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HAROLD JARCHE [Knowledge Management] Formalized informal learning: a blend we don’t need
| WEDNESDAY, APRIL 21, 2010
Managers and supervisors need to give up some control and organizations must learn to trust their people, says Jay. Jim McGee summed up the difference in yesterday’s conversation on a world without KM , the “ best argument for Social Networks over Knowledge Management is shift in perspective from static content to dynamic interaction “ It’s the same for training. The management of assets is mostly obsolete by the time it is stored..
HAROLD JARCHE [Knowledge Management] “you simply can’t train people to be social!”
| TUESDAY, FEBRUARY 14, 2012
Tweet Over the past year I have been working on change initiatives to improve collaboration and knowledge-sharing with two large companies, one of them a multinational. The low visibility activities link directly to personal knowledge management (PKM) skills, based on the process of Seeking information & knowledge; making Sense of it; and Sharing higher value information with others. Creating a supportive social environment is management’s responsibility.
HAROLD JARCHE [Knowledge Management] PKM in 2010
| WEDNESDAY, JANUARY 27, 2010
Personal Knowledge Management. Knowledge = the capacity for effective action (know how). Management = how to get things done. Knowledge. Sources of Info & Knowledge. Human knowledge currently doubles about every year and personal knowledge management is one way of addressing the issue of TMI (too much information). Informal, social learning is the primary way that knowledge is created in the workplace.
DAVE SNOWDEN [Knowledge Management] Easy reading is damn hard writing
| THURSDAY, JANUARY 10, 2013
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 [Knowledge Management] Lessons learning
| SATURDAY, DECEMBER 6, 2014
Lots of interesting things over the last three days with new projects on creating an artisan model of learning and a complexity based approach to project management. I've always emphasised the value of seeing knowledge as a flow as well as a thing and I coined the phrase lessons learning over a decade ago to emphasis the former. I'm currently in Stockholm for the Adopting Agile workshop/think tank (it has flavours of both).
HAROLD JARCHE [Knowledge Management] The 21st century workplace: moving to the edge
| TUESDAY, JUNE 21, 2011
This information can be mapped, and frameworks such as knowledge management (KM) help us to map it. We can also create tools, especially electronic performance support systems (EPSS) to do work and not have to learn all the background knowledge in order to accomplish the task. This is how simple and complicated knowledge gets automated. Complex , new problems need tacit knowledge to solve them. Sharing and using knowledge is where business value lies.
TONY KARRER [Knowledge Management] eLearning Hot Lists Moving to eLearning Learning
| TUESDAY, JUNE 30, 2009
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 [Knowledge Management] On idealistic solutions
| FRIDAY, JUNE 19, 2009
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 [Knowledge Management] New Meme - Media I Consume - How about a change?
| WEDNESDAY, FEBRUARY 28, 2007
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 [Knowledge Management] Enterprise 2.0 Has Arrived
| WEDNESDAY, OCTOBER 24, 2007
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.
HAROLD JARCHE [Knowledge Management] Pulling informal learning
| MONDAY, JUNE 4, 2012
Take a look at these 8 demand-side knowledge management principles by Nick Milton. People don’t pay attention to knowledge until they actually need it. People value knowledge that they request more highly than knowledge that is unsolicited. People won’t use knowledge, unless they trust its provenance. Knowledge has to be reviewed in the user’s own context before it can be received. Knowledge has to be adapted before it can be adopted.
EUEN SEMPLE [Knowledge Management] Thanks Australia
| THURSDAY, NOVEMBER 29, 2012
I am writing this on the plane to Hong Kong where I am doing a couple of workshops and then off to Washington for a meeting of The World Bank's Knowledge Management Commission which isn't really on the way home!! I reckon I can write that title as it does feel as if I have "done" all of it - or at least a lot of it. Twenty individual events in thirty six days, four long haul flights within Australia crossing the country from all angles, and lots of small flights and car drives.
EUEN SEMPLE [Knowledge Management] The Work
| SUNDAY, NOVEMBER 22, 2015
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.
DAVE SNOWDEN [Knowledge Management] The aging workforce (part 4)
| SATURDAY, JANUARY 22, 2011
Last time (and too long ago) I talked about some general principles, many of them society based, which presented possible solutions to issues of knowledge retention. I have long argued that apprentice models were (and to a degree still are) the most effective model of knowledge creation and transfer that the human race has ever developed. Co-evolution of knowledge is an essential feature of an apprenticeship model. Now compare that with modern management development.
