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  • 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.
  • 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.
  • MARTIJN LINSSEN  |  FRIDAY, DECEMBER 24, 2010
    [Knowledge Management] In Praise of the Olds
    Home About Complexity Reading List Knowledge Management Reading List In Praise of the Olds John 3 comments Personal Dec 24 Putting aside the fact that, back in my day, “the Olds” referred to a car owned by someone on the brighter side of the tracks – I recognize that this term now refers to the generations beyond the one currently in fashion. About John Dr. John Bordeaux brings 28 years’ experience working issues of national security and knowledge management.
  • 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  |  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”?
  • HAROLD JARCHE  |  FRIDAY, MARCH 5, 2010
    [Knowledge Management] Learning is what we will do for a living
    is Personal Knowledge Management ( PKM ). If the #1 benefit is personal knowledge management, why are all the big players selling to the CEO, CIO, and IT departments? Where are the tools targeting individual knowledge workers? Touchstone uses a democratic “Bubble” structure, which means that any person at any level of the organization can lead a group of staff – not just managers or senior-level people.
  • HAROLD JARCHE  |  TUESDAY, MARCH 3, 2009
    [Knowledge Management] Why the Government of Canada needs PKM
    However, blogging is not enough because managing information overload is more a question of attitude than skills. Blogs, or their equivalent, are only one part of the knowledge management equation. I think that public servants really need PKM ( personal knowledge management ). David Eaves writes in Why the Government of Canada needs Bloggers : One theme that came up was that public servants feel they are suffering from information overload.
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 2, 2010
    [Knowledge Management] Knowledge Transfer
    I have accepted a term contract as Knowledge Transfer and Partnerships Officer in Research Services. I also intend to discuss issues around technology and knowledge transfer in the context of higher education. You can expect more knowledge management type discussions. This will definitely be a learning experience and I look forward to expanding my network and my knowledge.
  • DAVID WEINBERGER  |  WEDNESDAY, NOVEMBER 18, 2015
    [Knowledge Management] Quiet blog
    In part it’s because I’ve been traveling — to Mexico City for a library conference I blogged about, to Penn State for a talk at the new and really interesting Center for Humanities and Information , to Atlanta to talk at a Deloitte internal Knowledge Management get-together. (I’ve This has been one of the longest stretches of non-blogging for me since I stopped blogging every freaking day in around 2010.
  • DAVE SNOWDEN  |  SATURDAY, OCTOBER 23, 2010
    [Knowledge Management] Bring your own Barrel Party
    If you want to learn the latest on scalable (and I emphasise that word) narrative approaches to knowledge management and learning this is also for you. For those interested, in combination with Narrate and others in the UK Network I am presenting two half day sessions on recent and planned projects using SenseMaker®.
  • DAVID GURTEEN  |  SATURDAY, SEPTEMBER 26, 2009
    [Knowledge Management] The best defintion of KM yet!
    The purpose of knowledge management is to provide support for improved decision making and innovation throughout the organization. This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes. By David Gurteen The best definition of KM yet and some excellent guiding principals from Dave Snowden in a recent blog post.
  • TONY KARRER  |  TUESDAY, JUNE 30, 2009
    [Knowledge Management] eLearning Hot Lists Moving to eLearning Learning
    Important announcement: I've moved where I will be creating the eLearning Hot Lists. So … Want a weekly list of the best content on eLearning from around the web? Please read this post and then head over to eLearning Learning and subscribe to the Best Of feed via RSS or eMail. In Using Social Signals to Find Top eLearning Resources I discussed a particular example of using the social signals capability of Browse My Stuff to find good resources on a particular topic.
  • DAVID GURTEEN  |  FRIDAY, JUNE 19, 2009
    [Knowledge Management] On idealistic solutions
    Knowledge Management should be focused on real, tangible intractable problems not aspirational goals. By David Gurteen Dave Snowden said something recently that typified my approach to everything that I have done in life over the last 10 years or more. It should deal pragmatically with the evolutionary possibilities of the present rather then seeking idealistic solutions. Credit: Dave Snowden.
