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? Related: Why PKM Part 1.

PKM 275

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

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PKM: The Book

Harold Jarche

I have been writing about personal knowledge management on this blog since 2004. PKM helps individuals, organizations, and society. The more and better we share our knowledge, the more resilient become our networks. We are just finishing our third PKM online workshop.

PKM 207

Social Learning, Complexity and the Enterprise

Harold Jarche

Tweet The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards. ~ Social.

digital transformation skills

Harold Jarche

Oscar Berg has further developed his digital collaboration canvas that describes nine capabilities required for collaborative knowledge work. Collaboration is working together for a common objective, while cooperation is openly sharing, without any quid pro quo.

Skills 278

To learn, we must do

Harold Jarche

As I was preparing to start our online PKM workshop last night, I came across one of the best articles that I have read in a long while that reflects the value of what the PKM framework supports. PKM is as much a life skill as a work skill. To learn, we must do.

working collaboratively and learning cooperatively

Harold Jarche

Learning and development (L&D) practices reflect this priority on error reduction.But knowledge work, especially creative work, is not mere production. Insights usually come while working, resting, and playing — not while undergoing formal education or training.

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 social networks operate.

the future of human work

Harold Jarche

Just as few people do work that requires pure physical labour today, soon few of us will do routine, procedural, standardized knowledge work. Could teaching be trumped by a learning machine? They learn what works, what doesn’t and deliver ever better performance.

PKM 205

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 280

Connected leadership is not the status quo

Harold Jarche

Connected organizations must learn how to deal with ambiguity and complexity. The connected workplace is all about understanding networks, modelling networked learning, and strengthening networks. This is succinctly explained in the definition of wirearchy : a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. Cooperation makes for more resilient knowledge networks.

Fluctuating support networks

Harold Jarche

Judith passed on a couple of papers which I found most interesting, as she has looked deeply into the theory behind the need for what I would describe as social learning networks. As an informal response to the formal organization, fluctuating support networks deviate from the conventions of the formal organization and provide network members with a venue for fulfilling unmet social and psychological work-related needs.

Ten reasons

Harold Jarche

Jane Hart posted a tongue-in-cheek video on 10 reasons to ban social media with the caveat, “Be careful who you show this video to – they might actually believe it &#. “What sort of learning process takes place in the minds of learners when using Twitter?&# It may seem ludicrous to suggest it but how do we link social learning with the bottom line? Here is just a sampling of what’s already been discussed, much of it via social media.

PKM 201

The Evolving Social Organization

Harold Jarche

Innovation abounds in the early stages and knowledge capitalization is aided by a common vision of the business. 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. However, knowledge, and the acquisition of new knowledge, are still key factors for innovation and effectiveness.