Harold Jarche

Knowledge Management for Decision Memories

Harold Jarche

As Brian Gongol notes: If a capital project has an expected service life of 20 to 30 years, it’s entirely possible that people working in an institution in their 20s will be middle or upper-level managers in the same institution by the time the project has to be replaced or upgraded.

Institutional Memory and Knowledge Management

Harold Jarche

The main themes are: Memories are captured as knowledge artifacts, each limited by what it can convey, depending on its nature and the knowledge of recipient. Knowledge management can provide a structure to capture institutional memory, but it requires more than one approach.

Trending Sources

Becoming personal knowledge managers

Harold Jarche

Tweet Nick Milton highlights an overview of knowledge management (KM) from Susan Camarena , CKO at the Federal Transit Authority, which includes: How do we implement KM? This is the root of personal knowledge management (PKM).

Loose hierarchies for knowledge management

Harold Jarche

Knowledge-sharing practices are highly contextual. This makes sense when you consider that knowledge sharing is deeply personal as well as social, so it reflects the larger culture and the particular workplace.

stories connect knowledge

Harold Jarche

“Perhaps the most central thrust in KM [knowledge management] is to capture and make available, so it can be used by others in the organization, the information and knowledge that is in people’s heads as it were, and that has never been explicitly set down.” — KM World.

PKM 130

you are only as good as your network

Harold Jarche

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.

personal knowledge management & wisdom

Harold Jarche

And while there are different ways to think of knowledge – processed, procedural, propositional – this model I think adheres to a more basic view. Data does not create information; information does not create knowledge and knowledge does not create wisdom.

PKM 11

The Seek > Sense > Share Framework

Harold Jarche

Simple standards facilitated with a light touch, enables knowledge workers to capture, interpret and share their knowledge. Personal knowledge management is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively.

This is my work

Harold Jarche

Democratic workplaces that foster trust can share knowledge better and faster. To this end, I am a keen subversive of many of the last century’s management and education practices. Personal Knowledge Management.

knowledge is personal

Harold Jarche

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. Explicit knowledge (decisions, events, procedures, etc.)

network management update

Harold Jarche

You cannot manage a network. As networks become the dominant organizational form, the way we think about management has to change, as well as the way those in positions of authority try to influence others. Management in networks is fuzzy. Principles of Network Management.

my pkm story

Harold Jarche

It has been over 10 years that I have examined, practiced, and developed models for personal knowledge management/mastery. I started down the path of personal knowledge mastery in 2004, inspired by Dave Pollard , Denham Gray , and others. “To

PKM 121

filter failure is not acceptable

Harold Jarche

The challenge for any organization dependent on knowledge is to ensure that implicit knowledge from those closest to customers and the external world informs the explicit knowledge that is shared throughout the company. Knowledge flow has to continuously become knowledge stock.

What have we learned so far?

Harold Jarche

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. Personal Knowledge Management is not linear.

Management in Networks

Harold Jarche

It is also what most managers focus on. This emphasis on collaboration blinds managers. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. Knowledge networks differ from company hierarchies.

Building institutional memory, one story at a time

Harold Jarche

Institutional memory, which I wrote about recently , is a mixture of explicit and implicit knowledge sharing. Is it how-to knowledge, like a trade secret formula, or is sit certain practices and norms that define the culture?

a simpler approach to content management

Harold Jarche

I was recently asked what I thought about content management systems (CMS); how content should be developed; whether generational differences should be considered; and how to keep content relevant. People with more diverse and deep knowledge networks get better information.

digital workforce skills

Harold Jarche

Digital Sense Making + Personal Knowledge Management [Mastery]. Connecting people and knowledge is the focus of personal knowledge mastery. The discipline of PKM helps each person become a contributing node in a knowledge network.

Skills 124

Organizational Learning in the Network Era

Harold Jarche

Edwards Deming, American management visionary, understood that systemic factors account for most organizational problems, and changing these has more potential for improvement than changing any individual’s performance.

Sense-making for success

Harold Jarche

Even so-called knowledge workers were being regularly downsized, as the corporations called it. Whether you call yourself a knowledge artisan or are just trying to keep up with your profession, you have to take charge of your own learning and development. image by @gapingvoid.

The only knowledge that can be managed is our own

Harold Jarche

“Every amateur epistemologist knows that knowledge cannot be managed. Education has always assumed that knowledge can be transferred and that we can carefully control the process through education. The only knowledge that can be managed is our own.

Inspiration for Working Out Loud

Harold Jarche

” Initial inspiration for PKM came from Lilia Efimova , whose blog was a view on her doctoral research into knowledge-sharing. It’s International Working Out Loud Week , also known as #WOLWeek.

PKM in 34 pieces

Harold Jarche

SEEK: The Five forms of filtering by Tim Kastelle are a good way to understand how to approach the digital surround and our way to seeking new knowledge. Judgement Filters: Naive filtering is what too often happens in our knowledge searching.

PKM 145

Don’t worry, nobody can steal your knowledge

Harold Jarche

Why do I share my knowledge? I could not share my knowledge with you, if I wanted. There is no such thing as knowledge transfer. Data and information can be transferred, but not knowledge. For me, PKM is a set of practices I can use to better articulate my knowledge.

becoming collectively smarter

Harold Jarche

People need to learn and work in networks, shifting their hierarchical position from teacher to learner, or from manager to contributor. It is becoming obvious in many fields that we are only as good as our knowledge networks.

Three types of KM

Harold Jarche

In an organizational knowledge sharing framework , I put together several ideas to show how knowledge could be shared and codified. As I explain this to others I realize that these ideas go against many established assumptions about knowledge in organizations.

Types 135

PKM in 2013

Harold Jarche

“The basic unit of social business technology is personal knowledge management, not collaborative workspaces.” Personal knowledge management (PKM) is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively.

PKM 141

An organizational knowledge-sharing framework

Harold Jarche

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.

Types 139

temporary, negotiated hierarchies

Harold Jarche

This is full autonomy which is necessary for the network era, because you cannot manage a network. Principles of Network Management. Management in networks is fuzzy. The duty of being transparent in our work and sharing our knowledge rests with all workers, especially management.

Only people can let knowledge flow

Harold Jarche

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.

The Connected Workplace

Harold Jarche

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.

Skills 141

carpe diem

Harold Jarche

My Master’s degree was in adult education and not much use in the field of knowledge management or human performance technology, the main focus of my work for my first two civilian jobs. How to manage client expectations. How to build a trusted knowledge network.

Pushing and Pulling Tacit Knowledge

Harold Jarche

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.

learning and the future of work

Harold Jarche

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.

Why do I need KM?

Harold Jarche

” This illuminates an observation made by Thierry deBaillon , which I have often quoted, “The basic unit of social business technology is personal knowledge management, not collaborative workspaces.”

serendipitous drip-fed learning

Harold Jarche

My knowledge of biology is quite limited. We share an interest in knowledge management and PKM , but Shaun has a background in agricultural science of which I know nothing. More of my knowledge and understanding is coming through my network.

Future of work is complex, implicit and intangible

Harold Jarche

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.

Social Learning Handbook

Harold Jarche

But both complex and creative work require greater implicit knowledge. Implicit knowledge, unlike explicit knowledge, is difficult to codify and standardize. Implicit knowledge is best developed through conversations and social relationships.

Three Principles for Net Work

Harold Jarche

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. This is how simple and complicated knowledge continuously gets automated.

Coherence in complexity

Harold Jarche

The same is happening to our models for management and “change management”, as if we could manage change in the first place. So while change cannot be managed, per se , organizations can be structured in ways to be more resilient to change.