  • TONY KARRER  |  WEDNESDAY, FEBRUARY 28, 2007
    [Knowledge Management] New Meme - Media I Consume - How about a change?
    This made me think about the recent DIY discussions and some prior posts around PKM and Personal Learning: The future of learning is DIY The future of learning is DIY DIY not ISD DIY vs. Formal Learning Personal Knowledge Management ( PKM ) PKM and Personal Learning PKM and Informal Learning Personal Learning for Learning Professionals - Using Web 2.0 I got tagged by Luis Suarez around a new meme going around that focuses on "Media I Consume".
  • TONY KARRER  |  WEDNESDAY, OCTOBER 24, 2007
    [Knowledge Management] Enterprise 2.0 Has Arrived
    Keep in mind Knowledge Management (KM). And my firm conclusion is that there are many new methods, skills, tools, knowledge around how to accomplish our work and learning (see Needed Skills for New Media ). Great article by Dion Hinchcliffe - The State of Enterprise 2.0. Increasing evidence abounds that Enterprise 2.0 adoption has begun in earnest with a typical example being Wells Fargo taking the plunge , having rolled out Enterprise 2.0 platforms to 160,000 workers.
  • EUEN SEMPLE  |  SUNDAY, NOVEMBER 22, 2015
    [Knowledge Management] The Work
    A Knowledge Management conference in Washington, a CIO conference in New York, a Change Management conference in Sydney and workshops for a small hospital and community services in Apollo Bay near Melbourne. I have just been on the road for nearly three weeks. Literally travelling around the world talking to different groups.
  • CLARK QUINN  |  WEDNESDAY, JANUARY 31, 2018
    [Knowledge Management] At the edge
    This included and Enterprise Social Network and a Knowledge Management system. Another response to my request for topics asked about moving from the classroom to the ‘fringe’ Here, I have a very simple response: the case studies in Revolutionize Learning & Development. Each was chosen and structured to talk about the context, specific situation, the plan, the results, and advice. Each also represents a diversity of settings and needs.
  • 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  |  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  |  TUESDAY, OCTOBER 2, 2012
    [Knowledge Management] It starts with capturing knowledge
    Capture Knowledge. Capturing knowledge is the foundation, and drives value up the chain, enabling sharing of knowledge and the ability to take action on that knowledge. As Dave Gray wrote in The Connected Company , capturing tacit knowledge is tough: The learning challenge for the company comes from the dynamic relationship between the two forms of knowledge. For individuals: Practice personal knowledge management.
  • 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.
  • 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  |  TUESDAY, OCTOBER 6, 2009
    [Knowledge Management] A letter from Bad Homburg
    I started off with a key quote from Polyani, to argue (i) that Nonaka's SECI model was a gross and dangerous misinterpretation of tacit knowledge and (ii) that we need to aim for a synthesis of human and machine intelligence to enable, and enpower sense-making in organisations and society. While tacit knowledge can be possessed by itself, explicit knowledge must rely on being tacitly understood and applied. Hence all knowledge is either tacit or rooted in tacit 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  |  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  |  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.
  • DAVE SNOWDEN  |  FRIDAY, FEBRUARY 17, 2017
    [Knowledge Management] The tyranny of the explicit
    In my youthful enthusiasm I assumed we would now fire the management as well as the engineers but that was also refused. We had the same nonsense in Knowledge Management. Some idiot once said that 90% of the organisations knowledge walked out of the door every night and as a result huge sums should be invested in codifying that knowledge to reduce the risk of loss.
  • 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.
  • DAVE SNOWDEN  |  SATURDAY, JULY 1, 2017
    [Knowledge Management] Resonance in meaning
    Many moons ago in the early days of knowledge management I argued that the ubiquitous DIKW pyramid was both flawed and dangerous. I was speaking before one idiot who was setting out his stall as the founding father if wisdom management. Those of us managing knowledge were obvious an inferior form of life. The father of wisdom management didn’t realise he was being satirised and for the next year kept wanting to come and talk to his wisdom board about ER.
