simply PKM

PKM = personal knowledge mastery

Why is PKM necessary?

Most of us work with others. We cannot do everything alone. We need advice and guidance on complex matters. This requires a knowledge network. We most readily take advice from people we trust. By building a network and getting to know people with expertise we can learn and have access to knowledge beyond ours. Successful people have diverse, but select professional social networks. (more…)

leave the hierarchies to the algorithms

What happens when you connect unthinking computer programs with a culture of obedience and compliance? Algorithms run much of society and business today, from applying for a mortgage to determining which passengers to eject from an overbooked aircraft. Coupled with authoritarianism, algorithms can produce devastating results, says John Robb at Global Guerillas.

“If a corporate algorithm yields a terrible result, smart organizations admit the failure. They admit it didn’t work to both your customers and employees. Algorithms don’t have feelings. They won’t cry if you talk trash about them. Also, smart organizations don’t punish employees for raising the flag on a broken algorithm. One last thought. Smart organizations know what their algorithms are (or that they even exist) and how to fix them. Dumb organizations see the process as inviable. It should be easy to spot the difference between these organizations by the number of disasters seen online,” —John Robb


friday’s good finds

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

@curtisogden: ‘Overheard: Drucker said “Culture eats strategy for breakfast”. I say repeatedly that ‘Systems eat culture for lunch’.

@katrynadow: “Consulting teaches you are only as good as your last gig, so reputation is critical.”

Twenty Filters that influence the way we see things, by @FSonnenberg

1. Mental filter. Some folks have blinders on. They view situations from one perspective — they’re unable or unwilling to see other viewpoints.
2. Black or white. Some people focus on extremes and exclude everything in-between. They see everything as good or bad, right or wrong, all or nothing.
3. Overgeneralization. Some folks turn a single situation into a sweeping generalization. They assume that because “one teacher is lazy,” the whole school is terrible.
4. Labeling. Some people label a group based on the behavior of a few members.
5. Jumping to conclusions. Some folks reach a conclusion without any evidence to support their claim …


7 essential facets for enterprise knowledge sharing

Most large organizations today have some suite of social tools to share information and knowledge. But how do they know if they have the optimum tools for their context? Too often the tools are selected and then the workers are left to figure out how to use them. Based on work with several clients over the past few years, I have identified seven essential facets for enterprise social networks. The objective of these networks should be to help to capture knowledge, encourage sharing, and enable action. This is the business value proposition implicit in these enterprise social networks: to make better decisions on which to take action.

There are three levels that must be aligned:

  1. empowered individuals
  2. appropriate tools
  3. organizational processes


stories connect knowledge

“Perhaps the most central thrust in KM [knowledge management] is to capture and make available, so it can be used by others in the organization, the information and knowledge that is in people’s heads as it were, and that has never been explicitly set down.” —KM World

Knowledge management is a mixture of explicit and implicit knowledge sharing. It can be as explicit as an organizational knowledge base, or as implicit as the work culture. A lot depends on what the organization wants to preserve. Is it how-to knowledge, like a trade secret formula, or is it certain practices and norms that define the culture? Or is it both? Every organization has to define this for itself.

To be effective, knowledge management has to be part of the workflow. The people doing the work and making decisions how to do it must be involved. This starts with the discipline of personal knowledge mastery (PKM): a set of processes, individually constructed, to help each of us make sense of our world and work more effectively. PKM is an ongoing process of filtering information from our networks, creating knowledge individually and with our teams, and then discerning with whom and when to share the artifacts of our knowledge. PKM helps to put our personal knowledge maps out there for others to see. (more…)

tetrads for sense-making

I use Marshall and Eric McLuhan’s laws of media to ask better questions about how technology affects those who use it. In the following presentation I have put together a number of tetrads, or hypotheses on the possible impact of social media, the internet, and other technologies. In summary, the laws of media state that every medium (technology) extends a human property, obsolesces the previous medium (& makes it a luxury good), retrieves a much older medium & reverses its properties when pushed to its limits.

This presentation was made using the Keynote Embed Generator. (more…)

online privacy and security

As the internet becomes an essential part of lives — enabling us to access government services, connect with friends, and earn a living — there are frustratingly few ways to maintain privacy or security online. Companies that control a large part of the web traffic — Google, Facebook, Amazon — can pretty much do whatever they want with our data. And now American internet service provides can sell customer information to the highest bidder. Since most internet traffic flows through the USA, this affects the rest of the world as well.

I am not a programmer but I try to stay informed about information technology through my professional social networks. Here are a few things I do to thwart government and corporate interests that may not have my privacy foremost in mind.

I use a password manager, Canadian-made 1Password. It creates a unique, long, password for every site I use. Each one is different so that when the site inevitably gets hacked, I only have to change one password, and the hackers do not get access to my other sites.

I use three different browsers. One is used to access Google services and LinkedIn only. I know that these sites track me so I don’t do anything else on this browser. I have another browser kept clean and seldom used, as a backup or if I need to access something that is blocked by my main browser, Firefox. On Firefox I have installed HTTPS Everywhere, Ghostery, Privacy Badger, CanvasBlocker, and uBlock Origin. I have also uninstalled Adobe Flash, a known point of vulnerability on any computer. I realize that this is probably not enough but it gives me some defence against prying eyes. (more…)


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

“The given is not given unless it is taken, and taking is an act of interpretation. Always.”@dweinberger

“The most important skill to learn is how to distinguish between confident people, and people who actually know what they are taking about.”@existentialcoms

History is not another name for the past, as many people imply. It is the name for stories about the past.” —A. J. P. Taylor via @RayBoomhower

Conway’s Law: “Any organization that designs a system will produce a design whose structure is a copy of the organization’s communication structure.” (more…)

the geography of genius

“Creativity is a relationship, one that unfolds at the intersection of person and place.” Thus concludes Eric Weiner in The Geography of the Genius, an enjoyable historic and modern romp through Athens, Hangzhou, Florence, Edinburgh, Calcutta, Vienna, and finally Silicon Valley. This book provides no easy answers or simple recipes but gives much insight told as a personal journey. It was a joy to read. The closest Weiner comes to providing a pat answer as to what makes for genius or geographical golden ages is at the end, as a counterpoint to Richard Florida’s 3 T’s (talent, technology, and tolerance).

A better set of attributes, I think, are —and I’ll jump on the alliteration bandwagon here—the Three D’s: disorder, diversity, and discernment. Disorder, as we’ve seen is necessary to shake up the status quo, to create a break in the air. Diversity, of both people and viewpoints, is needed to produce not only more dots, but different kinds of dots. Discernment is perhaps the most important, and overlooked, ingredient. Linus Pauling, the renowned chemist and two-time Nobel prize winner, was once asked by a student how to come up with good ideas. It’s easy, replied Pauling, “You have lots of ideas and throw away the bad ones.”


beta conversation 2017-04-05

I will be hosting the next Beta Conversation on Wednesday, April 5th at 15:00 UTC. The subject will be understanding the effects of technology. It will focus on examining pervasive and emerging technologies from the perspective of Marshall McLuhan’s media tetrad as well as other perspectives (see image at bottom). (more…)