by someone else , this is still “old fashioned” learning. It is a very useful approach for getting you up to scratch quickly on a topic with an existing body of knowledge or wisdom. New domains of knowledge are appearing which have yet to be structured and organized.
  • HAROLD JARCHE  |  MONDAY, DECEMBER 17, 2012
    [Knowledge Management] Starting to work out loud
    Most people are too busy managing in the industrial/information age workplace and have no slack to try to learn how work in the network age. I strongly suggest that the first step of starting to work out loud, as part of personal knowledge management, has to be as simple as possible. John Stepper discusses how people can get started working out loud and shows examples of different types of networks that one could connect with.
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 20, 2012
    [Knowledge Management] PKM: The Book
    I have been writing about personal knowledge management on this blog since 2004. The more and better we share our knowledge, the more resilient become our networks. With each workshop I see people whose eyes are opened to the possibilities of sharing, cooperating, and co-creating knowledge. It could be a great opportunity to show your investment in promoting knowledge work and intra-organizational cooperation.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 24, 2011
    [Knowledge Management] Taking the time to cross the chasm
    The President who gets others to handle his information needs without understanding the underlying technology infrastructure that is hampering knowledge-sharing and collaboration across the enterprise. I addressed some of these issues in social media for senior managers , as Michael Cook asked a similar question. Senior managers need to understand social media in order to support learning in social networks which will enable practitioners to produce results.
  • HAROLD JARCHE  |  TUESDAY, DECEMBER 23, 2014
    [Knowledge Management] Organizations, work, and learning
    It is an overview of personal knowledge mastery ( PKM ). Key point: The mainstream application of knowledge management and learning management over the past few decades is mostly wrong; we over-managed information, knowledge, and learning, because it was easy to do so. Key point: Knowledge in a networked society is different from what many of us grew up with in the pre-Internet days. Key point: Organizations have to become knowledge networks.
  • CHARLES JENNINGS  |  MONDAY, APRIL 1, 2013
    [Knowledge Management] Managing Learning?
    Learning can only be managed by the individual in whose head the learning is occurring. Of course external factors – such as other people (especially your manager and your team), technology, prevailing culture, general ‘environmental’ factors, and a range of different elements – can support, facilitate, encourage, and help your learning occur faster, better, with greater impact and so on. But they can’t manage the learning process for you.
  • HAROLD JARCHE  |  MONDAY, MARCH 24, 2014
    [Knowledge Management] Absorbing complexity with PKM
    One of the most spectacular possibilities that social technologies offer is that our individual creativity and knowledge is exponentially expanded by connecting to our personal networks – both within and outside organisational boundaries. The process of seeking out people and information sources, making sense of them by taking some action, and then sharing with others to confirm or accelerate our knowledge, are those activities from which we can build our knowledge.
  • HAROLD JARCHE  |  TUESDAY, AUGUST 18, 2015
    [Knowledge Management] a simpler approach to km
    A recent posting for a six-week knowledge management contract was posted by the UNDP. The only way to enable the latter is to get everyone involved in knowledge sharing and then harvest what emerges. Here is a simple guide on how to enable organizational sense-making, not the mere management of data and metrics. Establish methods that enable tacit knowledge to flow. Examples of knowledge-sharing need to be made by decision-makers.
  • HAROLD JARCHE  |  THURSDAY, JANUARY 17, 2013
    [Knowledge Management] Prepare for the future of work
    This is what personal knowledge management is all about. It starts by seeking people and knowledge sources and the Seek-Sense-Share cycle finishes by sharing with communities and social networks. My recent workshops, both online and in person, indicate a need for PKM skills in all types of organizations and for people at all levels, from freelancers, researchers, managers, executives and more.
  • HAROLD JARCHE  |  SUNDAY, OCTOBER 16, 2011
    [Knowledge Management] Networked Learning (PKM) Workshop in Toronto
    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. Personal knowledge management (PKM) is an individual, disciplined process by which we make sense of information, observations and ideas. The whole is greater than the sum of the parts as we build on the knowledge of others.
  • 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  |  MONDAY, DECEMBER 10, 2012
    [Knowledge Management] networked unlearning
    Social media can facilitate the sharing of tacit knowledge through conversations to inform the collaborative development of emergent work practices. But finding and weaving our knowledge networks is getting easier with over two billion of us connected by the Internet. A more descriptive term for Personal Knowledge Management might just be Networked Unlearning or connected critical thinking.