  • 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.
  • 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.
  • DAVE SNOWDEN  |  THURSDAY, AUGUST 26, 2010
    [Knowledge Management] The Kings Arms
    I had the afternoon free before an evening meeting/briefing on impact measurement and knowledge management in the health Service. To Oxford today for a series of meetings. Firstly more work on the use of SenseMaker® as a new way to incorporate larger volumes of people in scenario planning and also moving that planning from a linear staccato process to a continuous one linking strategy with operations.
  • DAVE SNOWDEN  |  THURSDAY, JUNE 24, 2010
    [Knowledge Management] The tyrrany of the abstract symbolic
    The key quote here is this: If we think about apprentice models of knowledge transfer, we see the importance of acquiring experience over time for both knowledge transfer and development of the field as a whole. Contrast that with the simplistic approach to complex situations involved in the sick stigma cult and the focus of knowledge management on the hopeless task of making tacit knowledge explicit.
  • DAVE SNOWDEN  |  FRIDAY, NOVEMBER 27, 2009
    [Knowledge Management] On the leaving of Singapore
    I was out to speak at a conference on knowledge management for IPQC. I'm in the lounge at Terminal 1 of Changi Airport waiting to be called for the delayed QF31, my first flight on the A380. I'll make it back in time to get down to Cardiff for Wales v Australia on Saturday. I took this photo from my hotel balcony this morning. Its the first hotel I ever stayed at in Singapore over a decade ago.
  • DAVE SNOWDEN  |  TUESDAY, JANUARY 27, 2009
    [Knowledge Management] An all too brief visit to Halifax
    I had a good set of meetings on day one, firstly with a senior management group and then a collection of people involved with the web, knowledge management and social computing. Also the possibility to radically reduce the cost of surveys and shift them to dynamic real time creators of knowledge also elicited a good response and some excellent questions. A flying visit to the cold of Halifax, Novia Scotia was a good way to end this North American trip.
  • 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.
  • HAROLD JARCHE  |  WEDNESDAY, AUGUST 11, 2010
    [Knowledge Management] Active sense-making
    Yesterday, during my presentation on personal knowledge management to IBM BlueIQ I was asked about the role of blogging in my own sense-making processes. This strikes me as the core of collaborative knowledge work. The activity of reading, writing and perhaps commenting helps to internalize some of the knowledge. For almost seven years, my blog has been where I try to make sense of my observations. I’ve called it my home base.
  • 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.
  • MARK OEHLERT  |  THURSDAY, JULY 17, 2008
    [Knowledge Management] IDG: "US Air Force Lets Web 2.0 Flourish Behind Walls"
    The new techniques, including blogs, wikis and personal profiles, are coming out of an initiative by Air Force Knowledge Now (AFKN), a resource provided on the Department of Defense (DOD) intranet. Army, Navy and Marines, according to Randy Adkins, director of the Air Force's Center of Excellence for Knowledge Management ( Link ). The U.S. Air Force is using Web 2.0
  • DAVE SNOWDEN  |  FRIDAY, DECEMBER 26, 2014
    [Knowledge Management] Statistical tails waging the dogs of truth
    This seems to have been an innate feature of management science and to a lesser extent social science considered more broadly. I'll write more on the health care issue in the new year but for the moment I want to focus on management science. That statistical engines then run and correlations are identified which are then distilled into prescriptive or advisory recipes for managers seeking to know outcome before action.
  • 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.
  • 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  |  FRIDAY, JANUARY 1, 2010
    [Knowledge Management] Choose with care in 2010
    Friday’s finds have become part of my personal knowledge management system and this week I even found something on PKM: 60+ resources for Personal Knowledge Management. “ Just got e-mail advertisement for audio conference for HR/managers on “enforcing dress codes&#. This is the first Friday’s Finds post of 2010,highlighting some of the things I learned on Twitter this past week.