DAVE SNOWDEN [Knowledge Management] The evolution of Cynefin over a decade
| SUNDAY, FEBRUARY 7, 2010
Opening chapter of Liberating Knowledge published in 1999 has the model in two-by-two form with the vertical dimension between Expert and Non-expert , the horizontal between tacit and explicit. Focus on knowledge management and communities of practice. Chapter in Knowledge Horizons by Despres & Chauvel 2000 first use of the name Cynefin , two by two matrix shown below. I'm working on a history of the Cynefin model.
CLARK QUINN [Knowledge Management] Learning Quotient?
| THURSDAY, MAY 1, 2014
I had the good fortune to be invited to the Future of Work event that was held here in Silicon Valley two weeks ago, and there were four breakouts, one of which was on learning and knowledge management. You can guess which one I was on (though tempted by the leadership and culture one; there was overlap). Within that breakout the activity was to pick four topics and further break out.
CLARK QUINN [Knowledge Management] Conceptualizing the Performance Ecosystem
| THURSDAY, APRIL 9, 2009
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.
HAROLD JARCHE [Knowledge Management] you are only as good as your network
| THURSDAY, OCTOBER 29, 2015
This involved complex knowledge about information technology, organizational behaviour, knowledge management, and social media. But I put my faith in my knowledge networks and communities of practice where I had been involved for the past 14 years. But when we are faced with a complex problem it’s too late to start engaging in a community of practice or building a knowledge network. ConnectedEnterprise Management Work
HAROLD JARCHE [Knowledge Management] Friday’s Finds 201
| FRIDAY, SEPTEMBER 13, 2013
Knowledge Management is not mere dissemination: KM should be conceived less as a purely technical information-based area and more as a communication and behaviour-change area, because putting knowledge to practical use needs a certain degree of behaviour change on both sides. Knowledge producers need to package the product in a way that can be easily applied, [e.g. Friday’s Finds: “ Trust only movement. Life happens at the level of events, not of words.
HAROLD JARCHE [Knowledge Management] knowledge is personal
| SUNDAY, DECEMBER 14, 2014
Knowledge management, for me, is personal. A big conceit of the knowledge management (KM) field is that knowledge can be transferred, but unlike information or data, it cannot. Knowledge is personal. While knowledge cannot really be transferred, our experiences can be shared. They are a glimpse into others’ knowledge, more nuanced than any other communication medium. Explicit knowledge (decisions, events, procedures, etc.)
CLARK QUINN [Knowledge Management] 70:20:10 and the Learning Curve
| TUESDAY, JANUARY 27, 2015
Note that this assumes a good formal learning design, not rote information and knowledge test!) Still, you could think of accreting the cognitive and explicitly semantic knowledge, then restructuring that into coarse skills that don’t require as much conscious effort, until it becomes a matter of tuning a finely automated skill. My colleague Charles Jennings recently posted on the value of autonomous learning (worth reading!),
HAROLD JARCHE [Knowledge Management] PKM as pre-curation
| THURSDAY, JULY 12, 2012
The most important part of personal knowledge management (PKM), in my opinion, is the need for active sense-making. The knowledge gained from PKM is an emergent property of all its activities. Merely tagging an article does not create knowledge. I can practice PKM and over time develop a wide variety of knowledge artifacts. I think that people who have a professional PKM framework have some of the skills and knowledge needed to be good curators.
HAROLD JARCHE [Knowledge Management] Information is free; Experience is expensive
| FRIDAY, FEBRUARY 19, 2010
juneholley: Emergence and management. Yes, it is certainly true that the role of managers is probably exaggerated (with their pay). But the project of changing management is unnecessary. Over-managed firms will self-destruct, possibly at great cost to themselves and others, simply because managers have to be paid for and management that is not necessary simply makes a firm unwieldy, inefficient and unprofitable.
