Managing information and knowledge

Here are some of the things I learned via Twitter this past week.


“Your brain is most intelligent when you don’t instruct it on what to do” ~ Nassim Nicholas Taleb – via @KareAnderson

@adriarichards: “You do a disservice to entire STEM [science, technology, engineering, mathematics] community when you don’t think about bridging the gap between your knowledge and a layperson’s experience.

Can there really be Too Much Information? via @jrobes

Information rules all of our lives. In fact, DNA, the building block of our bodies, is “the quintessential information molecule,” writes journalist James Gleick in his new book, The Information: A Theory, a History, a Flood. Yet all this information can be overwhelming and difficult to use effectively. In advance of Gleick’s appearance at Zócalo on March 15, we asked [five] experts whether more information is always a good thing.

Information overload and innovation by @rhillard

Business and government innovation is best measured by the new connections it adds to society and the organisations that support it rather than by the quantity of transient data that becomes persistent or even the amount of truly new data. Adding something new adds the greatest value to the people that it serves when it increases the number of connections.

A little more on not doing KM – via @DavidGurteen

The potential of KM [knowledge management] is enormous but many KM projects have failed to live up to expectations. Why?

  • KM projects are NOT focused on the business
  • KM projects are tough
  • KM project leaders are often inexperienced
  • KM projects poorly conceived
  • Lack of senior management support

every single organization has an informal network where 70% of the work takes place” by @dustinmattison

Work usually doesn’t get accomplished the way management sees it formally. The problem with formality is the fact that you really cannot foresee every circumstance that takes place in an organization, especially unanticipated circumstances. For example, a mid-level manager is called into his boss and she says that “we need to do a project and my idea is to do it in such as way, now go ahead and put it together and let me know if you have any questions.”

You will typically see that mid-level managers going back to his or her section and calling people together where he needs participation on a project. The first thing they will do is try to figure out exactly what the instructions entail. The thing to keep in mind is that every person has to interpret something in their own way. There is no way that two or more people see something in exactly the same way. The management needs to interpret those instructions and have an interaction with his/her people and try to determine what needs to get done.

The Power of Conversations by @charlesjennings

We rarely, if ever, work and learn alone. We reach our goals and contribute to our organisations’ objectives in a social context. In the maelstrom of our digital communications age the need to think ‘socially’ is more important than ever.


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