  • HAROLD JARCHE  |  TUESDAY, APRIL 14, 2009
    [Knowledge Management] Connecting and Communicating through Effective Conversations
    This is one of the questions posed by Dave Pollard in What’s Next after Knowledge Management? Dave’s work has helped me develop practical processes for knowledge workers, such as sense-making with PKM and his observation that most workers want the company knowledge-base to be very personal informs this work. So what have our efforts in enterprise knowledge management (KM) since 1975 yielded so far?
  • DAVE SNOWDEN  |  WEDNESDAY, JANUARY 17, 2018
    [Knowledge Management] Origins & acknowledgements
    There is also an irony here in that Cynefin partly emerged as a consequence of my concerns over one of the major outputs of Japanese management thinking, namely Nonaka’s SECI or BA model that triggered the codification heresy in knowledge management. Its original use was in knowledge management and sense-making. I’ve asked naive questions and asserted and sometimes managed to defend controversial ideas.
  • DAVE SNOWDEN  |  MONDAY, MARCH 25, 2013
    [Knowledge Management] Cutting through a weave destroys it
    It's a good Curry do with conversation (on our table at least) based on some knowledge of the sport. 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. Last Thursday night saw a Rugby dinner sponsored by KPMG and the British Chamber of Commerce in Hong Kong.
  • 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?
  • HAROLD JARCHE  |  FRIDAY, SEPTEMBER 17, 2010
    [Knowledge Management] In the spirit of communication
    Knowledge Management = Story Management. Tweet Here are some of the things I learned via Twitter this past week: QUOTES: @GeorgeKao “There’s no such thing as ‘keeping up.’ ’ There’s only checking in at high leverage times.&#. JohnDCook “He who marries the spirit of the age will soon be a widow.&#. **. JDeragon People are now the engine of change and the fuel is communications. Systemic Impact of Social Technology.
  • HAROLD JARCHE  |  TUESDAY, MARCH 16, 2010
    [Knowledge Management] Social media workshops
    Personal knowledge management – a sense-making process. I will be presenting two 1/2 day workshops on Thursday, 25 March in Miramichi, NB. The event is sponsored by Silicon East and attendance is (almost) free. There is a $10 fee to cover refreshments. Please pass this on to people in the area who might need an introduction to social media, without any hype or sales pitch.
  • HAROLD JARCHE  |  FRIDAY, OCTOBER 2, 2009
    [Knowledge Management] Friday’s Finds #20
    — Two Knowledge Management definitions @snowded Cognitive Edge and @elsua ELSUA (with several others) via @jackvinson. Weekly review of what I’ve found and learned on Twitter: Jane Hart’s Social Learning Models : wrap-around, integrated, collaboration. Jane Hart’s social Learning slideshare presentations. Interesting. via @charlesjennings.
  • HAROLD JARCHE  |  FRIDAY, JULY 31, 2009
    [Knowledge Management] Friday’s Finds #11
    via @dbast Knowledge Management has an outlook on information supported by dysfunctional technology whereas social computing has no specific outlook and is supported by functional technology. via @jonhusband managers should start really trying to understand the new social dynamics & methods of constructing pertinent knowledge.
  • HAROLD JARCHE  |  MONDAY, APRIL 27, 2009
    [Knowledge Management] Twitter potpourri
    I’m still figuring out how best to integrate Twitter to my personal knowledge management processes. I post some things I find directly to Delicious and others I mark as favourites. Here are some of my recent favourites, a follow-on from a related post last month [I've added some letters and words to make it more coherent]: @davecormier RT @arvind: @davecormier Hard core social network research: danah boyd.
  • HAROLD JARCHE  |  WEDNESDAY, MARCH 11, 2009
    [Knowledge Management] Seeing with new eyes
    Luis Suarez, writes in Learning & Knowledge - Partners in Learning : For a good number of years, both Knowledge Management and Learning have always been associated with one another and overlapping quite a bit. The idea that training is not a separate function has already gained some momentum, with many internal departments called something like Learning & Development now.
