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  • BETH KANTER  |  THURSDAY, MARCH 15, 2012
    [Knowledge Management] What We Talk About When We Talk About Organizational Learning
    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  |  SATURDAY, MAY 6, 2017
    [Knowledge Management] False dichotomies, reality avoidance
    All the things that went wrong with Knowledge Management at the turn of the Century. Providing structure for the mess of complexity through heuristics, portfolio management of parallel safe-to-fail experiments and the like has always been a part of what we do at Cognitive Edge, but starting to look at managed transitions between domains – in both directions – is a necessary step.
  • CHARLES JENNINGS  |  MONDAY, APRIL 1, 2013
    [Knowledge Management] Managing Learning?
    Learning can only be managed by the individual in whose head the learning is occurring. Of course external factors – such as other people (especially your manager and your team), technology, prevailing culture, general ‘environmental’ factors, and a range of different elements – can support, facilitate, encourage, and help your learning occur faster, better, with greater impact and so on. But they can’t manage the learning process for you.
  • MARTIJN LINSSEN  |  THURSDAY, DECEMBER 23, 2010
    [Knowledge Management] In Defense of Data Centrism
    Home About Complexity Reading List Knowledge Management Reading List In Defense of Data Centrism John 0 comments Education System Dec 23 In the never ending search to know “what works,” we have a few choices. No comments Trackbacks/Pingbacks Tweets that mention In Defense of Data Centrism | Organizational Knowledge Design -- Topsy.com - [.] About John Dr. John Bordeaux brings 28 years’ experience working issues of national security and knowledge management.
  • ROSS DAWSON  |  TUESDAY, SEPTEMBER 24, 2013
    [Knowledge Management] Exploring the future of investment management
    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.
  • HAROLD JARCHE  |  THURSDAY, DECEMBER 26, 2013
    [Knowledge Management] Best of Friday’s Finds 2013
    Managing is a waste of time. Knowledge Leadership in the Era of Convergence – via @JonHusband. In an environment where speed, access, and tools allow workers to seamlessly collaborate across time zones, store massive amounts of data, and crowdsource the answers to difficult organizational issues, organizations that trend toward openness in the knowledge management arena will be better able to use new technologies and react to cultural and business changes.
  • DAVE SNOWDEN  |  MONDAY, JUNE 3, 2013
    [Knowledge Management] Storytelling & narrative
    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.
  • DAVE SNOWDEN  |  WEDNESDAY, NOVEMBER 30, 2016
    [Knowledge Management] The domain of disorder (i)
    One of the first tasks I set when I finally got staff in IBM’s Institute for Knowledge Management (Cynthia and part of Liza) was to create methods for the social construction of Cynefin using exemplar narratives. I might manage that in one post, it might make two. I’m out to Milan tomorrow and I am starting to feel like a Typhoid Mary for the unexpected having been in the UK for Brexit and California for Trump.
  • HAROLD JARCHE  |  MONDAY, DECEMBER 16, 2013
    [Knowledge Management] PKM and MOOC
    If we think of the MOOC as a vehicle for shared understanding, and not content delivery, it becomes the collective equivalent to personal knowledge management. Workplace training and education too often resembles modern playgrounds: safe, repeatable, easily constructed from component parts, requiring that the child bring little of their own to the experience – Johnnie Moore. When adults design for children they have a tendency to dumb things down.
  • DAVE GRAY  |  WEDNESDAY, FEBRUARY 18, 2009
    [Knowledge Management] The unbook movement
    I believe that the unbook form has real potential, especially for emerging disciplines like information design , such as user experience design , agile software development , social media , and knowledge management , as well as established disciplines which are undergoing significant change (finance? As some of you know I have been keenly interested in a movement, started by Jay Cross , called the unbook.
  • HAROLD JARCHE  |  FRIDAY, MARCH 21, 2014
    [Knowledge Management] Management is for suckers
    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.
  • HAROLD JARCHE  |  THURSDAY, AUGUST 30, 2012
    [Knowledge Management] Barriers to PKM
    A few weeks ago I asked my extended online network, “ What do you think is the biggest fear/need/barrier when it comes to adopting personal knowledge management (PKM) as a practice? ” Finding someone to talk to about PKM was a common response, as was the observation that management’s perception is often that not everyone has the same level of ability to do PKM sufficiently well.
