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DAVE SNOWDEN [Knowledge Management] KCUK09 - presentation (and the bits I missed)
| TUESDAY, JUNE 9, 2009
Focus was on social computing in the context of change and includes the 7 principles of Knowledge Management. For those waiting for them the slides and podcast are now loaded. I used the iPod as my Voice Recorder has been lost/stolen so its a biggish file. Time ran out so I didn't do the last slide. But for those interested this is what I would have said: There are a series of tools and techniques that can help understand the fragmented world.
DAVID GURTEEN [Knowledge Management] Blog Post: Why we never think alone
| THURSDAY, MARCH 30, 2017
By David Gurteen I went up to the RSA in London recently to hear a talk "Why we never think alone" by Steven Sloman, a cognitive scientist, The talk was to promote his recent book co-authored with Philip Fernbach: The Knowledge Illusion: Why We Never Think Alone. Credit: The Knowledge Illusion: Why We Never Think Alone. How do we manage our knowledge when we understand so little but think that we know it all and resist being proved wrong?
DAVE SNOWDEN [Knowledge Management] What is thought to be is rarely real
| WEDNESDAY, NOVEMBER 5, 2014
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.
EUEN SEMPLE [Knowledge Management] The perils of professionalism
| THURSDAY, JANUARY 23, 2014
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?
JANE HART [Knowledge Management] Is it time for a BYOL (Bring Your Own Learning) strategy in your organization? #BYOL
| FRIDAY, APRIL 20, 2012
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 [Knowledge Management] Creating your PKM processes
| MONDAY, JULY 20, 2009
In Sense-making with PKM I described some personal knowledge management processes using various web tools. Personal knowledge management is one way of addressing the issue of TMI (too much information). The power of this process is realized after many iterations when you have created a personally contextualized knowledge base.
HAROLD JARCHE [Knowledge Management] Active sense-making
| WEDNESDAY, AUGUST 11, 2010
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 [Knowledge Management] PKM webinar 25 october
| WEDNESDAY, OCTOBER 17, 2012
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.
DAVE SNOWDEN [Knowledge Management] Rosy fingered dawn and a white frozen creek
| SUNDAY, JANUARY 25, 2009
2005): Patterns of narrative in organizational knowledge sharing: Refolding the envelope of art-Luddism and techno-fabulism. Narratives and knowledge management. Exploring the links between organizational storytelling and knowledge management. With apologies to Homer. I have come to the end of my week of writing with Mary and leave to day for Halifax, by way of brunch and lunch with old friends.
DAVE SNOWDEN [Knowledge Management] The aging workforce (part 1)
| THURSDAY, DECEMBER 2, 2010
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.
HAROLD JARCHE [Knowledge Management] filter failure is not acceptable
| TUESDAY, JULY 18, 2017
The challenge for any organization dependent on knowledge is to ensure that implicit knowledge from those closest to customers and the external world informs the explicit knowledge that is shared throughout the company. Knowledge flow has to continuously become knowledge stock. Individuals practising personal knowledge mastery have to be an intrinsic part of organizational knowledge management. Fake news. PR hype. Content marketing.
HAROLD JARCHE [Knowledge Management] A coherent path to social business
| TUESDAY, OCTOBER 30, 2012
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.
DAVE SNOWDEN [Knowledge Management] Statistical tails waging the dogs of truth
| FRIDAY, DECEMBER 26, 2014
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 [Knowledge Management] The learning organization: an often-described, but seldom-observed phenomenon
| THURSDAY, MAY 31, 2012
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.
DAVID GURTEEN [Knowledge Management] Blog Post: Upcoming Knowledge Events
| THURSDAY, NOVEMBER 17, 2016
Knowledge Cafe Masterclass - with David Gurteen. The Wheels of Knowledge Management. By David Gurteen Here are some of the major KM events taking place around the world in the coming months and ones in which I am actively involved. You will find a full list on my website where you can also subscribe to both regional e-mail alerts and RSS feeds which will keep you informed of new and upcoming events. Tue 22 Nov 2016, London, United Kingdom. KM Asia 2016.
