Harold Jarche

my pkm story

by

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 extent 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

Read more

digital workforce skills

by

“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.

Read more

economics for our time

by

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?“

Read more

adapting to perpetual beta

by
  • There is no such thing as a social business strategy.
  • There are only business strategies that understand networks.
  • Cooperative and distributed work is becoming the norm in the network era.
  • Social learning is how work gets done in networks.
  • Sharing power, enabling conversations, and ensuring transparency are some of the values of networked business.
  • Trust emerges when these principles are put in practice.
  • Learning is part of work, not separate from it.

What follows is a summary of what I believe are some of the most important issues facing organizational design today.

Read more

our future of work

by

Henry Demarest Lloyd wrote in March 1881, that “When monopolies succeed, the people fail …“, in his piece denouncing the practices of Rockefeller’s Standard Oil. Capitalism does not have to be corporatism. There is little doubt today about the extent of corporate power and influence of monopolies, especially in their newest form: platform capitalism. In 1967, John Kenneth Galbraith warned of the dangers of blindly having faith in our corporate systems.

“The greater danger is in the subordination of belief to the needs of the modern industrial system … These are that technology is always good; that economic growth is always good; that firms must always expand; that consumption of goods is the principal source of happiness; that idleness is wicked; and that nothing should interfere with the priority we accord to technology, growth, and increased consumption.”

Read more

licensed to connect

by

In the last half of the 20th century in Canada it was mostly assumed that as an adult you had a driver’s license and that you most likely owned or had access to a car. I know, I didn’t get my license until I was 26 and that made me a very rare specimen indeed. Our cities, and especially our rural areas, are still primarily designed for motor vehicles. Malls continue to be built without designated pedestrian paths or bicycle lanes. Meanwhile, many older malls are abandoned and crumbling. Around here, it’s still assumed that everyone moves around by automobile.

Read more

enough training

by

In a recent CBC News story, a railway conductor lost her job following a derailment. She claimed she was not adequately trained. Here is a comment from the Railway Association representative:

“In your job, you are qualified and do your job, but you feel you should know more. It doesn’t mean you are not qualified for your job. You might have a personal perception, that you would need additional training, but the minimum standards for your position are determined by the railways.”

Read more

leadership is a continuous duty

by

I had a conversation with a flight attendant on a long overnight trip last year. Most of the passengers were sleeping and we had time for a nice chat. We swapped a few stories. I’m always interested in how organizations are viewed by the people nearer the bottom than the top of the hierarchical pyramid. You can learn a lot about the culture.

Read more

the machines and us

by

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

@EskoKilpi – “Scientific Revolution, the Enlightenment, and the Industrial Revolution were about sharing new ideas within networks of people”

@RDBinns – “The RSS reader is an antidote to the algorithmic feed of facebook, the impossible tide of twitter, and news site editorial filters.”

@IndyJohar – “We are busy maintaining 17th C enlightenment notions of freedom in world where we have become slaves to the asymmetric power of networks“

Read more

work is personal

by

I think I have always been averse to hierarchies, yet I joined the Army and entered the most hierarchical organization in the country. I graduated from military college and began my career as an infantry officer. Career progression was through promotion, based on yearly performance reviews.

It was supposed to be a meritocracy but was much more tribal. Having a senior officer looking after your career was a great help. I did not have that. I also bored easily and it was the Cold War with us fighting fictional Soviet troops on the Canadian prairies. So I decided to leave the infantry and transfer to the medical services, where I thought I would do more practical work.

Read more