Harold Jarche

anecdotes and stories

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

“People demand freedom of speech as a compensation for the freedom of thought which they seldom use.” —Søren Kierkegaard, via @EskoKilpi

Howard Rheingold: What Technophiles Need To Know: Part One

“Although our present crisis is so threatening precisely because it plays out on the physical plane, where our bodies and other creatures live, it is a crisis of knowledge. We lack a crucial mental skill. I contend that our position today regarding the way we make decisions about technologies is similar to the dilemma that pre-Enlightenment scientists faced in the sixteenth century. We simply don’t have a good method for thinking and making decisions about how to apply (and not apply) the powerful tools of rationality, the scientific method, reductionism, the combination of logic and efficiency embodied by technology.”

Roger Schank: To know AI is to understand it

All the talk about AI these days relates in no way to self refection, to knowing what you need to know, or to anticipating the future. We talk about “AI” but we are not talking about the “I”. We have intelligent entities already. (They are called humans.) When they are confused they ask for explanations. When today’s so-called “AI’s” start doing that, please let me know. In the meantime, it would be nice if there weren’t an article a day in major publications about AI when what they mean is number crunching and pattern matching, not wondering and trying to find out.

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the frontiers of our knowledge

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I was asked to contribute to an article in CIO magazine — The CIO’s Dilemma: Innovate AND Cut Costs. The question was how can CIO’s preserve their organization’s ability to innovate in the face of budget cuts? My response was relatively simple.

“To work in any complex field, we have to be connected to loose social networks that provide us with a view of the frontiers of our knowledge, says Harold Jarche (@hjarche), a partner at Internet Time Alliance. “We then need to actively engage in communities of practice to develop shared understanding among our peers. Then we can truly contribute as members of teams working on complex problems. None of this costs additional money, only time and attention.”

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seeing the figure through the ground

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Models can give us a place to start to have a conversation in order to develop shared understanding. Mental models are one of the five disciplines of a learning organization, according to Peter Senge. I have frequently used the model of the Laws of Media developed by Marshall and Eric McLuhan which state that every medium (technology) used by people has four effects. Every medium extends a human property, obsolesces the previous medium (& often makes it a luxury good), retrieves a much older medium, and reverses its properties when pushed to its limits. These four aspects are known as the media tetrad.

As our society becomes immersed in the technology of social media, whether they be Facebook, Twitter or something else, we read much criticism as well as hype. But with the tetrad, we can have a conversation around the four effects without the hype or fear. For example, there is little doubt that social media extend our voice, as mine has been extended with this blog. They enable what Seb Paquet calls “ridiculously easy group-forming”, so that we can find similar voices in the wilderness. I remember what it was like waiting for new books to come to the school library in the 1970’s. They were my connection to the outside world. Now we have this connectivity, to information and people, in our hands.

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actionable insights

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I concluded a few years back that rates based on time at work only help to put you into a pigeon hole so that HR and Purchasing can easily classify you. Knowledge professionals are not pigeons.

I have noticed a tendency over the past decade to push wages and fees down. Some may say it’s just the supply and demand conditions of the market. I think it’s the idea that human labour is a cost and it’s best to keep costs down, especially when CEO’s are still focused on increasing shareholder value. Short term objectives rule in this type of market. I recently spoke with someone who had left a large corporation after 30 years. He said that the constant pressure to keep increasing sales, year over year, was too much. The executives were only focused on the spreadsheets.

Large consultancies ensure that when they do work it is wrapped in large documents with fancy presentations so it looks big. But the value is not in big. The value for consulting is actionable insights. Can and will the client do something after the consulting engagement? If not, it was a waste of time. Sometimes the advice appears to be very simple, and therefore appears to be of no value. But master practitioners often make their work look simple.

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sense-making beyond the outrage

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A number of people I know have recently left Facebook and/or Twitter. I can understand why, as I left Facebook about eight years ago. I was an early adopter and thought it was going to help make a better civil society — I was naive it seems. I still find Twitter useful but I have to be more careful on it now, especially so I don’t get mired in some toxic thread. Being able to read the threads (comments) of people you do not follow is a feature that only produces more outrage, but that is what engages people and sells advertising. So of course Twitter will reinforce this outrage.