DAVE SNOWDEN [Knowledge Management] Henley: Leif & Hans Rosling on the future
| WEDNESDAY, FEBRUARY 24, 2010
I spoke before Leif Edvinsson another of those fathers of knowledge management and a long term friend. Pleased that people are taking away the need for knowledge work to become strategic. I missed afternoon session as I needed to get my presentation together. You can find it here and there will be a link to a podcast as well. Leif starts with a TED talk video from Hans Rosling on Asia's rise, when and how Asia will past the west in economic terms in 2048 (July late).
DAVE SNOWDEN [Knowledge Management] KM Interview
| WEDNESDAY, MAY 27, 2009
David Pauleen wanted me to talk about Personal Knowledge Management, but I am afraid I don't like that concept and resisted! Apologies for the absence of blogs over the last few days. I have been completing a report on a major narrative project that has involved around a week of late night working and two all-nighters (you can do a lot with a snatched period of sleep after lunch). I also have a lot of email to catch up on and other tasks in consequence.
DAVE SNOWDEN [Knowledge Management] Open day on Narrative
| MONDAY, MAY 18, 2009
That will include the full gambit of capability from narrative forms of research, through employee engagement to knowledge management and the integration of social computing into an organisational environment. An opportunity for all on the 2nd June. I am going to run two half day sessions at the RIBA in London which will provide a prequel of the new version ofSenseMaker™ and will focus on describing current projects.
DAVE SNOWDEN [Knowledge Management] Seminars: offer to network members
| FRIDAY, JANUARY 23, 2009
They are: Narrative research designed for the professional researcher and academics as well as current practitioners; Knowing in a virtual world which looks at the use of social computing & knowledge management (seen as a strategic tool) designed for all levels; Complexity in human systems which is a more academic introduction to the application of CAS to human systems with the same target audience as Narrative.
DAVE SNOWDEN [Knowledge Management] Owl? Lark? Zombie?
| SATURDAY, FEBRUARY 11, 2017
I remember at University writing whole essays in coffee fueled all night sessions to hit a deadline, something that carried on during IBM days where producing an article every month was part of the thought leadership targets we had within the Institute for Knowledge Management.
DAVE SNOWDEN [Knowledge Management] Abrogation not assumption
| SATURDAY, APRIL 3, 2010
The fundamental error from my perspective is linked with the basic error in knowledge management, namely the tyranny of the explicit. It used to be a process of judgement (a word sadly missing in management these days) to determine pay for people who reported to you. It required the ability to defend a judgement based on knowledge of the individual. Managing people should be about exercising human judgement and taking responsibility for human decisions.
DAVE SNOWDEN [Knowledge Management] Good food and good company
| THURSDAY, NOVEMBER 26, 2009
Both old friends from the knowledge management world. His interest there is in large project management, and that got me on to the work with the AGILE and SCRUM communities on using Cynefin as a framework for understanding different approaches to management based on the level of constraint needed. I argued for an modular approach to project management, linking to Graham's view that projects should always be seen as a portfolio.
DAVE SNOWDEN [Knowledge Management] The unmerciful seat
| MONDAY, AUGUST 3, 2009
That started as an adaption of Boisot's i-Space (then it was a two by two) for use in knowledge management, and then migrated into the five domain model over a few years. I spent form just after 1000 this morning until around 1530 sat on this stool with a break for lunch and the odd coffee. We had a great crew with Producer/Director, camera and sound and Chris sat in for good measure to advise and take notes. The idea was to professionally tape a load of material.
HAROLD JARCHE [Knowledge Management] becoming collectively smarter
| WEDNESDAY, DECEMBER 17, 2014
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.
DAVE SNOWDEN [Knowledge Management] The aging workforce (part 3)
| SUNDAY, DECEMBER 12, 2010
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 [Knowledge Management] Cutting through a weave destroys it
| MONDAY, MARCH 25, 2013
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.
HAROLD JARCHE [Knowledge Management] Trust is an emergent property of effective networks
| TUESDAY, AUGUST 28, 2012
Cooperation is also a major factor in personal knowledge management , for we each need to share and trust, as our part of the social business (learning) contract. It seems that markets, our dominant form of economic transactions, are not really designed to optimize trust. As Charles Green states: The reason is simple: trust is not a market transaction, it’s a human transaction. People don’t work by supply and demand, they work by karmic reciprocity.