  • HAROLD JARCHE  |  TUESDAY, JUNE 12, 2012
    [Knowledge Management] In the beginning was the blog
    ” As we start the Personal Knowledge Management workshop this week, the topic of blogs has already come up. Chris Brogan, co-author of Trust Agents , has a number of insights on blogging and engaging online. I have been blogging here for eight years and before that experimented with a few other blogs. I thought I’d compare my experience with Brogan’s recent 21 point primer for blogging.
  • HAROLD JARCHE  |  TUESDAY, OCTOBER 25, 2011
    [Knowledge Management] Knowledge filters
    Naive filtering is what too often happens in our knowledge searching. Expert filtering worked when knowledge was more stable but in an interconnected, interdependent, digital world we have to ask, who are the experts? You can also link to existing communities of expertise/interest such as KMers on knowledge management. Tweet. This graphic is part of the Seek-Sense-Share PKM model and is based on Five forms of filtering by Tim Kastelle.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 21, 2013
    [Knowledge Management] Shifting responsibility by taking responsibility
    Knowledge workers collectively make the relationship capital that creates value in the network era. They need to be not just knowledgeable, but creative as well. Knowledge workers need to take control of their networked learning. We need to build our own knowledge networks; seeking out others, sense-making, and sharing. I think that the principles of PKM can be the foundation for an aggressively intelligent citizenry that manages its own media.
  • HAROLD JARCHE  |  MONDAY, SEPTEMBER 16, 2013
    [Knowledge Management] Working the Past – Review
    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.
  • DAVE SNOWDEN  |  THURSDAY, JUNE 16, 2016
    [Knowledge Management] Cognitive Edge announces training courses for 2016 – Working with Complex Problems
    knowledge. Techniques and exercises are run through, with recommendations of how and where to apply them, examples of their use to knowledge management, transformational change, customer and employee engagement, risk management and much more. Course 2: Managing in Complexity. Topics will include: An introduction to Complexity Thinking – and its implications for leadership & management. Managing and strategising in Complexity using ABIDE.
  • EUEN SEMPLE  |  THURSDAY, NOVEMBER 29, 2012
    [Knowledge Management] Thanks Australia
    I am writing this on the plane to Hong Kong where I am doing a couple of workshops and then off to Washington for a meeting of The World Bank's Knowledge Management Commission which isn't really on the way home!! I reckon I can write that title as it does feel as if I have "done" all of it - or at least a lot of it. Twenty individual events in thirty six days, four long haul flights within Australia crossing the country from all angles, and lots of small flights and car drives.
  • DAVE SNOWDEN  |  FRIDAY, DECEMBER 2, 2016
    [Knowledge Management] The domain of disorder (ii)
    By this time I was less into knowledge management, more into complexity and sense-making. Most people who have walked in the mountains will have experienced a temperature inversion at some stage. You suddenly discover yourself standing above a sea of cloud with the odd peak visible but the vast majority of the landscape. All is quiet, all mysterious the opposite of Frost’s wonderfully evocative line The line-storm clouds fly tattered and swift.
  • MARTIJN LINSSEN  |  THURSDAY, OCTOBER 21, 2010
    [Knowledge Management] Evolve, Dammit!
    Home About Complexity Reading List Knowledge Management Reading List Evolve, Dammit! Do we even know what is expected of our children, in order to manage safely their transition to adult? About John Dr. John Bordeaux brings 28 years’ experience working issues of national security and knowledge management. John 3 comments Social Media Oct 21 Facebook privacy challenges continue as applications you trusted expose data you thought was private.
  • DAVE SNOWDEN  |  THURSDAY, NOVEMBER 10, 2011
    [Knowledge Management] … forever blunt and merciless
    Its not enough to manage the information system, you have to manage the ecology of knowledge flow within an organisation. Managing for exaption requires a degree of mess , something that the sick staggered will find it difficult to comprehend. Thirdly , knowledge management is all about communication and that doesn't just meant the top down focus that is all too common place, although it does permit it.
  • DAVE SNOWDEN  |  FRIDAY, MARCH 20, 2009
    [Knowledge Management] Ballerinas and Aircraft Carriers
    We have not even begun to scratch the surface of basic knowledge sharing and collaboration in government. Overall we need to remember that knowledge management is, to use the Greek, a matter of phronesis or practical wisdom; its the exercise of judgement and that can only be developed in action through the acquisition of habits. Seven Principles of Knowledge Management. Knowledge can only be volunteered it cannot be conscripted.