I think it is essential for every citizen to be involved in sense-making in the emerging network society. Currently most of the platforms are controlled by value-extracting corporations focused on procuring behavioural data, identifying social connections, and selling this information to the highest bidder. This makes it difficult to promote a platform like Twitter in order to learn about social networks. But it is still useful, just not an example of a good corporate citizen.

The two consumer platforms I use most are Twitter, because I like its asymmetry, and LinkedIn because many of my clients are on it. I find LinkedIn useless for sense-making, as it’s difficult to curate or reference what I find. Engaged citizens have to be active in the ‘Wild West’ of consumer social media while also understanding their dark sides. We need to have a way to connect to new, interesting, and even distasteful opinions and ideas. This requires practices that are directly opposed to the algorithms that drive these social media platforms.

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structures and data

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

“The journey to knowledge is as important as the moment of realization, learning design has collapsed the journey into the moment, lessening the experience by depriving us of the collateral learning along the way.” —@RalphMercer

A Thousand Rivers

“Collecting data on human learning based on children’s behavior in school is like collecting data on killer whales based on their behavior at Sea World. … when you push a child to do something she simply developmentally can not do, you create a profound belief that (a) I hate this; (b) I can’t do this; (c) I will never be able to do this, and (d) There’s something wrong with me … Talk to gifted scientists, writers, artists, entrepreneurs. You will find they learned like a Yanomami child learns, through keen observation, experimentation, immersion, freedom, participation, through real play and real work, through the kind of free activity where the distinction between work and play disappears. Talk to a really good auto mechanic, carpenter, farmer, fiddle player, web designer, film editor, songwriter, photographer, chef, and you will find they learned the same way.”

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networked social capital

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When FiveThirtyEight published the details of 3 million trolls and bots that were linked to the Russian-based company Internet Research Agency, they were merely providing data. Two researchers initially compiled the data. But by making the data public, FiveThirtyEight was able to engage a diverse group of widely varying expertise in order to make sense of it.

It is only with knowledge that we can examine data and turn it into information. FiveThirtyEight realized that a small group of experts was not enough. These data required a subject matter network to make sense of them. The initial results are interesting but so far there are no actionable insights for the average person or organization. As a society we have some more information but are still none the wiser in knowing what to do next. But it’s a start.

“Many other readers shared their works in progress, and given the sheer size of the data set, there is likely much more to come — as well there should be. Releasing the data was meant to preserve an important historical record, but analyzing it is the only way to understand what happened and bolster national security.” —538-Russian Trolls

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socially mediated

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Social media extend emotion, obsolesce the linearity and logic of print, retrieve orality, and when pushed to their extreme result in constant outrage. A socially networked society could reverse into a popularity contest, where our value is only measured in our mediated reputation, such as numbers of Twitter followers or LinkedIn connections.

Our tribal leaders (religious, geographical, cultural), our institutions (political, religious, economic), and our markets (corporations, exchanges, trade deals) do not have the answers on how to live in a networked society. Only networked individuals, with positive intent, can determine how best to organize the next society. An aggressively engaged and intelligent citizenry can be an unstoppable force for change. But these citizens have to understand the new media landscape.

New media are changing education.

“The new media won’t fit into the classroom. It already surrounds it. Perhaps that is the challenge of the counterculture. The problem is to know what questions to ask.” —Eric McLuhan

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humans working socially

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A lot of traditional human work is getting automated, by machines or software.

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how professionals learn for work

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Jane Hart has been asking her readers what are the most useful/valuable ways that they learn for or at work. In the sixth annual Learning in the Workplace Survey, which surveyed over 5,000 respondents from a wide variety of industries and types & sizes of organizations, the following methods were ranked in order.

  1. Daily work experiences
  2. Knowledge-sharing within your team
  3. Web search
  4. Web resources
  5. Manager feedback & guidance
  6. Professional networks  & communities
  7. Coach or mentor feedback & guidance
  8. Internal resources
  9. Blogs & news feeds
  10. E-learning courses
  11. Conferences & professional events
  12. Classroom training

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