HAROLD JARCHE [Knowledge Management] Networked Learning (PKM) Workshop in Toronto
| SUNDAY, OCTOBER 16, 2011
My consulting work this past year has shown a great need for two aspects of knowledge-sharing in organizations: 1) systems & processes to enable better collaboration & sharing, and 2) individual skills in narrating work and learning in networks. 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 [Knowledge Management] “No one gets fired for buying ….
| MONDAY, NOVEMBER 6, 2017
It was very frustrating at the time, I remember working on some highly advanced stock management software working on the the DEC Alpha that outperformed any of IBM’s solutions, but their account management teams were supreme and if they arrived you could see your sale heading west, along with some very disappointed and frustrated internal champions. … IBM” was a standard adage a few decades ago. You could have a better software package, or better hardware but it didn’t matter.
HAROLD JARCHE [Knowledge Management] Please tell me about your PKM
| MONDAY, AUGUST 27, 2012
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 [Knowledge Management] 2497 and counting
| THURSDAY, FEBRUARY 20, 2014
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 [Knowledge Management] Becoming explicit
| WEDNESDAY, JUNE 19, 2013
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 [Knowledge Management] Sense-making in practice
| SUNDAY, MAY 12, 2013
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 [Knowledge Management] The right information is not enough
| WEDNESDAY, NOVEMBER 28, 2012
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.
BETH KANTER [Knowledge Management] What We Talk About When We Talk About Organizational Learning
| THURSDAY, MARCH 15, 2012
Fifteen of us met for 90 minutes to share, commiserate, trade ideas and think about our work at the intersection of evaluation, knowledge management and organizational learning. How to create systems for accessing knowledge resources that foundation staff will use. Luckily, the learning, evaluation and knowledge management pioneers want to keep talking and meeting. Photo by Aaron Schmidt.
DAVE SNOWDEN [Knowledge Management] The tyrrany of the abstract symbolic
| THURSDAY, JUNE 24, 2010
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.
BETH KANTER [Knowledge Management] How the Nonprofit Sector Can Share What We Learn and Why We Should
| THURSDAY, JUNE 30, 2016
Note from Beth: I’ve been a big believer in shared knowledge and learning for the sector. IssueLab has been working for ten years to apply the age-old knowledge management question, “what if I knew what others know?” You might call what we’re doing Big Knowledge, or Big (Qualitative) Data. Our sector—foundations, nonprofits, and university-based research centers—is producing knowledge at a rapid clip.
HAROLD JARCHE [Knowledge Management] Resonance
| WEDNESDAY, DECEMBER 22, 2010
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 [Knowledge Management] PKM Roles
| SUNDAY, JANUARY 12, 2014
I like to frame personal knowledge management as a combination of seeking knowledge, making sense of it, and sharing it with others. But in fact, like most things, different people have different personality types, and different personality profiles in relation to their personal knowledge affinities and capabilities. – PKM: A DIY Guide to Knowledge Management. This is a good guide for work groups to find out how knowledge is co-created and shared.
HAROLD JARCHE [Knowledge Management] Riding the Current by Finding the Right Crew
| MONDAY, JANUARY 13, 2014
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.
ROSS DAWSON [Knowledge Management] Building success in the future of work: T-shaped, Pi-shaped, and Comb-shaped skills
| THURSDAY, MARCH 21, 2013
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.
ROSS DAWSON [Knowledge Management] What is the difference between Social Business and Enterprise 2.0?
| FRIDAY, JANUARY 14, 2011
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 [Knowledge Management] Knowledge Transfer
| WEDNESDAY, JUNE 2, 2010
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.
JAY CROSS [Knowledge Management] It’s not about the content
| TUESDAY, AUGUST 23, 2011
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.
