PKMastery

Personal knowledge mastery

manual sensemaking

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Sensemaking is a manual skill, which can be assisted with various tools, but the most important tool is our mind, using good practices.

Ideas often emerge in the complex domain, which is where people working in a network economy need to be active, probing, and playing. We also need to do shallow dives into the chaotic domain. Neither of these activities will be helped through automation. If anything, automation will make us lazy, or unaware.

The process of seeking out people and information sources, making sense of them by taking some action, and then sharing with others to confirm or accelerate our knowledge, are those activities from which we can build our knowledge. Managing and sharing information, especially through conversations, are fundamental processes for sensemaking in the complex domain. Sensemaking is acting on one’s knowledge.

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I write therefore I think

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I think this will become a major problem with embedded GPT & LLM appearing in almost every work productivity tool — “Skipping the writing process short-circuits reflection (‘Writing as Thinking’)” —Stephen P Anderson

While they may help to write summaries and presentations, tools like ChatGPT will likely short-circuit the creative writing process.

“For creative endeavors, I never want to have something else come up with my writing. The holistic labor of creative writing is struggling to succinctly translate your own experiences and ideas from your mental space to the physical realm. My ideas and the ways I express them in text are the most precious things I have, the ones that differentiate me from everyone else. Moreover, in the process of generating the written form of your ideas, you come up with different ways of thinking about them.” —Vicky Boykis 2023

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warning — effort required

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Seth Godin discusses Cliffs Notes and how these could be a path to better understanding.

Used as intended, Cliffs Notes and Quicklit were a gold mine of insight. They opened the door for real understanding, and often got to the heart of the literature better than an overworked high school teacher might be able to. —The Cliffs Notes Paradox

But he also notes that even with the widespread availability of these notes, insight in overall society has not improved. When I was in college, I majored in the Arts while most of the students were in engineering or science at Royal Roads Military College. Our cohort was about 25 students and on entering second year, I was given a barrack box filled with Cliffs Notes (and Coles Notes) for our entire curriculum. As the ‘keeper of the notes’ I was responsible for their safe-guarding and adding to the collection. It was a great responsibility.

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diversity > learning > trust

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“What is dumbing so many people down?” asks Henry Mintzberg. His explanations 1 and 2 [quote below with my emphasis added] resonate with me, as I have promoted the idea that we need to connect our work, our communities, and our networks to make sense by engaging with people and ideas. The core of this is curiosity, especially about other people, as well as ourselves.
Be a curious learner — about ideas, people, and oneself

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“the total decoding and synthesizing of reality”

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A seminal moment in my work came when I saw my first web page on a computer at Montreal’s CRIM in 1994. I finally saw computers as things that connect people around the globe. From here I completed a Master’s degree focusing on how people learn at work with information technology.

The next significant moment arrived with social media. I started blogging and sharing online. When Twitter came along it changed my relationship with hundreds of people. Social media platforms became the great connectors. But now in 2023 we know that much of the web is comprised of surveillance and tracking tools that are designed to influence our behaviour, especially our purchasing behaviour.

In whither Twitter, I wrote that more important than any single platform is our collective ability to seek diversity, think critically, and learn socially. For now I am staying on Twitter and watching the show, muting and blocking with abandon. But we know that platforms like Twitter can undermine democracy and spread disinformation and propaganda. Perhaps that is why Musk bought the company.

I had another seminal moment when I watched The AI Dilemma recorded on 9 March 2023. It shook my understanding about the current state of machine learning, which I thought I sort of understood conceptually. Tristan Harris and Aza Raskin, from The Center for Humane Technology, present on the new force that has been unleashed by several global companies with no regulatory oversight — the Generative Large Language Multi-modal Model (AKA Gollem-class AIs).

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curiosity trumps knowingness

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“I put forward formless and unresolved notions, not to establish the truth but to seek it.” —Michel de Montaigne

The perspective of perpetual beta is to make sense of our experiences by formulating models to help our sensemaking while at the same time being ready to discard these beta models as new information is discovered. It may not be the most comfortable way to understand our world but it may be the most adaptive. This perspective informs the personal knowledge mastery (PKM) framework, which has evolved since 2004.

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adding human value

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In 2013 I posed this question — ask what value you can add — when it comes to sharing information and knowledge. Ten years later and what has increased is the noise, especially misinformation, disinformation, and propaganda. The release of tools like generative pre-trained transformers (GPT) will only increase the amount of noise online. It is becoming even more important to add value before we share information, especially confirming that the information is valid and reliable. As more machines create ‘answers’ to our questions, we should focus on adding human value.

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hierarchies, experts, and dogma

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Dogma — prescribed doctrine proclaimed as unquestionably true by a particular group — a settled or established opinion, belief, or principle.

In 2021, research concluded that medical orthodoxy, such as ‘droplet dogmatism’, blocked the acceptance that the SARS-CoV-2 virus was mainly transmitted through the air, in spite of knowledge from fields outside infectious disease.

Three fields—political, state (policy and regulatory), and scientific—were particularly relevant to our analysis. Political and policy actors at international, national, and regional level aligned—predominantly though not invariably—with medical scientific orthodoxy which promoted the droplet theory of transmission and considered aerosol transmission unproven or of doubtful relevance. This dominant scientific sub-field centred around the clinical discipline of infectious disease control, in which leading actors were hospital clinicians aligned with the evidence-based medicine movement. Aerosol scientists—typically, chemists, and engineers—representing the heterodoxy were systematically excluded from key decision-making networks and committees. Dominant discourses defined these scientists’ ideas and methodologies as weak, their empirical findings as untrustworthy or insignificant, and their contributions to debate as unhelpful.
Conclusion:
The hegemonic grip of medical infection control discourse remains strong. Exit from the pandemic depends on science and policy finding a way to renegotiate what Bourdieu called the ‘rules of the scientific game’—what counts as evidence, quality, and rigour. —Orthodoxy, illusio, and playing the scientific game

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the fifth discipline redux

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Harvard Business Review described The Fifth Discipline by Peter Senge, as one of the seminal management books of the previous 75 years. In 2017 I reviewed mastery and models and showed how they still pertain to organizations 30 years later. I concluded that the challenge for learning professionals is to help organizations become learning organizations. It is also to master the new literacies of the network era and promote critical thinking, for ourselves and others.

Questioning existing hierarchies is necessary to create the organizations of the future where power and authority are shared, based on mutual trust. The dominant organizational models need to become network-centric and learning-centric.

“Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively. As such, it is an essential cornerstone of the learning organization — the learning organization’s spiritual foundation.” ―Peter Senge (1990) The Fifth Discipline: The Art & Practice of The Learning Organization

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