I have worked in the fields of human performance improvement, social learning, collaboration, and sensemaking for several decades. Currently in all of these fields the dominant discussion is about using and integrating generative artificial intelligence [AKA machine learning] using large language models. I am not seeing many discussions about improving individual human intelligence or our collective intelligence. My personal knowledge mastery workshops focus on these and leave AI as a side issue when we discuss tools near the end of each workshop. There is enough to deal with in improving how we seek, make sense of, and share our knowledge.
Leadership
Leadership
unintended but not unknown
From The Guardian — Not quite religion, not quite self-help: welcome to the Jordan Peterson age of nonsense.
But living on social media, seeing the world through its lens, is like returning to a pre-information age. First, because everything is current. Records of previous discussions fade quickly – miss a day and it is almost impossible to catch up. Instead, as with cycles of oral history, memories of the past are collective and mutable.
As history fades, so does truth itself. If information is about extracting signal from noise, social media is about turning up the noise. Among the flow of dubious facts, it can be hard to determine which to cling to. Meanwhile, mob mentality ramps up the risk of speaking up against the beliefs of a large group.
It is in such environments that meaning becomes tribal. Your beliefs are not really about the external facts, but about which group you identify with. People rely less on their own capacity for reason and more on each other. This is the petri dish from which systems of faith have always tended to arise. —Martha Gill, 2024-11-24
sowing good seeds
Why should we help those we compete with? Because we want to live in a resilient society and have a thriving economy.
“There was a farmer who grew excellent quality corn. Every year he won the award for the best grown corn. One year a newspaper reporter interviewed him and learned something interesting about now he grew it. The reporter discovered that the farmer shared his seed corn with his neighbours. “How can you afford to share your best seed corn with your neighbours when they are entering corn in competition with yours each year?” the reporter asked.
“Why sir” said the farmer, “Didn’t you know? The wind picks up pollen from the ripening corn and swirls it from field to field. If my neighbors grow inferior corn, cross-pollination will steadily degrade the quality of my corn. If I am to grow good corn, I must help my neighbours grow good corn.” —Author unknown — see below*
rebuilding trust
“Everything has been said before, but since nobody listens we have to keep going back and beginning all over again.” —André Gide (1869–1951)
How do we rebuild trust in expertise in a world filled with conspiracy theories and distrust of institutions?
Experts and leaders have to shift their values toward transparency, honesty, and humility in their communications and actions, being upfront about the limitations and uncertainties of their knowledge, acknowledging mistakes and failures when they occur, and being open to feedback and critiques. By showing that they are not infallible or above accountability, experts can help to dispel the perception of elitism and disconnection from the public.” —Joan Westenberg 2024-04-09
liquid leadership
In a digitally interconnected world, those in positions of leadership should focus on helping their networks become smarter, more resilient, and able to make better decisions. Networks move information faster than institutions or markets. While the Cluetrain Manifesto (1999) stated that markets are conversations, today networks are memes that spread instantaneously, without conversation. The borderless and liquid transmission of information makes for a global oral cacophony.
After four years, no government has stepped-up to make us smarter in dealing with the SARS-2 virus. The pandemic continues and people keep dying and more people are condemned to live with the still incurable Long Covid.
curiosity and humility
I think the only way we are going to address the many complex challenges that face society today are through curiosity and humility. Sparking curiosity is possible, with the right supports and environments. In addition, curiosity trumps knowingness — already knowing and not looking for disconfirming data. Curiosity and humility combine to make us better learners, and better leaders.
crucial knowledge may be impossible to express
In many fields, there is some critical knowledge that is very difficult to codify. “It’s the kind of knowledge that is never written down and yet can be crucial, even in the highest of hi-tech enterprises. And you won’t find it in ChatGPT, either”, says John Naughton in The Guardian.
KM expert, Nick Milton discussed the codification of knowledge and created this breakdown.
- impossible to express,
- can be expressed but has not been yet,
- expressed in speech but not documented,
- recorded knowledge, or
- information.
watch the machines
I wrote the next two paragraphs in a blog post last year — we have met the enemy.
A long time ago — pre-pandemic and pre-9/11 — I was flying on a commercial passenger aircraft. The flight was over-booked and as I was wearing my Army uniform, I was offered to sit in the jump seat, just behind the pilots. Yes, these things happened in the ‘before times’.
It was a short flight but I had a chance to speak with the pilots. The captain told me that many civilian pilots had a military background but their training and experience resulted in some differences. He mentioned that if there was an observed incident on take-off, most of the civilian-trained pilots would make small adjustments to the throttle speed, aware that fuel costs money for the company. On the other hand, many of the military-trained pilots might react to an incident by slamming the throttles forward and getting out the situation and in the air as fast as possible. This of course costs more fuel, but from a military operational perspective would probably be the best default action.
leadership in broken systems
Over the past year I have given a lot of consideration on the role of leaders in our organizations and how some of the core assumptions about leadership need to change.
Surviving in broken systems and moving beyond them
Many of our systems and institutions are broken. So how can we survive in these? The answer may be in adopting an ironic sense of humour, coupled with honesty and humility. Sensemaking through irony, and not falling into a state of anger, frustration, or apathy, can lead us toward envisaging new systems. When people in the roles of decision maker, expert, & resource controller — traditional bottlenecks for knowledge flow in organizations — adopt these perspectives then “distributed, iterative sense-making, decision-making, and action-taking” can be enabled.
exit left authoritarian father figure
John Batelle notes that many of the thousands of people who were fired from or have left Twitter after Musk’s purchase of the company were women. He provides links to the profiles of 17 of these women.
“Twitter was probably the most intentionally open, accommodating, and thoughtful work culture the Valley has ever produced at scale. And it’s not a coincidence that a healthy percentage of Twitter’s senior executives were women. Nor is it a coincidence that nearly all of them have left. I started keeping a list of the extraordinary women I worked with over the past few years who have recently departed the company. And just for posterity, and perhaps for you all to add to, I present it here. Think about all the men cheering on Elon’s ‘Hardcore’ philosophy, who agree with him that the people below, and countless others, are unnecessary. Read through these names, click on their profiles, and ponder the roles they played in the nuanced ecosystem Twitter once was.” —John Batelle 2022-11-28