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 7, 2009
    [Knowledge Management] Volume, Velocity, Virtualization & Variability
    To address the increasing volume of information, processes such as Personal Knowledge Management become more necessary (note to self: time to update PKM diagrams). Finally, variability of jobs may spell the end of job descriptions and a move toward multiple workplace roles, depending on context; a much less machinistic model, but one that still needs a lot of work in creating tools to help manage looser networks.
  • 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.
  • 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  |  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  |  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  |  SUNDAY, APRIL 8, 2012
    [Knowledge Management] Preparing for the future of work with PKM
    Cognitive load management. The first four of these skills are ones that the personal knowledge management framework has been based on. Hugh Macleod, one of my favourite cartoonists and someone who really understands the networked economy, recently asked; How Do You Best Prepare For The Creative Age? Image: Gapingvoid.com.
  • 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  |  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  |  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  |  WEDNESDAY, DECEMBER 22, 2010
    [Knowledge Management] Resonance
    Personal Knowledge Management (March) remained a popular subject, and a key focus of my research and practice, though by the end of the year I was calling it network learning (October). Tweet Over the past year, I’ve posted 225 articles here, some popular, some a bit controversial and some ignored (but still useful for my own learning). Here are some posts that resonated with readers.
  • 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.
  • HAROLD JARCHE  |  THURSDAY, JULY 15, 2010
    [Knowledge Management] PKM: Working Smarter
    In PKM in a Nutshell , I linked my various posts on personal knowledge management to make the framework more coherent. A PKM mindset aids in observing, thinking and using information & knowledge better (I Sense). Jane Hart has just released an extensive resource that correlates nicely with the PKM framework.
  • CLARK QUINN  |  THURSDAY, APRIL 9, 2009
    [Knowledge Management] Conceptualizing the Performance Ecosystem
    My notion is that systems, e.g. content/knowledge management/learning management systems underpin the learnscape, and that on top exist formal learning, performance support like job aids organized into portals, and social media. So I’ve been playing with rethinking my Performance Ecosystem conceptualization and visualization.
  • JAY CROSS  |  WEDNESDAY, APRIL 8, 2009
    [Knowledge Management] Informal Learning 2.0
    It’s the vision we’re selling to managers who don’t get it.&#. Today’s learning is a mash-up of performance support, internal communications, collaboration, social software, real-time feeds, organization development, what’s left of knowledge management, collective intelligence, search, nurturing communities, and traditional learning. Learning comes out of the training silo to join management’s set of performance drivers.
  • 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.
  • 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.
  • JAY CROSS  |  SUNDAY, NOVEMBER 16, 2008
    [Knowledge Management] The learning conference that kicks ass
    I’m interviewing Kevin Wheeler , the talent management guru, and the amazing Alvaro Fernandez , CEO of SharpBrains. Dave Pollard , the knowledge management wizard out to change the world, will talk about Working Smarter. Tomorrow, more than a thousand learning professionals will join the free, online party at Corporate Learning Trends and Innovation 08.
  • DAVE SNOWDEN  |  THURSDAY, DECEMBER 2, 2010
    [Knowledge Management] The aging workforce (part 1)
    Today's Dilbert raised one of the classic issues in knowledge management. Back in the 1990s people argued that core knowledge walked out of the door each evening and might not return. The solution to this was to codify that knowledge so that it existed independently of the knowledge holder and thus became a corporate asset not a private one. Dilbert is one of the issues raised today in a classic knowledge management.
  • DAVE SNOWDEN  |  SUNDAY, MARCH 14, 2010
    [Knowledge Management] Situated meaning, a reflection
    A few years back at an Academy session in Washington I had presented my thinking on the use of complexity theory in knowledge management. He argues that this happened with knowledge in the late 80s and thus gave rise to knowledge management. Differences are critical to meaning, if we can't distinguish between things then knowledge is impossible. We need to take a more coherent and deliberate effort to manage our national brand.