  • TONY KARRER  |  MONDAY, MARCH 16, 2009
    [Knowledge Management] Workplace Learning Professionals Next Job - Management Consultant
    But there was another significant trend in the answers… Learning and Work Converge In a world where Knowledge Work and Learning is Inseparable , finding ways to support and improve work is the same as finding ways to support and improve learning. Jay Cross in Ten Years After puts it: In a knowledge society, learning is the work. Isn't that the definition of management. The main objective of the new training department is to enable knowledge to flow in the organization.
  • HAROLD JARCHE  |  TUESDAY, APRIL 29, 2014
    [Knowledge Management] What have we learned so far?
    What have we learned so far about personal knowledge mastery? Personal Knowledge Mastery ( PKM ): A set of processes, individually constructed, to help each of us make sense of our world and work more effectively. Exercises such as network mapping are combined with the narration of work, network weaving, and how these can enable better knowledge connections. Personal Knowledge Management is not linear.
  • HAROLD JARCHE  |  SUNDAY, JANUARY 19, 2014
    [Knowledge Management] Six roles of network management
    If helping the network make better decisions is a primary role of management in the emerging economy, how does one get there? I highlighted the six roles of management in the network era in my last post and I would like to build on these and show how this is being practiced at Change Agents Worldwide. We are all knowledge managers at CAWW, sharing as we work transparently. The organizational knowledge base, much of it captured in a large wiki, constantly grows.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 21, 2010
    [Knowledge Management] Formalized informal learning: a blend we don’t need
    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.&#.
  • DAVID GURTEEN  |  THURSDAY, JANUARY 20, 2011
    [Knowledge Management] Blog Post: Facts don't necessarily have the power to change our minds.
    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.
  • DAVE SNOWDEN  |  TUESDAY, NOVEMBER 23, 2010
    [Knowledge Management] Gott ist tot (or reflections on KM keynotes)
    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.
  • DAVID GURTEEN  |  TUESDAY, JULY 27, 2010
    [Knowledge Management] Blog Post: Hot tweets: July 2010
    Other then my website and this knowledge letter of course, it is one of my main ways of sharing and communicating. Knowledge for the Public Good (Societal Knowledge Management) [link] #KM. Questioning the use of targets in a world that has been taught that if it cannot be measured, it cannot be managed [link]. More thoughts on my recent Knowledge Café at Arup [link] #km #kcafe @davidpottinger.
  • DAVE SNOWDEN  |  SATURDAY, MARCH 6, 2010
    [Knowledge Management] Information ecologies
    I was part of a small but select group discussing the information ecology of crisis management. There was a general recognition that the old style information centric knowledge management approach would not work (although many government agencies are going down that path). An interesting day yesterday in New York.
  • DAVE SNOWDEN  |  WEDNESDAY, AUGUST 5, 2009
    [Knowledge Management] KMaus09:Day two practitioner Dale Chatwin
    Dale is Director, ABS Knowledge Management (Australian Bureau of Statistics) and starts by telling us its a story of failure! The initiative was mandated top down for the IT people (around 400) following a consultancy recommendation to senior management (there in lies many a story of failure). Attention increases in the audience. They had one of the early, and sophisticated Lotus Notes systems.
  • DAVE SNOWDEN  |  THURSDAY, JULY 23, 2009
    [Knowledge Management] New approachs to government
    Narrative approaches to knowledge management. Bereavement management Northern Ireland Health Service. I will be flying on to Australia Sunday for a couple of weeks before moving on to the US. The week starts in Perth with a seminar on complexity and then a project start up on indigenous issues. Wednesday is Canberra for a range of meetings and one public slot for ActKM at the National Archives. That runs 1500-1700 and the only cost is a donation to afternoon tea.
  • DAVE SNOWDEN  |  MONDAY, JANUARY 12, 2009
    [Knowledge Management] Change for Cognitive Edge
    A second will focus on social computing and the links to knowledge management. One of the best books I have ever read on marketing is Moore's Crossing the Chasm. It looks at different periods in the life cycle of a product or service and identifies different strategies that should be adopted. In the early days you tend to deal with enthusiasts who know as much about the subject as you, so selling is conceptual or detailed.
  • TONY KARRER  |  THURSDAY, DECEMBER 14, 2006
    [Knowledge Management] Where Will the Change Come From?