DAVE SNOWDEN [Knowledge Management] A letter from Bad Homburg
| TUESDAY, OCTOBER 6, 2009
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 [Knowledge Management] Coherence in complexity
| MONDAY, NOVEMBER 26, 2012
The same is happening to our models for management and “change management”, as if we could manage change in the first place. Systems, such as enterprise social network tools , can assist “net work” practices like the narration of work and personal knowledge management. So while change cannot be managed, per se , organizations can be structured in ways to be more resilient to change.
HAROLD JARCHE [Knowledge Management] human networks connect through empathy
| MONDAY, JULY 4, 2016
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.
MARTIJN LINSSEN [Knowledge Management] In Pursuit of Coherence – Open Government and Thee
| TUESDAY, JULY 27, 2010
Home About Complexity Reading List Knowledge Management Reading List In Pursuit of Coherence – Open Government and Thee John 0 comments Uncategorized Jul 27 Perhaps the priority for Open Government is to aim for something beyond Openness. This is not to say that program managers are resourced or incentivized to continue this interagency collaboration, there is much work to do beyond Secretary-level coordination.)
HAROLD JARCHE [Knowledge Management] Only people can let knowledge flow
| WEDNESDAY, NOVEMBER 13, 2013
The knowledge sharing paradox is that while sharing our knowledge is good for the organization, each individual has to see a personal benefit as well. The more the enterprise directs knowledge-sharing, the less likely it will happen. Helen Blunden neatly sums up what can happen to those who freely share their knowledge. Knowledge flows when individuals actively engage in teams, communities, and networks by working and learning out loud.
HAROLD JARCHE [Knowledge Management] Three Principles for Net Work
| SUNDAY, APRIL 15, 2012
For knowledge workers, there is diminishing value in standardized work, as it will be either automated or outsourced over time. Standardized work usually falls into simple or complicated knowledge domains. According to the Cynefin knowledge management framework, developed by Dave Snowden, in the simple domain, “the relationship between cause and effect is obvious to all” while in the complicated domain, “the relationship between cause and effect requires analysis”.
HAROLD JARCHE [Knowledge Management] An organizational knowledge-sharing framework
| MONDAY, JULY 22, 2013
There is a lot of knowledge in an organization, some of it easy to codify (capture), and much (most) of it difficult to do so. Understanding how best to commit resources for knowledge-sharing should be in some kind of a decision-making framework that is easy for anyone to understand. Outputs are quite explicit, while expertise is mostly implicit knowledge. Networks can be mapped, and are therefore explicit, but interpreting them requires implicit knowledge.
HAROLD JARCHE [Knowledge Management] Informal learning, the 95% solution
| WEDNESDAY, JANUARY 4, 2012
It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. There are methods from knowledge management, organizational development and human performance technology, for example, that are quite useful in supporting informal learning. Integrating the best of what we know from multiple disciplines, in an evidence-based fashion, is the way to proceed and support complex, creative, knowledge work.
HAROLD JARCHE [Knowledge Management] Pushing and Pulling Tacit Knowledge
| SUNDAY, OCTOBER 27, 2013
The knowledge gained is an emergent property of all sense-making activities. These are examples of Pushing knowledge, adding value for oneself, that may in the future be useful for others. Knowledge can be Pulled by those seeking answers. Nancy Dixon describes how Rob Cross and Lee Sproull examined tacit knowledge-sharing in a large consulting firm. Sense-making is where the real personal value of PKM lies.
HAROLD JARCHE [Knowledge Management] Working online is different
| SUNDAY, APRIL 18, 2010
I now take for granted my online personal knowledge management processes, such as social bookmarking; blogging and tweeting, but these habits make online collaboration much, much easier. With volcanic ash grounding most flights in northern Europe, I’ve been thinking about web conferencing and distributed work.
HAROLD JARCHE [Knowledge Management] The network is the solution
| FRIDAY, JUNE 28, 2013
In the latter, “ Literacy becomes a wide range of evolving information skills developed around the activities of learning – the ability to acquire knowledge and skills through the resourceful and responsible utilization of information. ” Self-instruction, the basis of personal knowledge management , is a necessity in effective peer-to-peer networks, as networks are how we will govern ourselves more and more.
DAVE SNOWDEN [Knowledge Management] On the leaving of Singapore
| FRIDAY, NOVEMBER 27, 2009
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 [Knowledge Management] An all too brief visit to Halifax
| TUESDAY, JANUARY 27, 2009
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.