  • 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  |  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.
  • 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, 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  |  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.
  • 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.
  • JAY CROSS  |  FRIDAY, MARCH 26, 2010
    [Knowledge Management] The key to understanding what’s going on
    Extreme swings toward technology and institutions were Taylor’s Scientific Management, robber barons, Business Process Reengineering, and narrowly-defined eLearning (removing all the people to make it work.) Knowledge management and corporate learning may never be the same. The potential effect on learning and knowledge management is huge.
  • DAVE SNOWDEN  |  WEDNESDAY, JUNE 21, 2017
    [Knowledge Management] Systems thinking & complexity
    There was a lot of value in setting objectives, designing things based on how things should be provided you had the sense to realise when you had reached a threshold of what I started to call manageable ambiguity. When I started to enter complexity theory I was working from a background in knowledge management and a focus on tacit knowledge, the partly knowable aspects of work that could never be codified in such a way that human experience was not necessary.
  • DAVE SNOWDEN  |  THURSDAY, JANUARY 10, 2013
    [Knowledge Management] Easy reading is damn hard writing
    The first from the OB division of the Academy of Management as the Outstanding Practitioner Orientated Publication in 2007. I wrote a chapter Naturalizing Sensemaking in Mosier and Fischer's Informed by Knowledge: Expert Performance in Complex Situation covering both Cynefin and SenseMaker® principles. Gary Oliver and I wrote Patterns of narrative in organizational knowledge sharing: Refolding the envelope of art-Luddism and techno-fabulism which is in: Schreyögg, G./Koch,
  • DAVE SNOWDEN  |  SUNDAY, DECEMBER 12, 2010
    [Knowledge Management] The aging workforce (part 3)
    In my two earlier posts on this subject I started by challenging the knowledge management orthodoxy of codification and then proceeded to make some more sophisticated points about the nature of explicit knowledge. In particular I argued that explicit knowledge arises as a result of and complement to, tacit knowledge. A wholly explicit knowledge is unthinkable. while valuable in creating works of art was not valuable as a knowledge repository.
  • DAVE SNOWDEN  |  FRIDAY, FEBRUARY 2, 2018
    [Knowledge Management] A forward to a Cynefin book
    So, here you go: Cynefin as a framework has its origin in knowledge management, in part as a reaction against Nonaka’s SECI model and was initially stimulated by Boisot’s I-Space. The SECI model focused on tacit to explicit knowledge conversion running through four transitionary states. The constant flow over those spaces was designated as the knowledge creation spiral and was used to explain the process of idea conversation into products mainly in the manufacturing sector.
  • STEVE DENNING  |  SATURDAY, DECEMBER 11, 2010
    [Knowledge Management] The Leader's Guide to Radical Management: The most beautiful.
    Subscribe to this blogs feed About Visit SteveDenning.com Email Me Sign Up for My Free Newsletter Recent Posts Reinventing management Part 7: Implementing the transition Memo to Larry Page: What Google Needs Now: A Tight Focus on Client Delight Is Internet access a basic human right? Reinventing management Part 6: From command to conversation How education is infected by bureaucracy: We need a new culture of learning Obama and the moral of the salmon: its the story, stupid!
  • 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.
  • 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
  • JAY CROSS  |  MONDAY, OCTOBER 18, 2010
    [Knowledge Management] Working Smarter Fieldbook | September 2010 Edition
    This is a book for business managers who want to build workforces that improve performance naturally, without prodding. In our mind’s eye, we are telling these stories to hands-on managers, people with titles such as sales manager, operations supervisor, project leader, and product manager. by Jay Cross, Jane Hart, Clark Quinn, Harold Jarche, Charles Jennings. Buy it | Read Excerpts | $24 | 390 pages. These ideas will set your hair on fire!