  • DAVE SNOWDEN  |  SATURDAY, MAY 6, 2017
    [Knowledge Management] False dichotomies, reality avoidance
    All the things that went wrong with Knowledge Management at the turn of the Century. Providing structure for the mess of complexity through heuristics, portfolio management of parallel safe-to-fail experiments and the like has always been a part of what we do at Cognitive Edge, but starting to look at managed transitions between domains – in both directions – is a necessary step.
  • HAROLD JARCHE  |  THURSDAY, DECEMBER 22, 2011
    [Knowledge Management] Working smarter, daily
    For example, here are my feeds for Innovation, Collaboration & Network: This is one more, rather powerful, tool for my personal knowledge management processes that makes my life a bit easier. Tweet My blog functions as my outboard brain, a place to get half-baked ideas out in the open and work on them in public. It’s also a repository of thoughts and notes I use in my daily work. I often refer to a blog post instead of writing the same email a dozen times.
  • HAROLD JARCHE  |  TUESDAY, NOVEMBER 18, 2014
    [Knowledge Management] Inspiration for Working Out Loud
    ” Initial inspiration for PKM came from Lilia Efimova , whose blog was a view on her doctoral research into knowledge-sharing. Dave Snowden’s views on complexity and knowledge management have informed much of my work, and I have watched his thoughts evolve over time, shared through his blog. It’s International Working Out Loud Week , also known as #WOLWeek. Working Out Loud is a relatively new term for me, picking it up from John Stepper in 2012.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 25, 2012
    [Knowledge Management] PKM and innovation
    One way to practice these skills would be to promote personal knowledge management (PKM) in the workplace. Knowledge is the new capital, but it resides in each person’s head. To address complex problems, businesses have to rely more on individual tacit knowledge, but this type of knowledge is never easy to convey to others. In the FastCoDesign article, How do you create a culture of innovation?
  • HAROLD JARCHE  |  MONDAY, DECEMBER 5, 2011
    [Knowledge Management] Exception handling is complex work
    Let’s look at a knowledge worker and how things can get done in such an interconnected environment. 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 continuously gets automated.
  • HAROLD JARCHE  |  MONDAY, JANUARY 27, 2014
    [Knowledge Management] Social Learning Handbook
    But both complex and creative work 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. This post is an excerpt from Jane Hart’s recently published Social Learning Handbook 2014.
  • HAROLD JARCHE  |  WEDNESDAY, AUGUST 7, 2013
    [Knowledge Management] A mobile workforce needs better on-site conversations
    Clark Quinn says that mobile technology makes a lot of sense, as “ it decouples that complementary capability from the desktop, and untethers our outboard brain “ Sense-making is a critical skill for most knowledge workers today, and frameworks like PKM can help. When I refer to personal knowledge management, especially my blog, I often call it my outboard brain. The future of workplace learning is social, cooperative and especially mobile.
  • JANE HART  |  TUESDAY, MARCH 6, 2012
    [Knowledge Management] Reserve a seat for my webinar: In conversation with Harold Jarche
    Topic : PKM (Personal Knowledge Management): making sense of the Social Web. He has been described as “a keen subversive of the last century’s management and education models”. You can read more about Personal Knowledge Management (PKM) on Harold’s website here: Personal Knowledge Management. My guest in my next In conversation with … webinar is my Internet Time Alliance colleague, Harold Jarche.
  • EUEN SEMPLE  |  THURSDAY, JANUARY 23, 2014
    [Knowledge Management] The perils of professionalism
    When my boss asked my at the BBC if I would be OK with the job title of Director Of Knowledge Management my response was "You can call me what you like so long as you continue to pay me". I have often found it challenging when someone introduces themselves to me as "a professional communicator". I am invariably left wondering what that makes me after 53 years on the planet - an enthusiastic amateur?
  • DAVE SNOWDEN  |  THURSDAY, FEBRUARY 12, 2015
    [Knowledge Management] A memory of Peter Drucker
    It has fond memories for me of the early Delphi group knowledge management conferences held in the Hotel Del. I'm back in San Diego again for a series of meetings and if things work out I am going to spending a lot more time here. It was where I first met Peter Drucker and where, after one conference I got to join him and one other to deliver a leadership seminar. Teaching with Peter Drucker was a privilege to say the least and the chance for conversation a blessing.