HAROLD JARCHE [Knowledge Management] From observation to breakthrough
| SUNDAY, OCTOBER 28, 2012
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 [Knowledge Management] PKM is not a technology
| THURSDAY, AUGUST 16, 2012
My definition of personal knowledge management is quite short: PKM: A set of processes, individually constructed, to help each of us make sense of our world, work more effectively, and contribute to society. Usually the barriers stem from the organizational structure or from management. Knowledge – connecting information to experience (know what, know who, know how). Management – getting things done [not being managed].
HAROLD JARCHE [Knowledge Management] serendipitous drip-fed learning
| SATURDAY, AUGUST 8, 2015
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 [Knowledge Management] In the spirit of communication
| FRIDAY, SEPTEMBER 17, 2010
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.
DAVE SNOWDEN [Knowledge Management] … forever blunt and merciless
| THURSDAY, NOVEMBER 10, 2011
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.
HAROLD JARCHE [Knowledge Management] A landscape of influences
| MONDAY, MAY 18, 2009
I view the influence mechanisms as sources that one can tap when creating a personal knowledge management system. More exciting pattern and sense-making from Ross Dawson, this time with the Influence Landscape Framework Beta v. 1 : This adds to other conceptual frameworks to inform us on how we can look at learning, work and especially communication in this era.
HAROLD JARCHE [Knowledge Management] Learning Assessment
| THURSDAY, MARCH 3, 2011
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?
DAVID GURTEEN [Knowledge Management] Blog Post: Four great ownership questions from Peter Block
| THURSDAY, DECEMBER 29, 2016
Knowledge management (KM) is a challenging discipline given that it deals with the complex adaptive nature of human social systems. By David Gurteen I run two interactive sessions at KM Asia in Hong Kong just before Christmas. 09:45 - 10:00 Connection before content. Consider yourselves as much an owner and co-creator of the conference experience as the Chair, speakers and facilitators. This ice-breaker session is driven by four 'ownership' questions from Peter Block.
HAROLD JARCHE [Knowledge Management] Best of Friday’s Finds 2013
| THURSDAY, DECEMBER 26, 2013
Managing is a waste of time. Knowledge Leadership in the Era of Convergence – via @JonHusband. In an environment where speed, access, and tools allow workers to seamlessly collaborate across time zones, store massive amounts of data, and crowdsource the answers to difficult organizational issues, organizations that trend toward openness in the knowledge management arena will be better able to use new technologies and react to cultural and business changes.
HAROLD JARCHE [Knowledge Management] Learning in NB
| MONDAY, JANUARY 9, 2012
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.
HAROLD JARCHE [Knowledge Management] Barriers to PKM
| THURSDAY, AUGUST 30, 2012
A few weeks ago I asked my extended online network, “ What do you think is the biggest fear/need/barrier when it comes to adopting personal knowledge management (PKM) as a practice? ” Finding someone to talk to about PKM was a common response, as was the observation that management’s perception is often that not everyone has the same level of ability to do PKM sufficiently well.
JAY CROSS [Knowledge Management] Relevance Trumps ROI
| WEDNESDAY, FEBRUARY 15, 2012
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 [Knowledge Management] Manage what matters - collaboration
| MONDAY, JUNE 8, 2009
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 [Knowledge Management] Knowledge filters
| TUESDAY, OCTOBER 25, 2011
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 [Knowledge Management] In the beginning was the blog
| TUESDAY, JUNE 12, 2012
” As we start the Personal Knowledge Management workshop this week, the topic of blogs has already come up. Chris Brogan, co-author of Trust Agents , has a number of insights on blogging and engaging online. I have been blogging here for eight years and before that experimented with a few other blogs. I thought I’d compare my experience with Brogan’s recent 21 point primer for blogging.
ROSS DAWSON [Knowledge Management] Exploring the future of investment management
| TUESDAY, SEPTEMBER 24, 2013
Last week I was in Amsterdam for the International User Community Meeting of SimCorp, a leading provider of software for the investment management industry. I gave the keynote on the Future of Investment Management and ran a half-day Executive Master Class on Creating the Successful Organisation of the Future. My initial client base when I established my company was largely in financial services, and I began to focus on the investment management industry, for a number of reasons.
