analyzing automation

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Several years ago I recommended one small change that could have a major impact would be to look at everyone’s work from the perspective of standardized versus customized (non-standardized) work. Every person in the company, with the help of some data and peer feedback, should be able to determine what percentage of their time is spent on standardized work.

If the percentage is over a certain threshold —perhaps 50% — then it becomes a management task to change that person’s job and add more customized work. The company can be constantly looking at ways to automate any standardized work in order to stay ahead of technology, the market, and the competition. While automation is pretty well inevitable, it does not have to decimate a workforce.

Looking at the overall company balance between standardized and customized work should be an indicator of its potential to succeed. By visualizing the Labour/Talent split, people in the company can take action and make plans before the inevitable shift. This also means that jobs and roles have to become more flexible and open to change.

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intentionality

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We recently finished a PKM workshop and in one of our discussions we talked about intentionality — “The fact of being deliberate or purposive, or the quality of mental states (e.g. thoughts, beliefs, desires, hopes) which consists in their being directed towards some object or state of affairs.” This is the core of personal knowledge mastery. It is a discipline built on many small practices, such as:

  • narrating our work
  • adding value before sharing information
  • helping make our networks smarter and more resilient
  • network weaving and closing triangles
  • seeking diverse perspectives
  • sharing half-baked ideas

Together, these practices can develop into an intentional sense-making discipline.

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ITA Jay Cross Award 2022

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internet time allianceThe Internet Time Alliance Award — in memory of Jay Cross — is presented to a workplace learning professional who has contributed in positive ways to the field of Informal Learning and is reflective of Jay’s lifetime of work.

Recipients champion workplace and social learning practices inside their organization and/or on the wider stage. They share their work in public and often challenge conventional wisdom. The Award is given to professionals who continuously welcome challenges at the cutting edge of their expertise and are convincing and effective advocates of a humanistic approach to workplace learning and performance.

We announce the award on 5 July, Jay’s birthday.

Following his death in November 2015, the partners of the Internet Time Alliance — Jane Hart, Charles Jennings, Clark Quinn, and myself — resolved to continue Jay’s work. Jay Cross was a deep thinker and a man of many talents, never resting on his past accomplishments, and this award is one way to keep pushing our professional fields and industries to find new and better ways to learn and work.

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When “hope and history rhyme”

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When the pandemic began — it’s not over — I stopped reading dystopian fiction, some of which I had recommended in Summer science-fiction a couple of years before. The last one I had read was Station Eleven, which I am glad I did so before March 2020. My first read this Summer has been Kim Stanley Robinson’s The Ministry for the Future — here is Bryan Alexander’s final instalment from his book club.

The Ministry for the Future can be called speculative fiction, and in this case provides a wide array of methods and processes that we might collectively use to get us through the current climate catastrophe. As fiction, it is more persuasive than any research report or white paper. It opens with a heat wave in India with temperatures above 38C and 60% humidity. Millions of people die as a result. Well, the 2022 heat wave in Pakistan and India hit 49.5C!

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telling stories

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On the last Friday of each month I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds.

“Proposal to stop referring to the pandemic in the past tense and climate change in the future tense.” —@BethSawin

That you tried your damndest
only to fall ill now
is no reason to feel shame
after so many months
of masks and social distancing
of shots and canceled plans
it is not that you failed
but that your society failed you.

—@PlaguePoems

The shame should rest
Where the blame does rest
Yet those who should hang their heads,
abashed at the unexpected harvest their actions did sow
Do not see the ripples in the pond,

while, those who bobbling in the wake,
hear the peal of memory,
“I made a mistake.”

—@Bitsy15CS

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stupid is as stupid does

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Three years ago, in confronting the post-truth machines, I wrote that we cannot let the algorithmic overlords control the conversation. Education on the nature of disinformation is essential. This is what new media literacy should focus on, not just understanding the latest tools and platforms.

Meanwhile, in Canada, we observe that conspiracy theories abound in the public mind.

New Abacus Data polling reveals some pretty sobering findings on the state of the Canadian political landscape. According to the survey, 44 percent of Canadians now believe that a secret group of elites is controlling elections, recessions and wars. Thirty-seven percent are inclined to believe the racist “white replacement theory”. The poll also found that 13 percent think Bill Gates is tracking us with microchips, while another 21 percent are unsure if he is actually doing it but believe such things are possible. —Policy Mag 2022-06-18

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managing to lead in complexity

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The military is beginning to understand that some of its leadership practices need to change as its challenges increase in complexity. Future warfare will increasingly move toward the complex domain.

“Complex contexts cannot be solved; they can only be managed. In a context with variables and relationships that are constantly shifting, leaders are unable to assess the situation and apply the appropriate solution. Instead, they must begin by intentionally probing the environment and conducting small, experimental actions to generate insights they can then analyze for patterns.” —Modern War Institute at West Point 2022-06-15

Major Heloise Goodley, UK army chief of general staff’s research fellow at Chatham House, says that new skills are needed for the modern, machine-augmented battlefield.

“The proliferation of automation and artificial intelligence has not decreased the requirement for a human component in war, but it is changing the decision making and cognitive skills required of those soldiers. The army needs soldiers who have the intellectual and psychological aptitude to work in an increasingly automated operational environment, the very computer skills Generation Z have become derided for.” —The Independent 2019-01-05

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learning is the work, redux

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Ten years ago I wrote — work is learning, and learning is the work. I have been asked to speak about this topic at the LernOS Convention on 5 July, which I will present online. Let’s see what has transpired in a decade.

The first paragraph is even more pertinent today, especially given the global experiences of distributed work — We have come to a point where organizations can no longer leave learning to their HR or training departments. Being able to understand emerging situations, see patterns, and co-solve problems are essential business skills. — where social learning becomes critical in knowledge sharing and learning in the complex domain.

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one personbyte is not enough

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Nick Milton refers to an interesting knowledge management concept — “‘personbyte’ – the amount of knowledge one person can reasonably learn in a lifetime. In the craftsman economy of 100 years ago, a personbyte was enough knowledge to create an impressive artefact — a steamboat, a canal, or a suspension bridge. Nowadays one personbyte is nowhere near enough to create modern products, or deliver modern services.”

So why do we have individual performance appraisals?

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there is no public in the global market

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Two years ago, just after the pandemic was declared, I suggested that we need to go beyond civil society, governments, and markets — toward a commons or noosphere — to deal with the entangled complexities facing us. My assumptions at that time have not changed much to date.

  1. The three organizing forms for society, chronologically — Tribes, Institutions (Governments), Markets — are widely applicable across history.
  2. Each form builds on the other and changes it.
  3. The last form is the dominant form — today that would be the Market form (market volatility today is increasing inequality and turmoil)
  4. A new form is emerging — Networks (Commons)‚ and hence the T+I+M+N model.
  5. This form has also been called the noosphere.
  6. I have found evidence that what initiated each new form was a change in human communication media — T+I (written word), T+I+M (print), T+I+M+N (electric/digital).
  7. I believe we are currently in between a triform (T+I+M) and a quadriform (T+I+M+N) society, which accounts for much of the current political turmoil in our post-modern world.
  8. This model can help inform us how to build better organizational forms for a coming age of entanglement.

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