  • HAROLD JARCHE  |  FRIDAY, FEBRUARY 21, 2014
    [Knowledge Management] Knowing what we know
    Friday’s Finds: @CelineSchil l – “ We’ve hired & promoted generations of managers with robust analytical skills & poor social skills, and we don’t seem to think that matters.” Liz Ryan: ‘If You Can’t Measure It, You Can’t Manage It’: Not True – Forbes. A Different Way to Acquire Lessons Learned in Knowledge Management by @PaulJCorney.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 17, 2012
    [Knowledge Management] PKM webinar 25 october
    On 25 October at 18:00 GMT I will be conducting an online session on personal knowledge management (PKM). If the only knowledge-building activities you do are ones mandated by your employer, then you may be in trouble. It will be in English and is hosted by En Nu Online , a Netherlands company focused on social media for learning and is part of a longer workshop series. The hosts are @joitske and @sibrenne and there will be a Twitter back-channel.
  • JOHN HAGEL  |  TUESDAY, OCTOBER 4, 2016
    [Knowledge Management] Scaling Learning in an Exponential World
    Training rooms are fine for transmitting existing explicit knowledge, but not very effective for developing new shared practices. Expand learning well beyond knowledge management platforms. Knowledge management platforms have largely been organized around sharing existing knowledge. Tacit knowledge is far more valuable than explicit knowledge. Tacit knowledge becomes accessible through shared practice.
  • JANE HART  |  THURSDAY, FEBRUARY 11, 2016
    [Knowledge Management] The 2 views of workplace learning: L&D and Employee
    Currently , it tends to look something like this: L&D focus all their attention on creating and managing classroom training and/or e-learning. Modern views about workplace learning are very different – rather than forcing employees to do things in the traditional ways that L&D can manage and control, L&D practices now move in line with employee working and learning patterns.
  • HAROLD JARCHE  |  THURSDAY, APRIL 11, 2013
    [Knowledge Management] We need more sandboxes
    Earlier this week I wrote that 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. What if community managers were already plugged in to other networks?
  • HAROLD JARCHE  |  FRIDAY, MAY 13, 2016
    [Knowledge Management] PKM: to learn is to do
    A recent use for PKM is in supporting members of the Hearing First learning community: “There is a solution for personal learning in the Digital Age: Personal Knowledge Mastery (or PKM). You may have heard of personal knowledge management, but we don’t want to just manage knowledge. The first step to personal knowledge mastery is the Seek-Sense-Share learning model.
  • HAROLD JARCHE  |  WEDNESDAY, MARCH 17, 2010
    [Knowledge Management] Sense-making
    The term personal knowledge management (PKM) isn’t about management in a business sense but rather how we can manage to make sense of information and experience in our electronic surround. Knowledge – connecting information to experience (know what, know who, know how). Management – getting things done.
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 6, 2013
    [Knowledge Management] Solo change agents set you free
    Here is what Domino’s Pizza learned about implementing personal knowledge management practices , after their recent pilot project: First, learners want some guidance about the changing boundaries of professional development. Traditional models of learning involve taking a chunk of time to step out of the workplace. PKM makes learning a real-time activity within the flow of work.
  • JANE HART  |  FRIDAY, AUGUST 3, 2012
    [Knowledge Management] Learning in the Networked Era: A year of online professional development opportunities
    The first month-long workshop on Personal Knowledge Management begins 1 September which will be led by Harold. The Social Learning Centre is a Learning Community for learning professionals (in both education and the workplace) to support their ongoing professional development by learning from their peers as well as leading industry practitioners and thought leaders from around the world.
  • HAROLD JARCHE  |  TUESDAY, OCTOBER 29, 2013
    [Knowledge Management] PKM in 34 pieces
    SEEK: The Five forms of filtering by Tim Kastelle are a good way to understand how to approach the digital surround and our way to seeking new knowledge. Judgement Filters: Naive filtering is what too often happens in our knowledge searching. Expert filtering worked when knowledge was more stable but in an interconnected, interdependent, digital world we have to ask, who are the experts? James Mangan identified several skills for acquiring knowledge.
  • HAROLD JARCHE  |  THURSDAY, MARCH 20, 2014
    [Knowledge Management] Scaling knowledge
    Organizations that deal with complex knowledge and require creativity from workers need looser hierarchies to maintain flexibility in dealing with changing situations. When the sharing of knowledge becomes one of our primary work activities, we have to be careful how we think about growth and management. Using terms like “scalable” and “knowledge” in a linear, accounting fashion can cloud our thinking.
  • HAROLD JARCHE  |  THURSDAY, MARCH 28, 2013
    [Knowledge Management] No cookie cutters for complexity
    The trouble is that would not allow large teams of recently graduated MBA’s to reuse recipes and documents from over codified knowledge management systems. Few managers ask the tough questions, like what are the underlying assumptions of how we do business and do they make sense? These include: Personal relationship based on knowledge and trust. Five years ago I noted that big consultancies were jumping on the Web 2.0
  • HAROLD JARCHE  |  TUESDAY, NOVEMBER 23, 2010
    [Knowledge Management] Learning in public
    Tweet In a succinct post on the nature of knowledge management in a knowledge-intensive field, Jasmin Fodil looks at how rocket scientists learn. She shows how workers at the NASA Goddard Space Fight Center reapply their knowledge: -. Because of that, the system is unique in that is dovetails nicely with a socialized knowledge management system.