DAVE SNOWDEN [Knowledge Management] The tyranny of the explicit
| FRIDAY, FEBRUARY 17, 2017
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.
HAROLD JARCHE [Knowledge Management] A simple approach to KM
| MONDAY, MARCH 10, 2014
Knowledge management (KM) does not have to be a major enterprise effort. But the lack of KM strategy can be a drag on innovation or hamper decision-making in a knowledge intensive organization. This is mostly explicit knowledge that ensures the organizational memory remains clear on what key decisions were taken and why others were not. This will reflect implicit knowledge more so than the other two levels, and individuals can share their PKM as they see fit.
DAVE SNOWDEN [Knowledge Management] Small actions to create meaning
| TUESDAY, MAY 2, 2017
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.
MARK OEHLERT [Knowledge Management] IDG: "US Air Force Lets Web 2.0 Flourish Behind Walls"
| THURSDAY, JULY 17, 2008
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
HAROLD JARCHE [Knowledge Management] The Connected Workplace
| MONDAY, APRIL 15, 2013
But both require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Social networks can enable better and faster knowledge feedback for people who trust each and share their knowledge. Working smarter in the future workplace starts by organizing to embrace networks, manage complexity, and build trust.
HAROLD JARCHE [Knowledge Management] Future of work is complex, implicit and intangible
| WEDNESDAY, OCTOBER 9, 2013
The relationship between intangibles and tangibles reminds me of the implicit/explicit knowledge continuum. The explicit/tangible side is easier to measure, so that is where most management methods have concentrated their efforts. With the increasing complexity that networks bring, implicit knowledge-sharing becomes more important as well, but this is often ignored by both training and knowledge management programs.
CLARK QUINN [Knowledge Management] My Top 10 Learning Tools
| TUESDAY, AUGUST 3, 2010
Harold Jarche talks about our personal knowledge management task, and in that, there are the tools I use to capture and share my own thinking (like this), and tools I use to go out and find or follow information. My ITA colleague Jane Hart regularly collects the top 100 learning tools via contributions from lots of folks. It’s a fascinating list, worth looking at.
HAROLD JARCHE [Knowledge Management] learning and the future of work
| TUESDAY, SEPTEMBER 8, 2015
The last personal knowledge mastery in 40 days online workshop for 2015 started this week. Both complex and creative work require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Social networks can enable better and faster knowledge feedback for people who trust each other and share their knowledge.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: My interview on the art.
| TUESDAY, DECEMBER 14, 2010
Main | The most beautiful building in the world: The Alhambra Palace » December 14, 2010 My interview on the art of storytelling with Brother Wolf The knowledge-based organization: Using stories to embody and transfer knowledge. 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] Once more, across that chasm
| THURSDAY, MAY 27, 2010
I also use a broader definition of technology; being the application of organized and scientific knowledge to solve practical problems. Mobile tools are poised for a major breakthrough, though more as performance support and knowledge management than courses online.
HAROLD JARCHE [Knowledge Management] Connecting and Communicating through Effective Conversations
| TUESDAY, APRIL 14, 2009
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?
HAROLD JARCHE [Knowledge Management] Schwerpunkt: Management
| THURSDAY, JULY 8, 2010
Human Resources (HR) seem to be out out of sync with organizational needs as well, nicely summed up in a recent FastCompany article: I think successful organizations are very rigorous and creative about getting profitable work from their employees, their managers, and their business units. But the real culprit is management and that’s what needs to change. The fundamental assumptions, attitudes and values are at odds with those of traditional management.
HAROLD JARCHE [Knowledge Management] Learning products
| MONDAY, APRIL 27, 2009
I use my personal knowledge management (PKM) process for some of my own sense-making, involving several internally (sort, categorize, make explicit, retrieve) and externally (connect, exchange, contribute) focused activities: Here’s a first look at some of the learning “products that can be created: Sort & Categorize: lists; taxonomies; topic maps; mind maps.
HAROLD JARCHE [Knowledge Management] Sense-making with PKM
| THURSDAY, MARCH 12, 2009
In looking at how we can make sense of the growing and changing knowledge in our respective professional fields, I see two parallel processes that support each other. We constantly go through a process of looking at bits of information and trying to make sense of them by adding to our existing knowledge or testing out new patterns in our sense-making efforts. Tags are labels that can be attached to digital knowledge objects and an objects can have many labels.
