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Presentation developed by Steve Barth and Jon Husband to support workshop on PKM at KMWorld09
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Building a Learning Organization: Models for Personal KM (PKM)
Jon Husband and Steve Barth
kevinmarks says @jobsworth we live in a deeply personal and interconnected world, but now enterprises are noticing #defrag
"I wish the software I used every day at work allowed me to find what I want; discover what I need to know - along with surprises; and connect with people I don't even know to get my job done, learn more, and work in an enjoyable place."
Or much more narrowly:
"Why can I find what I need with Google on the Web, but have to pull teeth to find anything useful when I go to work?"
A New Set Of Conditions ?
Plugged into … and surrounded by…
the Web, integrated software
streaming real-time images and information
Are these conditions causing fundamental change to the ways we work and live ?
R Barsalo, SAT, 2005
Rapid… and Ongoing … Evolution
Software - smarter and more integrated
Interconnectivity continues to grow…
Internet-literate generations streaming into the workforce… (social too)
New business models and new ways of working are emerging…
Today's Increasingly Interconnected Workplace
Continuous flows of information, people increasingly interconnected:
What (We Think) It Means
- Increasing Complexity & Uncertainty
- Wirearchy
- Mass Customization of Work
Increasing Complexity and Uncertainty
Turbulent Environments Unexpected changes Uncertainty Unintended
consequences Complexity
Weisbord 1993
Active Adaptation Principles Flexibility Innovation/creativity Social responsibility
Participation and collaboration
From Hierarchy to Wirearchy
Jon Husband, 2001
Knowledge Worker - 2010
Mass Customization of Work
Mass Customization Adapting products, services or activities that are
used or carried out by large numbers of people to the specific needs of individuals or small groups/niches
Necessary response to increasingly complex environment & continuously changing conditions
Concept popularized by Stan Davis
Mass Customization of Work“from the outside-in”
The “Job”
20 yrs. of “diversity”Social Values
LegislationLifestyles
DemographicsEducation
Mass Customization of Work“from the inside-out”
The Person
My “style” of
working
The other things I want to do
The other things I need to do
Who I
really am
My long-
term
goals
My short-term goals
The choices available to me
My rights
Other People - Most Important Source of Information
People seek critical information from other people far more frequently than from impersonal sources
People seek information from other people regardless of the issue
Solutions – direct answers Meta-knowledge – point to other sources of
answers Problem Reformulation – help reframing an issue Validation – validating plans, ideas, thinking Legitimating – it’s OK
Social & Organizational Networks
Interconnected networks of people and information are key
Causes “flow” of information & knowledge
Information in context creates knowledge
Knowledge is what “triggers” action
Why Should We Care ?
Where Work Happens
Lack of boundaries
Informal networks increasingly important
Where Knowledge Lives
Rely on people for information
People can provide more than databases
Where People Engage
Join and commit to people
Trust builds up in relationships
But…
Invisible
Different than formal structure
“Rather than being nurtured by institutionalized group structures, … workers are increasingly thrown back on their own individual resources. … access to labor and information comes through workers' own social networks - structures which they must carefully propagate and cultivate themselves...”
However ...
Bonnie Nardi
Collaborative relationships are very often point to point--two people having a conversation, acting as apertures for the knowledge of others in the network behind them, as well as the organizations they represent
A Story about Making a Difference
Introductions
Please introduce yourselves with a story about when your or another person's unique contribution or perspective made a difference in outcomes at your organization
Intuition's Role
What is it ? Your opinion
How do we know it when we see it / feel it ?
Others' peoples' role in developing our intuition
Did you decide based on:
Evidence?
Experience?
What’s in it for Me?
Reconsider personal gain as ... personal satisfaction
Sometimes people want to know what’s in it from me
We can only be egocentric, but that doesn’t mean selfish or egotistic
Bottom-up:
natural = successful
What makes the connection real ?
What instantiates initial trust ?
Drucker’s “Managing Oneself”
What are my strengths?
How do I perform?
What are my values?
Where do I belong?
What should I contribute?
Knowledge and/or Learning?
What is the relationship?
Similarities
Differences
Social cohesion depends on social grooming for primates, but led to language for us. Gossip may have been a greater evolutionary driver than hunt coordination. (60% of modern conversation is small talk)
Community size determined by size of more intimate group sizes
Sweet spot sizes for different types of group at (roughly) 5, 15, 50, 150, 500, 1500, 5000…
Dunbar NumbersDunbar Numbers
• Natural scales: 5, 15, 50, 150, 500, 1500, 5000
• Neocortex size limits ability to model other people’s mental states (to 7 levels of recursion)
• Social cohesion depends on social grooming… or gossip (% of conversation is small talk)
• How relates to Nardi
29KMWorld & Intranets 2007
Orders of Social Magnitude
Six Degrees of Connection(or, 10,000 maniacs in my hive)
The universe has lost its centre overnight, and woken up to find it has countless centres. So that each one can now be seen as the centre, or none at all.” (Life of Galileo, by Bertold Brecht)
PKM isn’t bottom up (or edge-in), but self-organizing (inside out)
Each of us is the centre of our own universe
–almost concentric
–almost identical to the universes of our peers
Learning LoopsLearning Loops
34KMWorld & Intranets 2007
Deep End
for sustainable transformation, integrate personal and organizational values (and tools)
Teams, networks and markets are consequences of individual values and behaviors
The combinations and interactions determine the emergent properties of the group
The foundations of any true knowledge-sharing culture are:
– leadership, – trust, –adaptability to changing conditions
Shared values derive from the deeply held attitudes and assumptions of each member of an organization or community
Corporate and personal goals must be aligned for long-term success through sustainable growth and deeper fulfillment
Today's knowledge-intensive environments require new cognitive and social skills and tools to support and grow the efficiency and effectiveness of communication and collaboration
In an always-on, every-which-way connected era, the ultimate competencies will be the ability to:
–Stay connected to oneself in the midst of continuous flows and changes
–Make connections with other people in ways that are effective personally and for the purposes of organized activities
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