  • HAROLD JARCHE  |  TUESDAY, OCTOBER 25, 2011
    [Knowledge Management] Knowledge filters
    Naive filtering is what too often happens in our knowledge searching. Expert filtering worked when knowledge was more stable but in an interconnected, interdependent, digital world we have to ask, who are the experts? You can also link to existing communities of expertise/interest such as KMers on knowledge management. Tweet. This graphic is part of the Seek-Sense-Share PKM model and is based on Five forms of filtering by Tim Kastelle.
  • HAROLD JARCHE  |  THURSDAY, MARCH 3, 2011
    [Knowledge Management] Learning Assessment
    For example, after 6 months on the job, with access to micro-sharing, company blogs and the development of a personal knowledge management framework, you could ask similar questions. Do you have to regularly access information and knowledge to do your job? Have you learned to access information and knowledge faster than when you started 6 months ago?
  • HAROLD JARCHE  |  SUNDAY, OCTOBER 14, 2012
    [Knowledge Management] Principles of Networked Unmanagement
    This information can be mapped, and frameworks such as knowledge management 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 (implicit) knowledge to solve them. Taylor’s Principles of Scientific Management (1911).
  • HAROLD JARCHE  |  MONDAY, JUNE 16, 2014
    [Knowledge Management] ESN as knowledge bridges
    An effective suite of enterprise social tools can help organizations share knowledge, collaborate, and cooperate – connecting the work being done with the identification of new opportunities and ideas. More employees are sharing knowledge through activity streams on platforms by IBM, SAP, Jive, Yammer, and Socialcast, to name a few. Due to the very personal and intimate nature of implicit knowledge, people will only freely share it if they feel they are in control.
  • HAROLD JARCHE  |  TUESDAY, MARCH 1, 2016
    [Knowledge Management] network management update
    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. Management in networks is fuzzy. Here is how I define network management: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation that more creative work can be fostered.
  • JANE HART  |  FRIDAY, APRIL 20, 2012
    [Knowledge Management] Is it time for a BYOL (Bring Your Own Learning) strategy in your organization? #BYOL
    It will not be about designing personalised training nor managing people’s learning for them , but rather supporting their own personal learning strategies. Learning = acquisition of new knowledge and skills in many different ways (NOT just through study)| continuously and one off events | online and f2f | internal and external | formal and informal | content and people (e.g.
  • HAROLD JARCHE  |  THURSDAY, NOVEMBER 29, 2012
    [Knowledge Management] Working in the dark
    What may be considered a knowledge management problem, finding the right information at the right time, is really a transparency one. For more contextual knowledge, I ask my network via text message, Twitter, blog or forum. The reason I can do this is that either the knowledge or the knowledgeable person is visible on the web. I discuss transparency a lot on this blog. I see it as one of the three principles for net work.
  • HAROLD JARCHE  |  SUNDAY, MAY 12, 2013
    [Knowledge Management] Sense-making in practice
    She covers in detail the section on 14 Ways to Acquire Knowledge. These align nicely with the Seek : Sense : Share of personal knowledge management as shown below. Without it, there is no knowledge to share, only others’ work to be re-broadcasted. Mangan’s 14 ways to acquire knowledge provide another set of possibilities on how to develop a unique PKM process. Sense-making is acting on one’s knowledge.
  • JANE HART  |  WEDNESDAY, MAY 2, 2012
    [Knowledge Management] Online Workshops in May and June at the Social Learning Centre
    Personal Knowledge Management. “One of the most useful aspects of both this and the previous course was learning how to organise and manage an online course. In May and June, Harold Jarche and I will be running another series of our popular public online workshops at the Social Learning Centre. These take place over a 2-week period and involve 5-6 web-based assignments, some individual activities, as well as conversations and discussions with other participants.
  • HAROLD JARCHE  |  MONDAY, DECEMBER 24, 2012
    [Knowledge Management] PKM workshop 2013
    A number of people have requested that I run another Personal Knowledge Management workshop, so the next online PKM workshop is now scheduled for 21 Jan – 15 Feb 2013 through the Social Learning Centre. What is becoming obvious is that the skills addressed in PKM are seen as important to many managers, knowledge workers, and practitioners in a wide array of disciplines.
