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Km World 09 Pkm Wkshp Sbjh111609
The document discusses building a learning organization and personal knowledge management (PKM). It argues that in today's interconnected workplace, knowledge increasingly resides in social networks rather than institutional structures. Effective PKM requires cultivating collaborative relationships and tapping into other people as important sources of information, expertise and validation. Building a learning organization necessitates aligning personal and organizational goals to foster deeper communication, collaboration and fulfillment.
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Km World 09 Pkm Wkshp Sbjh111609
- 1. Building a LearningOrganization: Models for Personal KM (PKM) Jon Husband and Steve Barth
- 2. kevinmarks says@jobsworth we live in a deeply personal and interconnected world, but now enterprises are noticing #defrag
- 3. "I wish thesoftware 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, bu t have to pull teeth to find anything useful when I go to work ? "
- 4. A New SetOf 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 ?
- 5. R Barsalo, SAT,2005
- 6. 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…
- 7. Today's Increasingly InterconnectedWorkplace Continuous flows of information, people increasingly interconnected: What (We Think) It Means - Increasing Complexity & Uncertainty - Wirearchy - Mass Customization of Work
- 8. 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
- 9. From Hierarchy toWirearchy
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- 12. Mass Customization ofWork 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
- 13. Mass Customization ofWork “from the outside-in” The “Job” 20 yrs. of “diversity” Social Values Legislation Lifestyles Demographics IT and the Web Education
- 14. Mass Customization ofWork “from the inside-out” The Person The "Job" 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
- 15. 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
- 16. Social & OrganizationalNetworks Interconnected networks of people and information are key Causes “flow” of information & knowledge Information in context creates knowledge Knowledge is what “triggers” action
- 17. Why Should WeCare ? 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
- 18. “ Rather thanbeing 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
- 19. Collaborative relationships arevery 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
- 20. A Story aboutMaking a Difference
- 21. Introductions Please introduceyourselves with a story about when your or another person's unique contribution or perspective made a difference in outcomes at your organization
- 22. Intuition's Role Whatis it ? Your opinion How do we know it when we see it / feel it ? Others' peoples' role in developing our intuition
- 23. Did you decidebased on: Evidence? Experience? What’s in it for Me?
- 24. Reconsider personal gainas ... 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
- 25. Bottom-up: natural= successful What makes the connection real ? What instantiates initial trust ?
- 26. Drucker’s “Managing Oneself”What are my strengths? How do I perform? What are my values? Where do I belong? What should I contribute?
- 27. Knowledge and/or Learning?What is the relationship? Similarities Differences
- 28. Social cohesion dependson 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…
- 29. Dunbar Numbers Naturalscales: 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 KMWorld & Intranets 2007
- 30. Orders of SocialMagnitude
- 31. Six Degrees ofConnection (or, 10,000 maniacs in my hive)
- 32. The universe haslost 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 Berto ld Brecht)
- 33. PKM isn’t bottomup (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
- 34. Learning Loops KMWorld& Intranets 2007
- 35. Deep End forsustainable 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
- 36. The foundations ofany 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
- 37. Corporate and personalgoals 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
- 38. 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
Editor's Notes
- #18 IBM research on informal networks in 30 Fortune 500 companies Results - SNA facilitates collaboration within strategically important groups - SNA improves integration after strategic change initiatives - Breakdowns can happen (across functional, hierarchical, geographic and organizational boundaries)
- #30 Sense-Respond Sense-Respond/Adapt Sense-Respond-Outcome-Adapt Outcome=Environment Environment 1 …Environment 2 E 1+ E 2 = “Change”
- #35 Sense-Respond Sense-Respond/Adapt Sense-Respond-Outcome-Adapt Outcome=Environment Environment 1 …Environment 2 E 1+ E 2 = “Change”