    What's likely to happen here is that all sorts of innovation in learning, knowledge management, etc. A few weeks ago, I posted a summary around the November LCB Big Question "Are ISD / ADDIE / HPT relevant in a world of rapid elearning, faster time-to-performance, and informal learning?": eLearning Technology: Significant Work Needed to Help Instructional Designers Some interesting thoughts in the comments.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 2, 2013
    [Knowledge Management] Learning is the work
    It puts into question most of our management frameworks that require detailed analysis before we take action. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge. Work in complex situations requires a greater percentage of implicit knowledge, which cannot be easily codified. Research shows that sharing complex knowledge requires strong interpersonal relationships. not being managed).
  • CLARK QUINN  |  THURSDAY, MAY 1, 2014
    [Knowledge Management] Learning Quotient?
    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.
  • HAROLD JARCHE  |  TUESDAY, FEBRUARY 14, 2012
    [Knowledge Management] “you simply can’t train people to be social!”
    Tweet Over the past year I have been working on change initiatives to improve collaboration and knowledge-sharing with two large companies, one of them a multinational. The low visibility activities link directly to personal knowledge management (PKM) skills, based on the process of Seeking information & knowledge; making Sense of it; and Sharing higher value information with others. Creating a supportive social environment is management’s responsibility.
  • HAROLD JARCHE  |  FRIDAY, SEPTEMBER 13, 2013
    [Knowledge Management] Friday’s Finds 201
    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  |  SATURDAY, JULY 13, 2013
    [Knowledge Management] The Storytelling Animal
    How about knowledge management? Perhaps we should focus less on instructional design or knowledge repositories. In The Storytelling Animal , Jonathan Gottschall tells us how stories make us human. The book looks at gender differences in weaving our own stories, the cultural significance of stories, and some of the science and pseudo-science on story, narration and memory. It boils down to a simple formula, says Gottschall. Story = Character + Predicament.
  • HAROLD JARCHE  |  FRIDAY, JANUARY 18, 2013
    [Knowledge Management] As the world keeps churning, work today is all about learning
    The chapter on Clarity was directly aligned with my work on personal knowledge management. It is about seeking information and knowledge and distilling it so that you can make sense of it and then it is ready to be shared. The title of this post is what Dan Pink, in his book To Sell is Human , would call a rhyming pitch. He also discusses the question pitch , and I followed his recommendation in the Pitch chapter and developed my own.
  • HAROLD JARCHE  |  TUESDAY, JUNE 21, 2011
    [Knowledge Management] The 21st century workplace: moving to the edge
    This information can be mapped, and frameworks such as knowledge management (KM) help us to map it. We can also create tools, especially electronic performance support systems (EPSS) to do work and not have to learn all the background knowledge in order to accomplish the task. This is how simple and complicated knowledge gets automated. Complex , new problems need tacit knowledge to solve them. Sharing and using knowledge is where business value lies.
  • STEVE DENNING  |  MONDAY, DECEMBER 6, 2010
    [Knowledge Management] The Leader's Guide to Radical Management: The myth of the single.
    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.
  • STEVE DENNING  |  THURSDAY, JANUARY 20, 2011
    [Knowledge Management] Fabulous RSA Video: Radically rethinking education by Ken Robinson
    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  |  MONDAY, JUNE 4, 2012
    [Knowledge Management] Pulling informal learning
    Take a look at these 8 demand-side knowledge management principles by Nick Milton. People don’t pay attention to knowledge until they actually need it. People value knowledge that they request more highly than knowledge that is unsolicited. People won’t use knowledge, unless they trust its provenance. Knowledge has to be reviewed in the user’s own context before it can be received. Knowledge has to be adapted before it can be adopted.
  • DAVE SNOWDEN  |  SATURDAY, JANUARY 13, 2018
    [Knowledge Management] A sense of direction (1)
    The latter of these is key to managing a complex space and its form should not surprise anyone who had traditionally fairy stories read to them as a child. As a part of that move we had the emergence of the belief that the way to manage uncertainty was to define the outcome and let things manage themselves to achieve it. Business managers regard the target as a sacred object and its achievement, regardless of consequence, the only goal.
  • MARTIJN LINSSEN  |  SUNDAY, AUGUST 8, 2010
    [Knowledge Management] “Human beings are social animals. We come together two by two in.