JAY CROSS [Knowledge Management] Learning and KM: Separated at birth?
| SUNDAY, NOVEMBER 15, 2009
I sensed that learning and knowledge management were converging and invited bloggers form both sides to get together at the Tidehouse to share viewpoints and guzzle beer. Andrew McAfee , Principal Research Scientist , Center for Digital Business – MIT Sloan School of Management and Author, Enterprise 2.0. The mid-1990s saw a knowledge-sharing culture at E&Y that guided behaviors, activities, and goals and was viewed as a competitive advantage.
CHARLES JENNINGS [Knowledge Management] Managing Learning?
| MONDAY, APRIL 1, 2013
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 [Knowledge Management] The Hyper-social Organization – Review
| SUNDAY, DECEMBER 4, 2011
The authors on knowledge management: Of course, one of the big challenges for companies is that, unlike information or data, knowledge does not flow easily, as it relies on long-term trust-based relationships. ” Networks vs Channels: “Data and knowledge flow through channels, whereas networks allow knowledge to flow.” Tweet.
HAROLD JARCHE [Knowledge Management] Why the Government of Canada needs PKM
| TUESDAY, MARCH 3, 2009
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 [Knowledge Management] As the world keeps churning, work today is all about learning
| FRIDAY, JANUARY 18, 2013
The chapter on Clarity was directly aligned with my work on personal knowledge management. It is about seeking information and knowledge and distilling it so that you can make sense of it and then it is ready to be shared. The title of this post is what Dan Pink, in his book To Sell is Human , would call a rhyming pitch. He also discusses the question pitch , and I followed his recommendation in the Pitch chapter and developed my own.
DAVID GURTEEN [Knowledge Management] Blog Post: Facts don't necessarily have the power to change our minds.
| THURSDAY, JANUARY 20, 2011
To me, this is part of what Knowledge Management is or should be all about. By David Gurteen So we consider ourselves to be objective - well if not that, at least capable of being objective. But its much harder then we think. I recently tweeted the Wikipedia page that lists our cognitive biases. I am amazed just how many of them there are - maybe a 100 or more.
HAROLD JARCHE [Knowledge Management] Shifting responsibility by taking responsibility
| MONDAY, OCTOBER 21, 2013
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.
DAVID WEINBERGER [Knowledge Management] Quiet blog
| WEDNESDAY, NOVEMBER 18, 2015
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 [Knowledge Management] Bring your own Barrel Party
| SATURDAY, OCTOBER 23, 2010
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 [Knowledge Management] The best defintion of KM yet!
| SATURDAY, SEPTEMBER 26, 2009
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.
DAVE SNOWDEN [Knowledge Management] Of experts and expertise
| SUNDAY, DECEMBER 7, 2014
A long time ago when I first created the Cynefin framework in its five domain form my focus was on knowledge management. The first fully worked article looked at communities and deployment of knowledge and in those versions I talked about complicated (then called knowable) as the domain of experts. CoPs were then held to be the best way to host and develop expert knowledge, so calling it the domain of experts made sense.
DAVE SNOWDEN [Knowledge Management] Storytelling & narrative
| MONDAY, JUNE 3, 2013
The three main extremes are: Communication , the traditional meaning of story-telling and way back when we were getting started on this stuff in the Institution for Knowledge Management in IBM a lot of people were interested in the wider story-telling movement. The big issues such as observer independence, engagement and bias remain unresolved with different takes on how to manage that. A lot of people these days combine communication with knowledge capture.
HAROLD JARCHE [Knowledge Management] Choose with care in 2010
| FRIDAY, JANUARY 1, 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 [Knowledge Management] PKM and MOOC
| MONDAY, DECEMBER 16, 2013
If we think of the MOOC as a vehicle for shared understanding, and not content delivery, it becomes the collective equivalent to personal knowledge management. Workplace training and education too often resembles modern playgrounds: safe, repeatable, easily constructed from component parts, requiring that the child bring little of their own to the experience – Johnnie Moore. When adults design for children they have a tendency to dumb things down.