DAVE SNOWDEN [Knowledge Management] Adventure & security
| WEDNESDAY, JUNE 5, 2013
I'm here to give an evening lecture at Bangkok University to the Knowledge and Innovation PhD group for Vincent Ribiere and it is my second time up for this engagement. I think the lecture will be on line but regular readers will be familiar with the material, although I took a knowledge management focus. The interview I did with Vincent was interesting given that generally I don't use the term knowledge management that much these days.
JANE HART [Knowledge Management] Supporting self-managed team learning in the organisation
| MONDAY, MARCH 11, 2013
But what these both have in common is that they are still a “ managed learning ” process. In this and my next post I am going to look at self-managed learning in an organization, and how that might be supported and scaffolded. Today I’m going to look at “supporting self-managed team learning”, and next time I will consider ”supporting self-managed personal and professional learning”.
HAROLD JARCHE [Knowledge Management] Scaling knowledge
| THURSDAY, MARCH 20, 2014
Organizations that deal with complex knowledge and require creativity from workers need looser hierarchies to maintain flexibility in dealing with changing situations. When the sharing of knowledge becomes one of our primary work activities, we have to be careful how we think about growth and management. Using terms like “scalable” and “knowledge” in a linear, accounting fashion can cloud our thinking.
HAROLD JARCHE [Knowledge Management] Starting to work out loud
| MONDAY, DECEMBER 17, 2012
Most people are too busy managing in the industrial/information age workplace and have no slack to try to learn how work in the network age. I strongly suggest that the first step of starting to work out loud, as part of personal knowledge management, has to be as simple as possible. John Stepper discusses how people can get started working out loud and shows examples of different types of networks that one could connect with.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: Matt May selects The.
| WEDNESDAY, DECEMBER 29, 2010
My book was also selected by 800-CEO-READ as one of the best five books on management in 2010: here. December 29, 2010 in Book reviews , Radical Management | Permalink Technorati Tags : 2010 , best books , Leaders Guide to Radical Management , Matt May , Shibumi Strategy Comments You can follow this conversation by subscribing to the comment feed for this post.
DAVE SNOWDEN [Knowledge Management] Origins & acknowledgements
| WEDNESDAY, JANUARY 17, 2018
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.
HAROLD JARCHE [Knowledge Management] Friday’s Finds #11
| FRIDAY, JULY 31, 2009
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 [Knowledge Management] Twitter potpourri
| MONDAY, APRIL 27, 2009
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 [Knowledge Management] Seeing with new eyes
| WEDNESDAY, MARCH 11, 2009
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 [Knowledge Management] Volume, Velocity, Virtualization & Variability
| WEDNESDAY, JANUARY 7, 2009
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.
NANCY WHITE [Knowledge Management] August Hot List: Mobile Learning Content
| MONDAY, SEPTEMBER 5, 2011
slide2learn #EdApp #iPadEd #mLearn #ADEANZ - uLearning Blog , August 1, 2011 Untether student knowledge access from curricula, grades, tests - Golden Swamp , August 11, 2011 Are you a #knowledge management expert? Best of Mobile Learning August 1, 2011 to August 31, 2011 Featured Sources The following are the top items from featured sources based on social signals.
HAROLD JARCHE [Knowledge Management] Seeing motivation with new eyes
| TUESDAY, JUNE 22, 2010
Where there is a genuine lack of skills and knowledge, training may be required, but it should only be in cases where the other barriers to performance have been addressed. Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. I have since looked at the Organizational Development and Knowledge Management fields for different perspectives.
HAROLD JARCHE [Knowledge Management] Absorbing complexity with PKM
| MONDAY, MARCH 24, 2014
One of the most spectacular possibilities that social technologies offer is that our individual creativity and knowledge is exponentially expanded by connecting to our personal networks – both within and outside organisational boundaries. The process of seeking out people and information sources, making sense of them by taking some action, and then sharing with others to confirm or accelerate our knowledge, are those activities from which we can build our knowledge.
JAY CROSS [Knowledge Management] Informal Learning 2.0
| WEDNESDAY, APRIL 8, 2009
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.
JAY CROSS [Knowledge Management] The key to understanding what’s going on
| FRIDAY, MARCH 26, 2010
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.