  • EUEN SEMPLE  |  THURSDAY, NOVEMBER 29, 2012
    [Knowledge Management] Thanks Australia
    I am writing this on the plane to Hong Kong where I am doing a couple of workshops and then off to Washington for a meeting of The World Bank's Knowledge Management Commission which isn't really on the way home!! I reckon I can write that title as it does feel as if I have "done" all of it - or at least a lot of it. Twenty individual events in thirty six days, four long haul flights within Australia crossing the country from all angles, and lots of small flights and car drives.
  • MARTIJN LINSSEN  |  MONDAY, FEBRUARY 27, 2012
    [Knowledge Management] IM v KM
    blog posting regarding what I witnessed as the death of Knowledge Management in the U.S. Within the email exchange, I was asked a question – what do I see as the difference between Information Management and Knowledge Management? It is folly to ever call it knowledge, because that is the domain of the brain. Of course, I speak here of individual knowledge. The difficulty is applying this understanding to organizational knowledge.
  • HAROLD JARCHE  |  MONDAY, JANUARY 13, 2014
    [Knowledge Management] Riding the Current by Finding the Right Crew
    In Riding the Current: How to deal with the daily deluge of data, Madelyn Blair provides an excellent manual for knowledge workers, managers, and executives. It covers both knowledge seeking from a formal and an informal perspective, and I would recommend it for any organization. We should find Accompaniers who are more knowledgeable or experienced than we are in our journey.
  • JANE HART  |  MONDAY, JANUARY 14, 2013
    [Knowledge Management] PKM and Online Communities Workshops
    Personal Knowledge Management (PKM) Workshop. If you are a knowledge worker then this workshop can give you a head start in better managing what you know and where to find it so you can get things done. Sessions cover: Planning your community; Launching your Community; Maintaining your Community, Role of the Community Manager. Here are the details of two upcoming workshops and one free webinar at the Social Learning Centre.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 29, 2013
    [Knowledge Management] Talking about the Network Era
    Professional knowledge distribution will move away from institutionalized business schools into networked communities of practice. Self-instruction, the basis of personal knowledge management , will be a requirement in a growing number of peer-to-peer networks. New language for this principle is popping up everywhere – knowledge networks, intranets, communities of practice, systems thinking, swarming, social software, social networks, tipping points.
  • DAN PONTEFRACT  |  MONDAY, SEPTEMBER 16, 2013
    [Knowledge Management] Should Employees Schedule Time To Be Social?
    I asked a question, “ how do you manage all of your priorities between work, family, friends, fun and health ?” Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice” (MIS Quarterly Vol. 1, Special Issue on Information Technologies and Knowledge Management (Mar., ” They go on to indicate “cognitive social capital plays a vital role underlying knowledge contribution.”
  • HAROLD JARCHE  |  MONDAY, FEBRUARY 23, 2015
    [Knowledge Management] digital workforce skills
    “Are there new ways to think about our digital workplace skills that allows us to take our thinking up to a new plane, the next meta-level of thinking and working where we have much higher leverage, can manage change that is an order of magnitude or greater in volume than today, work in fundamentally better and smarter new ways — and perhaps even work a bit less — yet produce much more value?”. Digital Sense Making + Personal Knowledge Management [Mastery].
  • JANE HART  |  WEDNESDAY, APRIL 20, 2016
    [Knowledge Management] 20 ways to prepare yourself for modern workplace learning
    You have been an active participant in a number of online communities and understand the activities involved in of community management and what makes a good community manager. L&D can better manage or support the management of organisational communities. L&D can help to develop effective personal learning/knowledge management skills in their people.
  • HAROLD JARCHE  |  MONDAY, JANUARY 9, 2012
    [Knowledge Management] Learning in NB
    personal knowledge management ) and be given the opportunities and support to do so. Tweet The government is asking how New Brunswick can be the learning province of Canada. Similar questions have been asked before, so I’m just going to amalgamate some of my responses. Learning at School. Public Education : The problem is not that we don’t teach enough math or science or English. The problem is the structure itself.
  • CHARLES JENNINGS  |  MONDAY, JUNE 24, 2013
    [Knowledge Management] 70:20:10 - A Framework for High Performance Development Practices
    It’s important because research over the past 40 years at least has indicated that learning that occurs outside of formal classes and courses is not only more frequent but also generally more effective than its structured and ‘managed’ counterpart. They know where to find the answers to the challenge-at-hand, whether it is via their own PKM (personal knowledge management) resources or simply by knowing who will be best able to help them.