XYLEME [Knowledge Management] learning pulse
| FRIDAY, FEBRUARY 20, 2009
Technorati Tags: classroom learning , elearning , Instructional Design , knowledge management Despoina Industry Talk classroom learning , elearning , Instructional Design , knowledge management Comments (0) Trackbacks (0) Leave a comment Trackback No comments yet. Home About Podcasts Videos Xyleme Inc. Home > Industry Talk > Learning Pulse Learning Pulse February 20th, 2009 Goto comments Leave a comment February’s collection, enjoy!:
MARTIJN LINSSEN [Knowledge Management] Waking up.
| TUESDAY, APRIL 8, 2014
Nevertheless, in my narrow field of knowledge management, for specific firms, something interesting is happening. ’ They are realizing that humans are not resources, information is not knowledge, and processes are fundamentally flawed guesses about the future. We have crafted entire industries and technologies to ‘manage *’ where * equals ‘knowledge,’ ‘information,’ content,’ ‘innovation,’ etc.
HAROLD JARCHE [Knowledge Management] What have we learned so far?
| TUESDAY, APRIL 29, 2014
What have we learned so far about personal knowledge mastery? Personal Knowledge Mastery ( PKM ): A set of processes, individually constructed, to help each of us make sense of our world and work more effectively. Exercises such as network mapping are combined with the narration of work, network weaving, and how these can enable better knowledge connections. Personal Knowledge Management is not linear.
HAROLD JARCHE [Knowledge Management] Network Learning
| WEDNESDAY, OCTOBER 6, 2010
Tweet I mentioned in my last post that the term “personal knowledge management ( PKM ) does not adequately describe the sense-making process that I attribute to it. It’s rather obvious that knowledge cannot be managed, as Dave Jonassen has said many times: Every amateur epistemologist knows that knowledge cannot be managed. Sharing knowledge produces network effects.
HAROLD JARCHE [Knowledge Management] Friday’s Finds #20
| FRIDAY, OCTOBER 2, 2009
— 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.
JAY CROSS [Knowledge Management] Working Smarter Fieldbook | September 2010 Edition
| MONDAY, OCTOBER 18, 2010
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!
HAROLD JARCHE [Knowledge Management] The Storytelling Animal
| SATURDAY, JULY 13, 2013
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.
HAROLD JARCHE [Knowledge Management] Personal Information Management for Sense-making
| TUESDAY, AUGUST 24, 2010
Tweet George Siemens calls it information management (what I describe as PKM). I specifically use the term information instead of knowledge. We encounter a continual flow of information – most of it will never become “knowledge”. From my perspective, the knowledge aspect of PKM is an emergent property of the activities conducted, many of which are merely information management. For sure, merely tagging an article does not create knowledge.
HAROLD JARCHE [Knowledge Management] Work is learning, learning work
| FRIDAY, MAY 1, 2009
My current interest in Web social media is that these tools and platforms give us a better way to engage in collaborative work and help us integrate learning into our daily pratice, such as personal knowledge management. As host of this month’s Working / Learning Blog Carnival , David Wilkins challenged participants to think about the intersections between working and learning: When does work become learning? When does learning become work?
HAROLD JARCHE [Knowledge Management] Awareness
| MONDAY, APRIL 2, 2012
Tweet Part of Personal Knowledge Management is seeking sources of knowledge (Seek-Sense-Share). Wolfgang Reinhardt has looked at knowledge workers, researchers in particular, and examined how they can be aware in their fields of expertise. Wolfgang graciously sent me a copy of his PhD thesis (Awareness: Support for knowledge workers in research networks) which he will be defending on 5 April at the Open Universiteit Nederland in Heerlen.
HAROLD JARCHE [Knowledge Management] Management is for suckers
| FRIDAY, MARCH 21, 2014
“Management is a skill, it’s not a career path.” “A goal [of promoting personal knowledge management] was not only to avoid silos in Domino’s but to ensure that Domino’s didn’t silo themselves from other organizations.” @nilofer: “In the industrial era, what created scale was more resources. In the social era, what creates scale is trust.” ” “ When my information changes, I alter my conclusions.
CLARK QUINN [Knowledge Management] At the edge
| WEDNESDAY, JANUARY 31, 2018
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 [Knowledge Management] Taking the time to cross the chasm
| MONDAY, OCTOBER 24, 2011
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 [Knowledge Management] Sense-making
| WEDNESDAY, MARCH 17, 2010
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.
