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Barriers to Knowledge Work

Harold Jarche

If sense-making is a key part of knowledge work and is also essential for both innovation and creativity, does the average workplace help or hinder sense-making? Sharing is necessary in almost all work contexts today and it is through sharing that we can inspire and be inspired.

Facilitating Knowledge Work #wolweek

Clark Quinn

In the course of some work with a social business agency, was wondering how to represent the notion of facilitating continual innovation. This representation emerged from my cogitations, and while it’s not quite right, I thought I’d share it as part of Work Out Loud week.

Personal Learning Knowledge Work Environment

Tony Karrer

world that included a post by Bill Ives - Managing Personal Knowledge: Setting a Foundation for Transformation? adoption is getting folks to manage their personal knowledge and adopt practices like blogging for personal knowledge management (PKM) and personal learning. Learning-Knowledge-Work - they really are the same and I need to do them all at once. If you make these independent and distinct, it will be really annoying for us knowledge workers.

Knowledge work revisited

Harold Jarche

In knowledge work (2004) I commented on how Lilia Efimova described the main uses of blogs for knowledge work: personal knowledge repositories, learning journals, or networking instruments. Another point in Lilia’s paper is that knowledge work is “discretionary behavior&# , in that knowledge workers have to be motivated to do knowledge work. Many companies are tryng to find ways to motivate their knowledge workers.

Knowledge Work Types

Tony Karrer

Several people have asked for some clarification on my definition of Concept Work and Concept Workers. To help clarify this and to begin thinking through implications for Work Literacy Skills , I went back through a couple of different sources. Thomas Davenport classifies Knowledge Work Types in Thinking for a Living: How to Get Better Performances And Results from Knowledge Workers using a variety of classifications. One was based on the complexity of the work.

7 essential facets for enterprise knowledge sharing

Harold Jarche

Most large organizations today have some suite of social tools to share information and knowledge. Based on work with several clients over the past few years, I have identified seven essential facets for enterprise social networks. This is how teams work.

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 127

The Evolving Social Organization

Harold Jarche

Innovation abounds in the early stages and knowledge capitalization is aided by a common vision of the business. As organizations grow, the original simplicity gets harder to maintain. Current management wisdom – based on Robin Dunbar’s research ; the size of military units through history; and the work of management experts such as Tom Peters – considers the ideal size of an organization to be around 150 people. Knowledge-Based View.

Why PKM?

Harold Jarche

Here is a short video introduction on why personal knowledge mastery ( PKM ) is becoming a required skill and mindset for professionals today. We continue to see that labour has diminishing value as routine work keeps getting automated. Your Work?

PKM 147

Changing how people and organizations interact

Harold Jarche

There is little doubt that rigid, hierarchical command and control is not working very well in any field, including its originators: the military and the church. Listen, set an example and be a coach in your work. Jon Husband has recently published a paper, What is wirearchy?

the bridge from education to experience

Harold Jarche

Given the dominance of knowledge work in the modern workplace, the cognitive apprenticeship model may provide some insight. While cognitive apprenticeship was originally designed for teachers working with students in a formal setting, it can be used in the workplace as well.

networks are the new companies

Harold Jarche

Economic value has been redistributed to creative workers, and then diffused through knowledge networks. In an interview with Stowe Boyd, Nilofer succinctly explains several of the pieces that must come together in structuring work in the network era. Innovation SocialBusiness Work

cooperation makes us human

Harold Jarche

Automation of procedural work is accelerating. What was considered knowledge work yesterday will be routine tomorrow, and workers will be replaced by software and machines. We should not try to work more like machines in order to compete with them.

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.” PKM is based on playfully seeking knowledge, not task-driven searching.

The connected leader

Harold Jarche

They made an effort to share their knowledge and expertise more widely. . Leadership, like culture, is an emergent property of people working together. For example, trust only emerges if knowledge is shared and diverse points of view are accepted.

PKM 154

Engaging Knowledge Artisans

Harold Jarche

Every organization today is trying to address the changing nature of work, driven by rapid technological change, and made more complex by global changes in economics, politics, and resources. But what about our structures that organize how people work together?

mastery and models

Harold Jarche

Personal Knowledge Mastery. These disciplines have influenced my professional work which is based on individuals taking control of their learning and professional development and actively engaging in social networks and communities of practice.

PKM 56

digital transformation skills

Harold Jarche

Oscar Berg has further developed his digital collaboration canvas that describes nine capabilities required for collaborative knowledge work. The foundation for these skills is a democratic organization based on loose hierarchies and strong networks.