    Home About Complexity Reading List Knowledge Management Reading List How Are You Clumping? These groups assemble to achieve distinctive aims and to provide the satisfactions of sociability…Management thinkers, influenced by economists, have been slower to see the importance of social groups in organizations. Why do economists always seem to factor in humans as if Taylor’s Scientific Management ruled the Earth?
  • DAVE SNOWDEN  |  SUNDAY, DECEMBER 7, 2014
    [Knowledge Management] Of experts and expertise
    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.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 4, 2011
    [Knowledge Management] The Hyper-social Organization – Review
    The authors on knowledge management: Of course, one of the big challenges for companies is that, unlike information or data, knowledge does not flow easily, as it relies on long-term trust-based relationships. ” Networks vs Channels: “Data and knowledge flow through channels, whereas networks allow knowledge to flow.” Tweet.
  • HAROLD JARCHE  |  FRIDAY, NOVEMBER 12, 2010
    [Knowledge Management] Normal isn’t normal anymore
    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.
  • HAROLD JARCHE  |  TUESDAY, FEBRUARY 9, 2010
    [Knowledge Management] Talking about PKM
    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).
  • CLARK QUINN  |  WEDNESDAY, OCTOBER 1, 2008
    [Knowledge Management] Training Specialist
    To me if you make the definition of "e-learning" so expansive (and yes, I realize there is overlap between e-learning and knowledge management but to classify knowledge management activities as learning seem silly) it makes the term almost meaningless. Yes, everything you do should be about learning and creating knowledge, but this is different from Learning with a Big-L and little-l learning.
  • HAROLD JARCHE  |  THURSDAY, OCTOBER 29, 2015
    [Knowledge Management] you are only as good as your network
    This involved complex knowledge about information technology, organizational behaviour, knowledge management, and social media. But I put my faith in my knowledge networks and communities of practice where I had been involved for the past 14 years. But when we are faced with a complex problem it’s too late to start engaging in a community of practice or building a knowledge network. ConnectedEnterprise Management Work
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 14, 2014
    [Knowledge Management] knowledge is personal
    Knowledge management, for me, is personal. A big conceit of the knowledge management (KM) field is that knowledge can be transferred, but unlike information or data, it cannot. Knowledge is personal. While knowledge cannot really be transferred, our experiences can be shared. They are a glimpse into others’ knowledge, more nuanced than any other communication medium. Explicit knowledge (decisions, events, procedures, etc.)
  • HAROLD JARCHE  |  SUNDAY, APRIL 18, 2010
    [Knowledge Management] Working online is different
    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  |  THURSDAY, JULY 12, 2012
    [Knowledge Management] PKM as pre-curation
    The most important part of personal knowledge management (PKM), in my opinion, is the need for active sense-making. The knowledge gained from PKM is an emergent property of all its activities. Merely tagging an article does not create knowledge. I can practice PKM and over time develop a wide variety of knowledge artifacts. I think that people who have a professional PKM framework have some of the skills and knowledge needed to be good curators.
  • DAVE SNOWDEN  |  THURSDAY, APRIL 25, 2013
    [Knowledge Management] Context, is well contextual
    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  |  FRIDAY, FEBRUARY 19, 2010
    [Knowledge Management] Information is free; Experience is expensive
    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.
  • HAROLD JARCHE  |  FRIDAY, FEBRUARY 12, 2010
    [Knowledge Management] A quotable week on Twitter
    Knowledge. snowded: Narrative as Mediator : Without the mediation of narrative there can be no knowledge transfer or learning. Without embodied knowledge there will be no wisdom. exectweets “Knowledge has to be improved, challenged, and increased constantly, or it vanishes.&# – Peter Drucker. jackvinson: PKM [personal knowledge management] in the enterprise? Here are some words of wisdom, gleaned from Twitter this past week.
  • HAROLD JARCHE  |  FRIDAY, MAY 1, 2009
    [Knowledge Management] Work is learning, learning work
    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  |  TUESDAY, JANUARY 27, 2009
    [Knowledge Management] The future of certification
    For example, I think technology in learning and performance is at this point a core skill, as are informal learning approaches and sister competencies such as knowledge management and performance consulting. At some point in the life of a discipline there is a drive toward certification. Want to be a real estate agent ? It’s a quality thing, so we’re told.