- [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.
DAVE SNOWDEN [Knowledge Management] The Kings Arms
| THURSDAY, AUGUST 26, 2010
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.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: The most beautiful.
| SATURDAY, DECEMBER 11, 2010
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 [Knowledge Management] Working the Past – Review
| MONDAY, SEPTEMBER 16, 2013
I have become professionally interested in institutional memory , story-telling and decision memory , as well as how these are connected to knowledge management and how knowledge-sharing frameworks can be developed. When I mused on this question to a district manager I had come to know, she assured me that she used it all the time. Maintaining a useable past takes work.
HAROLD JARCHE [Knowledge Management] Talking about PKM
| TUESDAY, FEBRUARY 9, 2010
KMers.org runs a regular TweetChat on knowledge management (KM) issues and today’s was on Personal Knowledge Management (PKM) , with the following agenda: What effective means have we found to aggregate, filter and share information? — @markgould13 For me, PKM is a precursor for social knowledge sharing, so I use Delicious, Twitter and Wordpress. — @petertwo Incentive for PKM is PCM (Personal Career Management).
HAROLD JARCHE [Knowledge Management] Resetting learning and work
| MONDAY, JUNE 27, 2011
Our informal learning needs will continue to grow, as Robert Kelley showed over a 20-year CMU study of knowledge workers. He asked: “What percentage of the knowledge you need to do your job is stored in your own mind?”. Here’s a quote from Peter Drucker’s 2005 article Managing Oneself, in HBR ( Slideshare Synopsis of Managing Oneself ): The challenges of managing oneself may seem obvious, if not elementary.
HAROLD JARCHE [Knowledge Management] PKM starts new workshop series
| TUESDAY, JULY 31, 2012
So far in 2012, I have hosted three online workshops on personal knowledge management (PKM), as well as a Summer Camp that included one week on the topic. Over 125 people have participated in these online sessions, compared with about a dozen who came to the on-site classroom course that I offered through the University of Toronto’s iSchool Institute for the past two years. I’ll let the numbers speak for themselves.
DAVE SNOWDEN [Knowledge Management] Context, is well contextual
| THURSDAY, APRIL 25, 2013
It's been the best part of twenty years now since I moved out of operational and strategic management roles and was granted the freedom to play with ideas following IBM's take over of DataSciences. The fact that information could now move quickly, if not then in real time, to allow executives to manage international organisations produced fascinating changes in behaviour and expectation.
HAROLD JARCHE [Knowledge Management] Six roles of network management
| SUNDAY, JANUARY 19, 2014
If helping the network make better decisions is a primary role of management in the emerging economy, how does one get there? I highlighted the six roles of management in the network era in my last post and I would like to build on these and show how this is being practiced at Change Agents Worldwide. We are all knowledge managers at CAWW, sharing as we work transparently. The organizational knowledge base, much of it captured in a large wiki, constantly grows.
HAROLD JARCHE [Knowledge Management] Normal isn’t normal anymore
| FRIDAY, NOVEMBER 12, 2010
Trends in Knowledge Management – “a short synthesis & worth a read : Traditionally, KM was more often than not a top-down driven approach. For example, document taxonomies and knowledge sharing procedures were defined; identified experts shared their knowledge in defined communities. The traditional approach to workplace learning has been about managing and controlling the learning experience, keeping it really top down.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: The myth of the single.
| MONDAY, DECEMBER 6, 2010
Instead better “ execution ” or “ playing hardball ” or “ ruthless management ” will save us. If not, then surely better “ talent management ” or becoming a " learning organization " will do. Then again, some think “ knowledge management ” will help us learn. None of them will address the complex array of problems that management now faces. Again to management's astonishment, traditional hierarchy suddenly doesn’t work any more.
HAROLD JARCHE [Knowledge Management] Learning is the work
| WEDNESDAY, OCTOBER 2, 2013
It puts into question most of our management frameworks that require detailed analysis before we take action. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge. Work in complex situations requires a greater percentage of implicit knowledge, which cannot be easily codified. Research shows that sharing complex knowledge requires strong interpersonal relationships. not being managed).