  • HAROLD JARCHE  |  FRIDAY, MARCH 1, 2013
    [Knowledge Management] Perpetual Beta is the new reality
    My interest in personal knowledge management (PKM) started with my own need to stay up to date in my field. could have handled things better if people were actively and openly sharing their knowledge. Managing in complex adaptive systems means influencing possibilities rather than striving for predictability (good or best practices). Preparing for this will require time, social learning, and management support.
  • HAROLD JARCHE  |  SATURDAY, JULY 13, 2013
    [Knowledge Management] The Storytelling Animal
    How about knowledge management? Perhaps we should focus less on instructional design or knowledge repositories. In The Storytelling Animal , Jonathan Gottschall tells us how stories make us human. The book looks at gender differences in weaving our own stories, the cultural significance of stories, and some of the science and pseudo-science on story, narration and memory. It boils down to a simple formula, says Gottschall. Story = Character + Predicament.
  • JAY CROSS  |  WEDNESDAY, FEBRUARY 15, 2012
    [Knowledge Management] Relevance Trumps ROI
    Starting with a business goal or problem to be solved around corporate culture, knowledge management or even systematic training can eliminate a narrow measurement focus, or as Jay Cross, CEO of the Internet Time Alliance, a knowledge exchange organization, explained it, getting hung up “on doing that part right rather than asking again and again: ‘Is this improving the business?’ ‘Is
  • 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  |  TUESDAY, OCTOBER 23, 2012
    [Knowledge Management] Innovation is not a repeatable process
    ” This is why I think personal knowledge management is so important. I want every knowledge worker to discover his or her own processes. I recently wrote about PKM and innovation and concluded that in order to address complex problems, businesses have to rely more on individual tacit knowledge, but this type of knowledge is never easy to convey to others. I discussed knowledge artisans in my recent white paper , and what follows is an excerpt.
  • HAROLD JARCHE  |  MONDAY, NOVEMBER 4, 2013
    [Knowledge Management] Structuring for the network era
    Taylor’s Principles of Scientific Management (1911) are still the basis for most of our current management systems. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone. These principles assume that management knows best and that the higher up the hierarchy, the more competent and knowledgeable that person is. The duty of being transparent in our work and sharing our knowledge rests with all workers.
  • HAROLD JARCHE  |  THURSDAY, NOVEMBER 14, 2013
    [Knowledge Management] Connected leadership is not the status quo
    In networks, anyone can show leadership, not just those appointed by management. This is succinctly explained in the definition of wirearchy : a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. Strengthening professional social networks will ensure that knowledge is shared and contributes to organizational longevity. What is connected leadership?
  • HAROLD JARCHE  |  FRIDAY, OCTOBER 22, 2010
    [Knowledge Management] Network Learning: Working Smarter
    2010) uses a Web-based note system to store messages, manage his financial risk and stay on top of the multiple factors necessary to run a successful dairy farm. Research shows that about 80 percent of workplace learning is informal (Cross 2010b) and that less than 10 percent of what knowledge workers need to know for their jobs is in their heads (Kelley 1999). Standard document management methods have been shown to fail over the years, as most workers do not personally adopt them.
  • DAVE SNOWDEN  |  WEDNESDAY, NOVEMBER 5, 2014
    [Knowledge Management] What is thought to be is rarely real
    As I described yesterday, my use of narrative started with the need to discover decisions and their nature as part of creating a bottom up approach to knowledge management strategy. I should say that this type if mapping is not just of value in knowledge management. Of course you can also ask questions of the decision clusters - more on that tomorrow - and that also feeds into the dependency matrix that is at the heart of this approach to knowledge strategy.
  • DAVE SNOWDEN  |  SATURDAY, JANUARY 22, 2011
    [Knowledge Management] The aging workforce (part 4)
    Last time (and too long ago) I talked about some general principles, many of them society based, which presented possible solutions to issues of knowledge retention. I have long argued that apprentice models were (and to a degree still are) the most effective model of knowledge creation and transfer that the human race has ever developed. Co-evolution of knowledge is an essential feature of an apprenticeship model. Now compare that with modern management development.
  • DAVE SNOWDEN  |  FRIDAY, DECEMBER 2, 2016
    [Knowledge Management] The domain of disorder (ii)
    By this time I was less into knowledge management, more into complexity and sense-making. Most people who have walked in the mountains will have experienced a temperature inversion at some stage. You suddenly discover yourself standing above a sea of cloud with the odd peak visible but the vast majority of the landscape. All is quiet, all mysterious the opposite of Frost’s wonderfully evocative line The line-storm clouds fly tattered and swift.