HAROLD JARCHE [Knowledge Management] Enterprise 2.0 transition
| THURSDAY, SEPTEMBER 27, 2012
The E20 Meetup in Paris today discussed the role of “Organizational Development” (OD) and “Human Ressource Management” (HR) in the Enterprise 2.0 I have not seen organizations move toward a more social business model without changing management. That may mean reducing the number of managers; empowering people who are customer-facing; or significantly opening up the workflow and making it more transparent.
HAROLD JARCHE [Knowledge Management] Prepare for the future of work
| THURSDAY, JANUARY 17, 2013
This is what personal knowledge management is all about. It starts by seeking people and knowledge sources and the Seek-Sense-Share cycle finishes by sharing with communities and social networks. My recent workshops, both online and in person, indicate a need for PKM skills in all types of organizations and for people at all levels, from freelancers, researchers, managers, executives and more.
JAY CROSS [Knowledge Management] The learning conference that kicks ass
| SUNDAY, NOVEMBER 16, 2008
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 [Knowledge Management] Gott ist tot (or reflections on KM keynotes)
| TUESDAY, NOVEMBER 23, 2010
November has of recent years become the month in which I think about Knowledge Management. OK the proper objects of KM, decision making & innovation I think about a lot, but the world has moved on and the KM language tends not to be associated with them outside of Government, the legal profession and some engineering organisations.
JANE HART [Knowledge Management] Are you supporting new fashioned learning in the workplace?
| THURSDAY, JANUARY 31, 2013
But let’s be clear, even when newer social and informal approaches are added to this old model that let you learn things a little differently, if your learning experience has in any way been organized (and/or managed) by someone else , this is still “old fashioned” learning. It is a very useful approach for getting you up to scratch quickly on a topic with an existing body of knowledge or wisdom. New domains of knowledge are appearing which have yet to be structured and organized.
HAROLD JARCHE [Knowledge Management] From Mark Twain to the Future
| FRIDAY, JULY 16, 2010
Has Knowledge Management Been Bad For Us? But I think we’re missing the point about the real value of knowledge. Here are some of the things I learned on Twitter this past week: Mark Twain’s Posthumous Bombshells by @cburell. Why is Mark Twain’s autobiography only coming out now, 100 years after his death? Because he stipulated so before dying.
DAVE SNOWDEN [Knowledge Management] Situated meaning, a reflection
| SUNDAY, MARCH 14, 2010
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 [Knowledge Management] Seeing What Others Don’t – Review
| TUESDAY, SEPTEMBER 17, 2013
Too often in organizations, management only focuses on reducing errors, Klein cites the overemphasis on practices like Six Sigma over the past 30 years as being detrimental to overall innovation; “Six Sigma shouldn’t be abandoned, it needs to be corralled.” I find the connection path the most interesting because I think it can be enhanced through practices like personal knowledge management.
CHARLES JENNINGS [Knowledge Management] 70:20:10 - A Framework for High Performance Development Practices
| MONDAY, JUNE 24, 2013
It’s important because research over the past 40 years at least has indicated that learning that occurs outside of formal classes and courses is not only more frequent but also generally more effective than its structured and ‘managed’ counterpart. They know where to find the answers to the challenge-at-hand, whether it is via their own PKM (personal knowledge management) resources or simply by knowing who will be best able to help them.
DAVE SNOWDEN [Knowledge Management] Systems thinking & complexity
| WEDNESDAY, JUNE 21, 2017
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.
HAROLD JARCHE [Knowledge Management] Learning is the Work
| FRIDAY, JANUARY 15, 2010
One of the most effective mechanisms for knowledge transfer which has emerged in human history is the apprentice scheme. While in the early stages of knowledge transfer there was a degree of rote learning, increasingly the apprentice learnt by practice and by tolerated failure. BFchirpy to @JaneBozarth & @usablelearning “Re: Killer Learning Management System – it’s the web, silly..
HAROLD JARCHE [Knowledge Management] Learning and micro-blogging
| WEDNESDAY, JUNE 24, 2009
My own focus is using Twitter as another tool/process in personal knowledge management. Twitter can be used as a collaboration tool, performance support or knowledge management application. I’m presenting on Twitter and its uses for education and learning later today, as I noted in my last post. During the past few weeks I’ve been looking at my own uses of Twitter and compiling a list of resources on the subject.