  • CLARK QUINN  |  TUESDAY, JANUARY 27, 2015
    [Knowledge Management] 70:20:10 and the Learning Curve
    Note that this assumes a good formal learning design, not rote information and knowledge test!) Still, you could think of accreting the cognitive and explicitly semantic knowledge, then restructuring that into coarse skills that don’t require as much conscious effort, until it becomes a matter of tuning a finely automated skill. My colleague Charles Jennings recently posted on the value of autonomous learning (worth reading!),
  • HAROLD JARCHE  |  MONDAY, NOVEMBER 26, 2012
    [Knowledge Management] Coherence in complexity
    The same is happening to our models for management and “change management”, as if we could manage change in the first place. Systems, such as enterprise social network tools , can assist “net work” practices like the narration of work and personal knowledge management. So while change cannot be managed, per se , organizations can be structured in ways to be more resilient to change.
  • HAROLD JARCHE  |  SUNDAY, APRIL 15, 2012
    [Knowledge Management] Three Principles for Net Work
    For knowledge workers, there is diminishing value in standardized work, as it will be either automated or outsourced over time. Standardized work usually falls into simple or complicated knowledge domains. According to the Cynefin knowledge management framework, developed by Dave Snowden, in the simple domain, “the relationship between cause and effect is obvious to all” while in the complicated domain, “the relationship between cause and effect requires analysis”.
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 13, 2013
    [Knowledge Management] Only people can let knowledge flow
    The knowledge sharing paradox is that while sharing our knowledge is good for the organization, each individual has to see a personal benefit as well. The more the enterprise directs knowledge-sharing, the less likely it will happen. Helen Blunden neatly sums up what can happen to those who freely share their knowledge. Knowledge flows when individuals actively engage in teams, communities, and networks by working and learning out loud.
  • HAROLD JARCHE  |  THURSDAY, MAY 27, 2010
    [Knowledge Management] Once more, across that chasm
    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.
  • JOHN HAGEL  |  TUESDAY, OCTOBER 4, 2016
    [Knowledge Management] Scaling Learning in an Exponential World
    Training rooms are fine for transmitting existing explicit knowledge, but not very effective for developing new shared practices. Expand learning well beyond knowledge management platforms. Knowledge management platforms have largely been organized around sharing existing knowledge. Tacit knowledge is far more valuable than explicit knowledge. Tacit knowledge becomes accessible through shared practice.
  • DAVE SNOWDEN  |  WEDNESDAY, JUNE 5, 2013
    [Knowledge Management] Adventure & security
    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.
  • HAROLD JARCHE  |  MONDAY, JULY 22, 2013
    [Knowledge Management] An organizational knowledge-sharing framework
    There is a lot of knowledge in an organization, some of it easy to codify (capture), and much (most) of it difficult to do so. Understanding how best to commit resources for knowledge-sharing should be in some kind of a decision-making framework that is easy for anyone to understand. Outputs are quite explicit, while expertise is mostly implicit knowledge. Networks can be mapped, and are therefore explicit, but interpreting them requires implicit knowledge.
  • HAROLD JARCHE  |  MONDAY, JUNE 27, 2011
    [Knowledge Management] Resetting learning and work
    Our informal learning needs will continue to grow, as Robert Kelley showed over a 20-year CMU study of knowledge workers. He asked: “What percentage of the knowledge you need to do your job is stored in your own mind?”. Here’s a quote from Peter Drucker’s 2005 article Managing Oneself, in HBR ( Slideshare Synopsis of Managing Oneself ): The challenges of managing oneself may seem obvious, if not elementary.
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 27, 2010
    [Knowledge Management] PKM in 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.
  • HAROLD JARCHE  |  SUNDAY, OCTOBER 27, 2013
    [Knowledge Management] Pushing and Pulling Tacit Knowledge
    The knowledge gained is an emergent property of all sense-making activities. These are examples of Pushing knowledge, adding value for oneself, that may in the future be useful for others. Knowledge can be Pulled by those seeking answers. Nancy Dixon describes how Rob Cross and Lee Sproull examined tacit knowledge-sharing in a large consulting firm. Sense-making is where the real personal value of PKM lies.
  • HAROLD JARCHE  |  FRIDAY, JUNE 28, 2013
    [Knowledge Management] The network is the solution
    In the latter, “ Literacy becomes a wide range of evolving information skills developed around the activities of learning – the ability to acquire knowledge and skills through the resourceful and responsible utilization of information. ” Self-instruction, the basis of personal knowledge management , is a necessity in effective peer-to-peer networks, as networks are how we will govern ourselves more and more.