  • LUIS SUAREZ  |  WEDNESDAY, MARCH 21, 2012
    [Knowledge Management] Why Social Business Keeps Failing to Deliver
    That’s basically us, knowledge workers, still being treated as resources, instead of people, and acting accordingly when embracing all of these social technologies. I mean, just think of it, what smart, brilliant, young talented workforce would want to work for your business in, say, 5 to 10 years, when they find out knowledge workers are still being treated as resources, versus relations, i.e. people? IBM Innovation Knowledge Tools Learning Social Enterprise
  • HAROLD JARCHE  |  THURSDAY, FEBRUARY 20, 2014
    [Knowledge Management] 2497 and counting
    For example, I have the flow (148 posts to date) of my thoughts on personal knowledge management since my first post in 2004. I have also developed ideas around the knowledge-sharing paradox ; how our work structures drive sociopathic behaviours ; and management in networks. Do you think you will still be working, in some capacity, in 10 years? What will you have learned during that decade? Will you remember much of it?
  • HAROLD JARCHE  |  SUNDAY, JUNE 22, 2014
    [Knowledge Management] Learning to breathe in the network era
    This information can be mapped, and frameworks such as knowledge management can help us map it. We can also create tools to do work and not have to learn all the background knowledge in order to accomplish a known task. New problems need tacit knowledge to solve them. Sharing and using knowledge is where business value lies. This is an ongoing process of moving knowledge from the edge (social networks) to the core (work teams) and back out to the edges.
  • DAVE SNOWDEN  |  THURSDAY, MAY 5, 2011
    [Knowledge Management] Lean or Agility?
    Link : Original Cynefin model paper in the context of Knowledge Management. I gave a keynote address at LSSC11 this morning looking at the application of complexity theory to software design. I had originally planned a fairly basic 101 lecture on Cognitive Complexity (my name for the fusion of cognitive science and complex adaptive systems theory that I advocate).
  • HAROLD JARCHE  |  THURSDAY, MARCH 12, 2009
    [Knowledge Management] Sense-making with PKM
    In looking at how we can make sense of the growing and changing knowledge in our respective professional fields, I see two parallel processes that support each other. We constantly go through a process of looking at bits of information and trying to make sense of them by adding to our existing knowledge or testing out new patterns in our sense-making efforts. Tags are labels that can be attached to digital knowledge objects and an objects can have many labels.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 17, 2013
    [Knowledge Management] Seeing What Others Don’t – Review
    Too often in organizations, management only focuses on reducing errors, Klein cites the overemphasis on practices like Six Sigma over the past 30 years as being detrimental to overall innovation; “Six Sigma shouldn’t be abandoned, it needs to be corralled.” I find the connection path the most interesting because I think it can be enhanced through practices like personal knowledge management.
  • XYLEME  |  WEDNESDAY, APRIL 8, 2009
    [Knowledge Management] Learning Pulse
    Blended learning, Talent management and Learning 2.0 are discussed in the first part whereas Knowledge centers and Learning simulations in the second part of his blog posting. Home About Podcasts Videos Xyleme Inc. Home > Industry Talk > Learning Pulse Learning Pulse April 8th, 2009 Goto comments Leave a comment Jay Cross has started a conversation on the Future of Organizational Learning and Development. Great ideas have been shared so far.
  • XYLEME  |  WEDNESDAY, MAY 27, 2009
    [Knowledge Management] learning pulse
    Home About Podcasts Videos Xyleme Inc. Home > Industry Talk > Learning Pulse Learning Pulse May 27th, 2009 Goto comments Leave a comment Tony Karrer is blogging about the term “meta-learning” and its definition as it was used in the article “ Become a chief meta-learning officer ” by Jay Cross and Clark Quinn. Great insights are shared by author and commenters. Harold Jarche is exploring the challenges of training in complex environments. “In
  • XYLEME  |  FRIDAY, OCTOBER 30, 2009
    [Knowledge Management] Learning Pulse
    Home About Podcasts Videos Xyleme Inc. Home > Industry Talk > Learning Pulse Learning Pulse October 30th, 2009 Goto comments Leave a comment Harold Jarche is blogging about the future of the training department , briefly looking back at the pre-training age and then at how training has evolved after its invention in the 20th century.
  • HAROLD JARCHE  |  SATURDAY, FEBRUARY 26, 2011
    [Knowledge Management] Enterprise Social Technology – Review
    As project manager Corey Travis writes: For the content, we decided to heavily outline the chapters, then narrow the crowd by picking three potential writers for each chapter. It’s main focus is on marketing, sales and online reputation management, coupled with explanations of tools and platforms. However, the chapter on “Building a River of Information&# reflects some of what I have been advocating with networked learning or personal knowledge management (PKM).
