organizational transformation through pkm

“Those of us who work in organizational development and change management need to move to the edge, and quickly. You have been warned.” – Helen Bevan

Five Seismic Shifts are changing the world of work:

  1. Disruptive change is becoming the norm
  2. Digital connection is revolutionizing communications
  3. Work complexity is increasing
  4. Hierarchical power is diminishing
  5. Change is coming from the edges of the organization

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democracy at work

It has been said that democracy is the worst form of government except all the others that have been tried.” – Winston Churchill

Our society has tried many ways to organize work over the years, yet real democracy is a form that few have attempted. The need to control people runs deep in our work cultures. Managers have ‘direct reports’ and humans are regarded as ‘resources’. The need for command and control stems from inadequate means to effectively communicate. But in the past decade we finally have the circumstances where almost anyone can communicate with almost everyone. Hyperlinks have truly subverted hierarchy, even though institutional and market hierarchies are doing their utmost to prevent or control this. Oligopolies control most of our communications media, even democratic states run surveillance operations on their citizens, and many workplaces monitor all mediated communications. These are reactionary attempts to stop what has the potential to be the inevitable spread of democracy.

Why do we need democracy? It is the only way humans will be able to organize in order to deal with the complex problems facing us. Our intangible marketplaces, like the app economy, will continue to be highly volatile. Climate change and environmental degradation cannot be addressed by any existing institution. New approaches to solving wicked problems are required if humanity is to thrive or even survive into the next century. (more…)

Friday’s Finds #240

Every fortnight I collate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

@ericgarland – “Humility is often painful, but arrogance is always fatal.

The very reason I write is so that I might not sleepwalk through my entire life.” – Zadie Smith – via @ShaunCoffey (more…)

innovation means learning at work

“So it is important to understand that there is no one-size-fits-all philosophy in terms of successful innovation. The one constant is that you have to be open to change and new points of view. Innovation is continuous.

Successful innovators and entrepreneurs all embrace change and the risks that they pose. In fact, innovation is the poster child of the mantra that there are no rules. Only by trying out new things, by failing, by discovering what works and what doesn’t, do you gain answers to the innovation question.” – Shaun Coffey

This is a continuation of my last post, where I said that innovation and PKM were interconnected. Innovation has been described as a combination of observing; questioning; experimenting; and networking. This correlates with Seek > Sense > Share in PKM. (more…)

my pkm story

It has been over 10 years that I have examined, practiced, and developed models for personal knowledge management/mastery. Here are some reflections on how my thoughts have evolved over that decade.

PKM shifts responsibility

I started down the path of personal knowledge mastery in 2004, inspired by Dave Pollard, Denham Gray, and others.

“To a great extend PKM [personal knowledge management] is about shifting responsibility for learning and knowledge sharing from a company to individuals and this is the greatest challenge for both sides. Companies should recognise that their employees are not “human resources”, but investors who bring their expertise into a company. As any investors they want to participate in decision-making and can easily withdraw if their “return on investment” is not compelling. Creativity, learning or desire to help others cannot be controlled, so knowledge workers need to be intrinsically motivated to deliver quality results. In this case “command and control” management methods are not likely to work.

Taking responsibility for own work and learning is a challenge for knowledge workers as well. Taking these responsibilities requires attitude shift and initiative, as well as developing personal KM knowledge and skills. In a sense personal KM is very entrepreneurial, there are more rewards and more risks in taking responsibility for developing own expertise.” – Lilia Efimova

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digital workforce skills

“Are there new ways to think about our digital workplace skills that allows us to take our thinking up to a new plane, the next meta-level of thinking and working where we have much higher leverage, can manage change that is an order of magnitude or greater in volume than today, work in fundamentally better and smarter new ways — and perhaps even work a bit less — yet produce much more value?”

Dion Hinchcliffe asks What Are the Required Skills for Today’s Digital Workforce? and provides an image that addresses a good spectrum of skills for the network era. (more…)

economics for our time

Every fortnight I collate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

@johnrobb – “If you don’t own bots, bots will own you. Bots (software and hardware) are the capital & labor of the future in one package.

@goonth – “If people don’t know how to communicate, relate and interact, then tools are just tools. Businesses & markets depend on human competencies.

@Nynetjer-Maat-AtenRa – “If I plant seeds in the earth and get vegetables, did I create those veggies or the earth?(more…)