  • JAY CROSS'S INFORMAL LEARNING  |  SATURDAY, AUGUST 14, 2010
    [Knowledge Management] Personal Learning Environment 2010
    George writes: Announcing: Open Course – Personal Learning Environments, Networks, and Knowledge. This should be fun… Stephen Downes , Dave Cormier , and I will be offering an open course on Personal Learning Environments, Networks, and Knowledge , starting September 13. The course is jointly sponsored by the Technology Enhanced Knowledge Research Institute (TEKRI) at Athabasca University and NRC.
  • MARTIJN LINSSEN  |  SATURDAY, SEPTEMBER 25, 2010
    [Knowledge Management] Raising the Dial Tone, Part 2
    Home About Complexity Reading List Knowledge Management Reading List Raising the Dial Tone, Part 2 John 1 comment Complexity , Social Media , Strategy Sep 25 (Part 1 is archived at [link] Recently, Dennis McDonald offered that transparency and collaboration should be considered as efficiency measures in the Secretary of Defense’s initiatives. About John Dr. John Bordeaux brings 28 years’ experience working issues of national security and knowledge management.
  • DAVE SNOWDEN  |  TUESDAY, MARCH 30, 2010
    [Knowledge Management] KM Hong Kong
    Karl Wiig who has a strong claim to be one of the founders of the knowledge management movement picked up on the intellectual capital concept which was one of the founding ideas. I was and remain dubious that knowledge is an capital asset within the normal meaning of the word. Knowledge is primarily a capability and changing the name was one idea that Karl and I discussed. Principle is to simplify then exaggerate to communicate knowledge effectively.
  • DAVE SNOWDEN  |  SATURDAY, JULY 4, 2009
    [Knowledge Management] Fighting the last war
    The Federal KM listserv has been much occupied with the question of creating a federal CKO and knowledge centre. Creating centralised groups are mostly harmles s to knowledge transfer largely because they do on impinge on the realities of practice. Using that experience is one of the things knowledge management was meant to be about.
  • MARTIJN LINSSEN  |  TUESDAY, AUGUST 31, 2010
    [Knowledge Management] Free Yourselves from the Tyranny of the Document Metaphor!
    Home About Complexity Reading List Knowledge Management Reading List Free Yourselves from the Tyranny of the Document Metaphor! I interjected myself into a listserv conversation last week, stating “documents present a barrier to knowledge – We need to move beyond the document metaphor if we’re trying to cultivate knowledge.” Simple: I am trying to shake us free from the belief that improving documents will improve somehow knowledge flows and understanding.
  • ROSS DAWSON  |  THURSDAY, MARCH 21, 2013
    [Knowledge Management] Building success in the future of work: T-shaped, Pi-shaped, and Comb-shaped skills
    I think I first came across the T-shape concept – combining breadth and depth – in the well-known 2001 Harvard Business Review article Introducing T-Shaped Managers: Knowledge Management’s Next Generation. Today I can hardly say I have world-class expertise in the field, however the depth of knowledge I had in the past means I still understand the fundamentals of the space, and is highly complementary to the new skills I have acquired more recently.
  • 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  |  MONDAY, JUNE 8, 2009
    [Knowledge Management] Manage what matters - collaboration
    Knowledge is personal and it cannot really be managed, though we continue to try. Artifacts of knowledge can be managed and in many cases they can be helpful to others. We each have to learn for ourselves, though we can take advantage of the knowledge artifacts passed on by generations of people. When it comes to learning and knowledge, we may be going down the wrong path when we try to put these into organizational buckets and manage them.
  • 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  |  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.
  • 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].
  • ROSS DAWSON  |  FRIDAY, JANUARY 14, 2011
    [Knowledge Management] What is the difference between Social Business and Enterprise 2.0?
    However, somewhat similarly to how the term ‘knowledge management&# was commandeered by vendors, ‘Enterprise 2.0′ There is an interesting Quora discussion going on What are the distinctions between Social Business and Enterprise 2.0? As in most Quora discussions some of the top people in the field have weighed in. I had to chip in myself – here is my comment.
  • 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.
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