HAROLD JARCHE [Knowledge Management] Make it relevant
| MONDAY, SEPTEMBER 30, 2013
Spend more effort on getting influential people, especially senior management, to model the behavior. This is why I am not the most popular person amongst LMS vendors , as I believe the underlying principle of learning management systems is in direct conflict with collaborative and cooperative work. Changing the way that daily work is done, how knowledge is shared, and what gets communicated, are the important things to focus on in improving knowledge work.
STEVE DENNING [Knowledge Management] The Myths and The Reality of President Obama's CEO Summit
| MONDAY, DECEMBER 13, 2010
December 13, 2010 in Leadership , Radical Management | Permalink Technorati Tags : CEO summit , jobs , Obama Comments You can follow this conversation by subscribing to the comment feed for this post. 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?
ROSS DAWSON [Knowledge Management] Axiom Legal and the rise of virtual professional services
| THURSDAY, JULY 19, 2012
Axiom established a similar infrastructure to that a large law firm would have, with complete libraries, support staff, and knowledge management systems to allow its lawyers to work closely together and tap each others’ expertise. Both Clearspire and Virtual Law Partners emphasize cost-reducing work-at-home attorney staffs, technology infrastructures to efficiently manage work flow, and fixed-fee pricing.
DAVE SNOWDEN [Knowledge Management] A forward to a Cynefin book
| FRIDAY, FEBRUARY 2, 2018
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.
HAROLD JARCHE [Knowledge Management] We need more sandboxes
| THURSDAY, APRIL 11, 2013
Earlier this week I wrote that practices like personal knowledge management (PKM), and its potential for enhanced serendipity can give us the underlying structure to become better hackers and more creative. What if community managers were already plugged in to other networks?
DAVE SNOWDEN [Knowledge Management] Resonance in meaning
| SATURDAY, JULY 1, 2017
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.
HAROLD JARCHE [Knowledge Management] a simpler approach to km
| TUESDAY, AUGUST 18, 2015
A recent posting for a six-week knowledge management contract was posted by the UNDP. The only way to enable the latter is to get everyone involved in knowledge sharing and then harvest what emerges. Here is a simple guide on how to enable organizational sense-making, not the mere management of data and metrics. Establish methods that enable tacit knowledge to flow. Examples of knowledge-sharing need to be made by decision-makers.
DAVE SNOWDEN [Knowledge Management] KM Hong Kong
| TUESDAY, MARCH 30, 2010
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 [Knowledge Management] Fighting the last war
| SATURDAY, JULY 4, 2009
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.
HAROLD JARCHE [Knowledge Management] networked unlearning
| MONDAY, DECEMBER 10, 2012
Social media can facilitate the sharing of tacit knowledge through conversations to inform the collaborative development of emergent work practices. But finding and weaving our knowledge networks is getting easier with over two billion of us connected by the Internet. A more descriptive term for Personal Knowledge Management might just be Networked Unlearning or connected critical thinking.
HAROLD JARCHE [Knowledge Management] The Community Manager
| MONDAY, MARCH 9, 2009
One role that will likely gain importance is that of Community Manager. The role of community manager in an organization will be to manage organizational communities of practice, communities of interest and have an understanding of some of the other communities that touch each of us. Workplace-related communities often address only the knowledge and economic aspects but as human beings we need more.
CLARK QUINN [Knowledge Management] Org Development and Social Media
| WEDNESDAY, APRIL 27, 2011
As the pieces of companies become densely interconnected, the differences between knowledge management, training, collaborative learning, organization development, internal communication, and social networking fade away. However, some of these fields are reasonably technology savvy, while others are more focused effective people processes. On principle (and for pragmatic reasons), I regularly think about how to define what I do, and to look for areas that are related.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: 800-CEO-READ publishes.
| THURSDAY, DECEMBER 9, 2010
December 09, 2010 in Innovation , Leadership , Learning , Radical Management , Storytelling & narrative | Permalink Technorati Tags : continuous innovation , delighting clients , leadership , radical management Comments You can follow this conversation by subscribing to the comment feed for this post.