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 4, 2012
    [Knowledge Management] Informal learning, the 95% solution
    It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. There are methods from knowledge management, organizational development and human performance technology, for example, that are quite useful in supporting informal learning. Integrating the best of what we know from multiple disciplines, in an evidence-based fashion, is the way to proceed and support complex, creative, knowledge work.
  • DAVE SNOWDEN  |  SATURDAY, DECEMBER 6, 2014
    [Knowledge Management] Lessons learning
    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).
  • JAY CROSS  |  TUESDAY, OCTOBER 16, 2012
    [Knowledge Management] Virtually free conference
    A dozen years ago I needed to get up to speed on business process automation, knowledge management, and workflow systems. I attended KM World in San Jose gratis and came away with great foundation knowledge. Management Innovation Meta-LearningI’m attending KM World virtually for the next two days. Presentations are being screened live. I’ll see recordings of part of this: the gun goes off at 5:45 am Pacific and I don’t do that for anybody.
  • JAY CROSS  |  TUESDAY, JANUARY 4, 2011
    [Knowledge Management] Zero switching cost
    After all, saving one’s tags is a cornerstone in Harold’s Personal Knowledge Management scheme of approaching the world. We’re committed to make Diigo the best cloud-based information management service that enables users to collect, highlight, access and share a variety of information, on a variety of devices. When my Internet Time Alliance colleague Harold Jarche switched from Delicious to Diigo, I figured I should probably do the same.
  • HAROLD JARCHE  |  TUESDAY, SEPTEMBER 8, 2015
    [Knowledge Management] learning and the future of work
    The last personal knowledge mastery in 40 days online workshop for 2015 started this week. Both complex and creative work require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Social networks can enable better and faster knowledge feedback for people who trust each other and share their knowledge.
  • HAROLD JARCHE  |  SUNDAY, SEPTEMBER 25, 2016
    [Knowledge Management] seek > sense > share for cities
    Two years ago, a number of members from UCLG (United Cities & Local Governments) participated in a personal knowledge mastery workshop. The methodology used throughout the project and the role of partners is described using Harold Jarche’s ‘Seek, Sense, Share’ learning framework as it seeks to facilitate the sharing of complex knowledge and foster a network built on trusted relationships. How cooperation enables knowledge to flow in networks.
  • STEPHEN DOWNES: HALF AN HOUR  |  MONDAY, APRIL 5, 2010
    [Knowledge Management] Personal Knowledge: Transmission or Induction?
    I still think there is a deficiency in the personal knowledge management model being discussed in various quarters. Harold Jarche points to a diagram Silvia Andreoli adds to his last post on personal knowledge management. Here it is: Now the activity happening at the centre is becoming more sophisticated, with an expanded list of processes happening, to convert data into knowledge. I don't think there is a direct flow from data to knowledge.
  • HAROLD JARCHE  |  MONDAY, MARCH 10, 2014
    [Knowledge Management] A simple approach to KM
    Knowledge management (KM) does not have to be a major enterprise effort. But the lack of KM strategy can be a drag on innovation or hamper decision-making in a knowledge intensive organization. This is mostly explicit knowledge that ensures the organizational memory remains clear on what key decisions were taken and why others were not. This will reflect implicit knowledge more so than the other two levels, and individuals can share their PKM as they see fit.
  • CLARK QUINN  |  TUESDAY, AUGUST 3, 2010
    [Knowledge Management] My Top 10 Learning Tools
    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  |  TUESDAY, JULY 31, 2012
    [Knowledge Management] PKM starts new workshop series
    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.
  • HAROLD JARCHE  |  MONDAY, APRIL 2, 2012
    [Knowledge Management] Awareness
    Tweet Part of Personal Knowledge Management is seeking sources of knowledge (Seek-Sense-Share). Wolfgang Reinhardt has looked at knowledge workers, researchers in particular, and examined how they can be aware in their fields of expertise. Wolfgang graciously sent me a copy of his PhD thesis (Awareness: Support for knowledge workers in research networks) which he will be defending on 5 April at the Open Universiteit Nederland in Heerlen.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 24, 2011
    [Knowledge Management] Taking the time to cross the chasm
    The President who gets others to handle his information needs without understanding the underlying technology infrastructure that is hampering knowledge-sharing and collaboration across the enterprise. I addressed some of these issues in social media for senior managers , as Michael Cook asked a similar question. Senior managers need to understand social media in order to support learning in social networks which will enable practitioners to produce results.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 6, 2010
    [Knowledge Management] Network Learning
    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  |  TUESDAY, AUGUST 24, 2010
    [Knowledge Management] Personal Information Management for Sense-making
    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  |  FRIDAY, JULY 16, 2010
    [Knowledge Management] From Mark Twain to the Future
    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.