  • LUIS SUAREZ  |  THURSDAY, SEPTEMBER 17, 2015
    [Knowledge Management] Enterprise 2.0, Where Art Thou?
    Over the course of the years, if you have been a long time reader, you may remember how there were a number of themes I kept coming back to from Knowledge Management, to Collaboration, (Social) Learning, Online Communities and, specially, Social / Open Business. Knowledge Tools Learning Open Business Personal KM Productivity Tools
  • DAVID GURTEEN  |  TUESDAY, AUGUST 30, 2016
    [Knowledge Management] Blog Post: Legal KM Mini-Interviews with Ginevra Saylor
    Improving Knowledge Management Adoption in a Law Firm. Making Knowledge Management Client Facing. Knowledge Management Focused on the Business of Law Than Practice. Benefits of Knowledge Management for Small Law Firms. Benefits of Knowledge Management for Large Law Firms. New Knowledge Management Practices for Law Firms. Impact of Culture on Knowledge Management in a Law Firm.
  • LUIS SUAREZ  |  TUESDAY, MAY 6, 2014
    [Knowledge Management] Why I, Too, Killed My LinkedIn Account
    practitioner with over 15 years of experience on knowledge management, collaboration, learning, online communities and social networking for business; and has been living, since February 2008, a (work) life without email challenging the status quo of how knowledge workers collaborate and share their knowledge by promoting openness, transparency, trust, sustainable growth, engagement, connectedness and overall smart work.
  • HAROLD JARCHE  |  WEDNESDAY, MARCH 1, 2017
    [Knowledge Management] mastery and models
    Personal Knowledge Mastery. Harvard Business Review described The Fifth Discipline by Peter Senge, as one of the seminal management books of the previous 75 years. 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. As knowledge workers or citizens, PKM is our part of the social learning contract.
  • ROSS DAWSON  |  WEDNESDAY, OCTOBER 1, 2014
    [Knowledge Management] The focus of big data should be creating value FOR customers
    In the mid-1990s I became involved in knowledge management. So I wrote my first book, Developing Knowledge-Based Client Relationships , to frame knowledge as primarily about creating value WITH the customer. Big Data is one of the hottest trends at the moment, as shown in this Google Trends chart below. However much of the big data discussion is about how to market better to customers, gathering data ABOUT them so companies can sell more to them.
  • HAROLD JARCHE  |  FRIDAY, OCTOBER 25, 2013
    [Knowledge Management] Social filtering
    In personal knowledge management , the key is finding small habits that can be developed, that over time yield big results, like grains of sand. The key concept in the knowledge-based future is acknowledgment of the importance of these messengers beyond what we have been used to so far. The cure for information overload is coherent curation — data-driven discovery managed by skilled, thoughtful, and in some cases expert curators.
  • JANE HART  |  TUESDAY, MAY 1, 2012
    [Knowledge Management] Pick of the Month: April 2012
    If the diversity is valued, then the pedagogy must do away from its ‘one size fits all’ approach, and accept that the twenty first century of globalisation demands a different understanding of knowledge use and that this has implications for the use of technology. Personal Knowledge Management (PKM) skills. It could be a neat way to make sense of all the knowledge out there, by keeping the best learning bytes on a collaborative learning playlist.
  • JAY CROSS  |  TUESDAY, AUGUST 30, 2011
    [Knowledge Management] Do your business
    Notions like corporate culture, the learning organization, and knowledge management are lagging indicators. Don’t let the sound of your own wheels drive you crazy. Blaming organizational problems on corporate culture is like saying something’s a communications problem: it doesn’t get you anywhere. The purpose of business is business. These days the goal is often to become a responsive, real-time business. The organization is what supports doing business better.
  • HAROLD JARCHE  |  TUESDAY, AUGUST 2, 2011
    [Knowledge Management] Building tolerance for ambiguity
    Enhanced serendipity can be an emergent property of personal knowledge management. Tweet High tolerance for ambiguity is becoming an important leadership trait in increasingly complex, networked environments, explains Riita Raesmaa in Systems Intelligence, Serendipity and Listening for the Better Decisions.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 4, 2010
    [Knowledge Management] Using our knowledge
    All the information and knowledge in the world will not help us unless we take time to reflect upon what we have learned and also do something with it. When I discuss personal knowledge management [a term that really needs to be changed and I welcome suggestions] I emphasize reflection through doing. Tweet. “ Without reflection, we go blindly on our way, creating more unintended consequences, and failing to achieve anything useful.&# Margaret J. Wheatley.
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