STEVE DENNING [Knowledge Management] The Leader's Guide to Radical Management: Disgusting work makes.
| MONDAY, JANUARY 10, 2011
January 10, 2011 in Radical Management | Permalink Technorati Tags : delighting clients , meaning in work Comments You can follow this conversation by subscribing to the comment feed for this post. 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?
HAROLD JARCHE [Knowledge Management] Social filtering
| FRIDAY, OCTOBER 25, 2013
In personal knowledge management , the key is finding small habits that can be developed, that over time yield big results, like grains of sand. The key concept in the knowledge-based future is acknowledgment of the importance of these messengers beyond what we have been used to so far. The cure for information overload is coherent curation — data-driven discovery managed by skilled, thoughtful, and in some cases expert curators.
STEVE DENNING [Knowledge Management] Fabulous RSA Video: Radically rethinking education by Ken Robinson
| THURSDAY, JANUARY 20, 2011
For earlier posts related to applying radical management to education: Understanding the crisis in the humanities in the UK The brutal truth about education Reinventing education What works in the classroom January 20, 2011 in Education , Radical Management | Permalink Technorati Tags : change , education , Ken Robinson , paradigm , TED video Comments You can follow this conversation by subscribing to the comment feed for this post.
HAROLD JARCHE [Knowledge Management] leadership is learning
| THURSDAY, OCTOBER 1, 2015
This fundamental shift in focus is a prime example of the major organizational change required from both our education systems to our management models, as we transition into a networked creative economy. Help the Network Make Better Decisions — Managers should see themselves as servant leaders. Improve insights — Too often, management only focuses on reducing errors, but it is insight that drives innovation. This is a network management responsibility.
DAN PONTEFRACT [Knowledge Management] If I Were CEO, I’d Mandate Enterprise 2.0
| SATURDAY, JUNE 5, 2010
In 2009, the likes of Lynn Wu (IBM Research and MIT Sloan Management School), Ching-Yung Lin (IBM Watson Research Center) Sinan Aral (NYU Stern Business School and MIT Sloan Management School) and Erik Brynjolfsson (MIT Sloan Management School) produced a study entitled “ Value of Social Network — A Large-Scale Analysis on Network Structure Impact to Financial Revenue of Information Technology Consultants ” and set out to prove this hypothesis.
HAROLD JARCHE [Knowledge Management] Understanding behaviour
| MONDAY, OCTOBER 22, 2012
Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. Consider the case of medical researchers sharing their professional knowledge and findings amongst peers. In a research-oriented work environment, it makes sense to share one’s knowledge so the whole team can be more productive.
HAROLD JARCHE [Knowledge Management] Activate your knowledge
| WEDNESDAY, APRIL 17, 2013
Most of all, PKM is a framework to actually do knowledge work. It is a framework that helps move from an awareness of knowledge to activation of its use in the context of getting work done. My earliest inspiration on the power of personal knowledge management came from Lilia Efimova and her research on blogging as knowledge work. Activation of knowledge happens in the context of tasks and so the cycle continues.
HAROLD JARCHE [Knowledge Management] The Power of Pull and PKM
| WEDNESDAY, JANUARY 9, 2013
John Seely Brown & Lang Davison looks at how digital networks and the need for long-term relationships that support the flow of tacit knowledge are radically changing the nature of the enterprise as we know it. It is also an excellent reference book for understanding many facets of personal knowledge management. PKM helps people stay focused on the edges of their knowledge and look for innovation and opportunity. The Power of Pull by John Hagel.
HAROLD JARCHE [Knowledge Management] London Summer Picnic
| TUESDAY, MAY 14, 2013
The series consisted of workshops on: Personal Knowledge Management. Enterprise Community Management. For the past 18 months, Jane Hart has been hosting the Social Learning Centre , offering a wide variety of resources, coaching, and workshops. I have run several workshops as well, some alone, and others jointly with Jane. We have learned much in supporting social learning with hundreds of participants from around the globe.
DAN PONTEFRACT [Knowledge Management] Should Employees Schedule Time To Be Social?
| MONDAY, SEPTEMBER 16, 2013
I asked a question, “ how do you manage all of your priorities between work, family, friends, fun and health ?” Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice” (MIS Quarterly Vol. 1, Special Issue on Information Technologies and Knowledge Management (Mar., ” They go on to indicate “cognitive social capital plays a vital role underlying knowledge contribution.”