PKMastery

Personal knowledge mastery

the discerning mind

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“I find that discussing an idea out loud is often the way to kill it stone dead.” —J.K. Rowling (attrib.)

In the PKM framework of Seek > Sense > Share, the latter may seem easy but it does not always equate to helping others make sense. Some people are good at recognizing all the contextual signals in the workplace, making implicit connections, and then identifying something that might be useful to share. It usually takes time and practice to be a discerning sharer of knowledge. Sometimes an idea is not ready to share. Sometimes it helps to share a ‘half-baked idea’. It depends. PKM requires a discerning mind.

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the world needs knowledge catalysts

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“We live in a society absolutely dependent on science and technology and yet have cleverly arranged things so that almost no one understands science and technology. That’s a clear prescription for disaster.” —Carl Sagan

When people are presented with a problem the first urge is to resolve it. If the computer does not work, they want it fixed. Then they can move on to what they were trying to do in the first place. But quite often the source of the problem did not go away. People also need to understand how the problem was created. This requires time and effort to learn. But when the problem is gone, there is little incentive to learn about the implications and complexities that created the problem.

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integrating personal knowledge mastery

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I developed the personal knowledge mastery (PKM) framework for myself, beginning in 2004, as a way to make sense of all the digital information flows around me and to connect with others to improve my practice. In 2012 I was contacted by Domino’s Pizza to help incorporate the PKM framework into their leadership training (PDF). Last year Jane Hart and I worked with The Carlsberg Group to add PKM into their Learning Leaders Program.

PKM is applicable to any organization though it takes some effort to develop it for a specific context. An excellent example of this is posted as four articles by the Listening & Spoken Language organization, Hearing First, whom I first met in 2013. Below are some highlights from these posts showing an integrated approach to using PKM for continuous learning.

To learn more, my PKM open workshops are conducted four times per year. If your organization would like to improve workplace learning and knowledge-sharing, then contact me about a private engagement for co-creation as a service.

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knowledge-sharing, post-technology

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Your organization just implemented an enterprise collaboration platform. Now what?

Most large organizations today have some kind of knowledge-sharing platform. The recent announcement of Jive’s purchase shows that this field is consolidating with a few large players dominating. The arrival of Workplace by Facebook may even limit tool choice more. For example, Jive sells for $5 – $16 per seat, while Facebook’s Workplace is $1 – $3 per seat, with no lock-in. Facebook Workplace is also free for non-profits and educational staff. Given the diminishing choices, enterprise knowledge-sharing today is even less about the technology.

Over many years of working with enterprise knowledge-sharing and collaboration tools I have learned that the hard work comes after the software has been installed and the initial training sessions are over. Then comes the question, what do we do now? Quite often the answer is: the same as we did before. Even with fewer tools to choose from, the biggest challenge is changing behaviours. This takes time. Therefore training is not the solution. A course will not result in behaviour change. Practice and feedback are needed, as well an environment that reduces barriers to seeking out knowledge, having time to make sense of it, and sharing it with discernment.

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simply PKM

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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.

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stories connect knowledge

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“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.

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TGIM #1

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Thank Goodness It’s Monday. Now that’s something we freelancers appreciate :) As part of the wonder of Monday, I am starting a series of posts, similar to Friday’s Finds, but posted on the best day of the week: Monday. I have no intention of making this a regular feature but from time to time on Monday, I will share something I think may be useful. This week I am sharing some of my social bookmarks that relate to personal knowledge mastery. Just look below the cartoon …

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digital literacy for the arts

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Last week I attended the Arts in a Digital World Summit in Montréal. The event launched the four-year funding program of $88.5 million aimed at amplifying “the quality, scale and sharing of Canadian art through digital technology”. One aspect of this fund that gives me confidence is the desire to fund many small projects of around $10,000 and also the willingness to invest in risky projects. Given the complexity of the challenge, using a probe-sense-respond approach only makes sense.

The presentation by Astra Taylor, author of The People’s Platform, was a highlight for me. Astra stated that the digital advertising model, which is the force behind platform capitalism, only reinforces economic inequity. She urged the audience to ‘occupy the internet’ especially since artists are those with the power to change society.

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mastery and models

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Personal Knowledge Mastery

Harvard Business Review described The Fifth Discipline by Peter Senge, as one of the seminal management books of the previous 75 years. The five disciplines necessary for a learning organization are:

  1. Personal Mastery
  2. Mental Models
  3. Shared Vision
  4. Team Learning
  5. Systems Thinking (which integrates the other four)

These disciplines have influenced my professional work which is based on individuals taking control of their learning and professional development and actively engaging in social networks and communities of practice. In this article I want to focus on the first two disciplines: Mastery and Models.

Personal knowledge mastery (PKM) is a framework I have developed over the past 12 years. It is an individual, disciplined process by which we make sense of information and our interactions with people and ideas. While it is an individual discipline, PKM is of little value unless the results are shared by connecting to others, and contributing to meaningful conversations. The whole is greater than the sum of the parts as we build on the knowledge of others. As knowledge workers or citizens, PKM is our part of the social learning contract. Without effective PKM at the individual level, social learning has less value.

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pkm à montréal

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Il devient de plus en plus évident que plusieurs de nos structures organisationnelles actuelles et leurs approches de leadership sont inadéquates pour un monde où les réseaux fluides ont remplacé les hiérarchies rigides du passé. Un nouveau paradigme de gestion émerge de cette nouvelle réalité.

Nous devons revoir nos structures et systèmes d’environnement de travail pour le Beta perpétuel — le changement en continu. J’aide les dirigeants et leurs équipes à s’adapter à ce nouveau paradigme. En travaillant sur l’apprentissage social et le leadership connecté, j’offre de l’accompagnement pragmatique et pratique sur la façon de travailler en mode «Beta» perpétuel en utilisant le levier des réseaux sociaux, des communautés de pratique et du PKM, le Personal Knowledge Mastery.

Je présenterai une introduction de mon atelier et ma stratégie PKM pour survivre et vous épanouir dans ce nouvel environnement, à Montréal:

L’atelier du 15 mars 2017 inclura les sujets suivants :

  • Découverte de votre réseau de connaissance
  • Introduction aux stratégies de gestion de l’information pour vaincre l’infobésité
  • Utilisation stratégique et pragmatique des réseaux sociaux à votre avantage

Inscription: http://communautesdepratique.com

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