  • HAROLD JARCHE  |  THURSDAY, JULY 8, 2010
    [Knowledge Management] Schwerpunkt: Management
    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  |  TUESDAY, JUNE 22, 2010
    [Knowledge Management] Seeing motivation with new eyes
    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  |  WEDNESDAY, MARCH 17, 2010
    [Knowledge Management] Sense-making
    The term personal knowledge management (PKM) isn’t about management in a business sense but rather how we can manage to make sense of information and experience in our electronic surround. Knowledge – connecting information to experience (know what, know who, know how). Management – getting things done.
  • HAROLD JARCHE  |  FRIDAY, JANUARY 15, 2010
    [Knowledge Management] Learning is the Work
    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  |  MONDAY, APRIL 27, 2009
    [Knowledge Management] Learning products
    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  |  MONDAY, MARCH 9, 2009
    [Knowledge Management] The Community Manager
    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.
  • HAROLD JARCHE  |  THURSDAY, FEBRUARY 19, 2009
    [Knowledge Management] 5th Anniversary
    My personal knowledge base is now over 1,400 blog posts with +3,000 comments. I have settled on an average of 15 per month which seems to be enough for personal knowledge management (implicit => explicit) and I don’t feel under pressure to publish. On 19 February 2004, I went down the rabbit hole and started this blog: This is where I post my thoughts and comments on ideas, events or other writings that are of a professional interest to me.
  • HAROLD JARCHE  |  THURSDAY, MARCH 12, 2009
    [Knowledge Management] Sense-making with PKM
    In looking at how we can make sense of the growing and changing knowledge in our respective professional fields, I see two parallel processes that support each other. We constantly go through a process of looking at bits of information and trying to make sense of them by adding to our existing knowledge or testing out new patterns in our sense-making efforts. Tags are labels that can be attached to digital knowledge objects and an objects can have many labels.
  • JANE HART  |  THURSDAY, FEBRUARY 11, 2016
    [Knowledge Management] The 2 views of workplace learning: L&D and Employee
    Currently , it tends to look something like this: L&D focus all their attention on creating and managing classroom training and/or e-learning. Modern views about workplace learning are very different – rather than forcing employees to do things in the traditional ways that L&D can manage and control, L&D practices now move in line with employee working and learning patterns.
  • JANE HART  |  MONDAY, MARCH 11, 2013
    [Knowledge Management] Supporting self-managed team learning in the organisation
    But what these both have in common is that they are still a “ managed learning ” process. In this and my next post I am going to look at self-managed learning in an organization, and how that might be supported and scaffolded. Today I’m going to look at “supporting self-managed team learning”, and next time I will consider ”supporting self-managed personal and professional learning”.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 9, 2013
    [Knowledge Management] Future of work is complex, implicit and intangible
    The relationship between intangibles and tangibles reminds me of the implicit/explicit knowledge continuum. The explicit/tangible side is easier to measure, so that is where most management methods have concentrated their efforts. With the increasing complexity that networks bring, implicit knowledge-sharing becomes more important as well, but this is often ignored by both training and knowledge management programs.
  • HAROLD JARCHE  |  MONDAY, APRIL 15, 2013
    [Knowledge Management] The Connected Workplace
    But both require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships. Social networks can enable better and faster knowledge feedback for people who trust each and share their knowledge. Working smarter in the future workplace starts by organizing to embrace networks, manage complexity, and build trust.
  • DAVE SNOWDEN  |  WEDNESDAY, JUNE 4, 2014
    [Knowledge Management] Judge not, but enable judgement
    One of these is to use SenseMaker® to provide a more effective feed into Net Promoter Score (NPS) and the other with a similar dramatise personæ to start the process of formalising our knowledge management offering. The market life cycle has moved on and our offering strategy needs to reflect that much of the work we (and others) have done to establish complexity as a new approach to management is paying off.
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