Skills 112

strategic transformation of workplace learning

Harold Jarche

Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? Strategic transformation is more than changing what you work on.

beyond the reach of automation

Harold Jarche

Here are some thoughts on how the increasing automation of knowledge work can be addressed by a new approach to organizational leadership. Any work that is routine will be automated. Jobs that only do routine work will disappear. democracy at work.

leadership is learning

Harold Jarche

About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric.

Wirearchies are smarter than the sum of their parts

Harold Jarche

Many parts of knowledge work have been routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems. Work in the network era needs to be cooperative and collaborative, and organizations have to support both.

Management in Networks

Harold Jarche

Collaboration is working together toward a common objective. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing.

Industrial disease

Harold Jarche

In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Knowledge workers today need to connect with others to co-solve problems but the best tools to do this are often outside the enterprise.

Knowledge sharing paradox revisited

Harold Jarche

The knowledge sharing paradox is that enterprise social tools can constrain what they are supposed to enhance. People will freely share their knowledge if they remain in control of it because knowledge is a very personal thing. I don’t see the reverse working.

Connecting Companies and Markets

Harold Jarche

Management in the Network Era: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured. In such a work environment, trust emerges.

Informal learning is a business imperative

Harold Jarche

These characteristics of jobs and work environments call for different approaches to training and development.” [see I connected this to the whole notion of simpler work getting automated and outsourced usingTom’s framework. complexity Informal Learning Work

Moving forward with Social Collaboration

Harold Jarche

This is a network of progressive and passionate professionals, who really want to bring about substantive change in how work gets done. This is how I would describe what Change Agents Worldwide is trying to achieve: We know that people have always sought meaning in their work.

Social learning is for human work

Harold Jarche

This past week I came across the theme of the changing nature of work several times. As computers transcend many human capabilities and work is dehumanized , we must focus on the skills and abilities where humans excel beyond any imaginable machine capability. SocialLearning Work

Will offices still exist in the future?

Ross Dawson

In my keynote I talk about the driving forces of change in work and organizations, the changing nature of the workspace, and the leadership required to create the next phase of work. Until recently there were two major workspaces for knowledge work: offices and field work. Some of the reasons that large organizations will continue to exist are predicated on capital and infrastructure. Future of work Social trends Uncategorized

PKM: the basic unit of social business

Harold Jarche

The main benefits for networked organizations do not lie in the outcome from teams, but in individual knowledge acquisition, in the ability to connect with the right people and to access the right information at the right time. Teams are for sports, not knowledge work.

PKM 121

Leadership for the Network Era

Harold Jarche

Power shifts as a society’s organizing principles change. Niels Pflaeging states that, “ All organizations know three kinds of power, and two forms of leadership “ Hierarchy is necessary for (and only for!) Leadership training usually does not work.

The right information is not enough

Harold Jarche

There is quite a bit of research on the significant value of making the right information available to the right person at the right time – and quite a bit of research shows clearly that Enterprise Search has a direct impact on the success of organizations.

Search 107

Build trust, embrace networks, manage complexity

Harold Jarche

A new model for work is required. They work well when information flows mostly in one direction: down. In matrix management people have more than one reporting line and often work across business units. Most organizations still deal with complexity through reorganization.

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.

Learning is the work

Harold Jarche

Work is learning and learning is the work. Because the nature of work is changing. For example, automation is replacing most routine work. That leaves customized work, which requires initiative, creativity and passion. Share to inspire through your work.

United by networked and social learning

Harold Jarche

Tweet In technologies for collaboration and cooperation I looked at how the differences between structured/informal and goal/opportunity oriented activities influence the design of the work/learning environment. Work Teams need to get things done. SocialLearning Work

L&D Value

Clark Quinn

What I suggested as a response to her question was that individuals and communities would take over responsibility for learning, and work to create environments to support a richer variety of learning. If they went further, and were also facilitating the ability for the organization to continually innovate – fostering communication and collaboration via tools, practices, and culture – they’d be key to getting people to provide their best.

To learn, we must do

Harold Jarche

In 2007 I started blogging with the intention of learning and trying to determine if blogging and other online tools could be useful for my organization. I did not ask my organization, I just did it. PKM is as much a life skill as a work skill.

Informal learning, the 95% solution

Harold Jarche

It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. Supporting informal learning at work is not as clear-cut as something like ISD. To create real learning organizations , there is a choice.