PKMastery

Personal knowledge mastery

learning in the complex domain

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Personal knowledge mastery (PKM) can be a lens to examine how knowledge flows in organizations and human systems, especially from a perspective beyond formal training and education.

“A model of curation for the digital era that is being used in health and care is Harold Jarche’s ‘Personal Knowledge Mastery’ (PKM). This is about individuals making the best use of their networks and other sources of knowledge so that they can keep up to date with the most effective thinking in their area and practice new ways of doing things. Leaders who take responsibility for their own effectiveness through PKM create leverage and value for their organisations. The underpinning framework for curation within PKM is ‘seek, sense, share’. ‘Seeking’ is about finding things out and keeping up to date; pulling’ information, but also having it ‘pushed’ to us by trusted sources. ‘Sensing’ is about making sense and meaning of information, reflecting and putting into practice what we have learned and plugging information into our own mental models and turning it into knowledge. ‘Sharing’ is about connecting and collaborating; sharing complex knowledge with our own work teams, testing new ideas with our own networks and increasing connections through social networks.” —UK National Health Service White Paper: The new era of thinking and practice in change and transformation

In addition, PKM is much more than a model of curation.

“Seek > Sense > Share are three elements at the core of Harold Jarche’s Personal Knowledge Mastery (PKM) Framework. With PKM, he shaped one of the most persuasive approaches to personal and professional development, combining natural ways of learning with an approach to sensemaking and contributing to a larger collective.” —GIZ.DE

Personal knowledge mastery is a framework that connects working and learning. Much of what professionals and most adults learn is from experience and interactions with other people, at work or outside of it. We learn from experiences and exposure to people and ideas.

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the codification of knowledge

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Nick Milton raises an interesting point about the terms implicit, explicit, and tacit knowledge. Do you know what each term means? It seems that many in the knowledge management discipline do not.

Which of these three most closely matches your understanding of the term “Explicit Knowledge”

A. Knowledge which has been explained in some way (spoken or recorded)

B. Knowledge which has been recorded (eg in documents, files etc)

C. Knowledge which can be explained, but may or may not have been either spoken or recorded.

About 40 people answered the poll, and the results were as follows.

A- 23%

B – 53%

C – 23%

So the participants were evenly split between those who thought that explicit knowledge was synonymous with recorded knowledge, and those who thought that it wasn’t. And among those who thought it wasn’t, there was an even split between exactly where the line lies between tacit and explicit.

Imagine this was another discipline. Imagine if doctors could not agree whether coma and death were the same thing, and those who thought they were different, could not agree on the line between death and coma lies. It would be dangerous chaos. —The problem with “tacit/explicit”

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filtering out the crap

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“ninety percent of everything is crap” —Sturgeon’s Revelation

“Twitter is often derided as a forum for gossip and nonsense, which it also is. But I find more serious discussion of critical issues, more sources shared and claims checked here than in most of the mainstream media.” —George Monbiot

While 90% of what is shared on Twitter may be crap, a critical eye and good information filters will reveal the 10% that is great. Good personal knowledge mastery practices will lead to filter success.

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PKM at seventeen

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Seventeen years ago I was introduced to PKM by Lilia Efimova.

To a great extent PKM is about shifting responsibility for learning and knowledge sharing from a company to individuals and this is the greatest challenge for both sides. Companies should recognise that their employees are not “human resources”, but investors who bring their expertise into a company. As any investors they want to participate in decision-making and can easily withdraw if their “return on investment” is not compelling. Creativity, learning or desire to help others cannot be controlled, so knowledge workers need to be intrinsically motivated to deliver quality results. In this case “command and control” management methods are not likely to work.

Taking responsibility for own work and learning is a challenge for knowledge workers as well. Taking these responsibilities requires attitude shift and initiative, as well as developing personal KM knowledge and skills. In a sense personal KM is very entrepreneurial, there are more rewards and more risks in taking responsibility for developing own expertise.

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ordinary creativity

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Karen Caldwell calls personal knowledge mastery — ordinary creativity (3.5 minute video). I think this is a great analogy as PKM is something that anyone can practice and improve. Karen asks what does ordinary creativity mean for you as a “social learner, digital author, prosumer, digital audience, and consumer”. She identifies ways to present information such as dual coding theory.

Dual-coding theory postulates that both visual and verbal information is used to represent information . Visual and verbal information are processed differently and along distinct channels in the human mind, creating separate representations for information processed in each channel. The mental codes corresponding these representations are used to organize incoming information that can be acted upon, stored, and retrieved for subsequent use. Both visual and verbal codes can be used when recalling information. —Psychology Wiki

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Working Smarter Field Guide

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Working Smarter with Personal Knowledge Mastery

The Working Smarter with PKM Field Guide is also available as a PDF.

CC-BY-NC-SA

More information about the PKM Online Workshop

This field guide supports the Working Smarter @ Citi program.

The Changing Nature of Human Work

For the past several centuries we have used human labour to do what machines cannot. First the machines caught up with us and surpassed humans with their brute force. Now they are surpassing us with their brute intelligence. There is not much more need for machine-like human work which is routine, standardized, or brute. But certain long-term skills can help us connect with our fellow humans in order to learn and innovate — curiosity, sensemaking, cooperation, and novel thinking.

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subject matter networks

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We live in a networked world. Is it even possible for one person to have sufficient expertise to understand a complex situation such as this pandemic? So do we rely on one subject matter expert or rather a subject matter network?

I have noted many discrepancies between advice from our Chief Medical Officer of Health as opposed to a network of experts who I follow on Twitter. Our CMOH has been responsible for producing some of the most complicated public health guidelines and even our local CBC radio station staff could not come to an understanding of the concept of a ‘steady ten’ — Do these circles overlap? How long can they last? What about children going to school in contact with others? Talking with other people I have noticed that everyone interprets it differently. This is a failure to communicate.

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connect, challenge, create

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Education won’t counter populism — changing education might

Slovakia’s president, Zuzana Caputova, was elected in March 2019, and surprisingly showed a way out of the populist quagmire that many countries find themselves in. The tribal affiliations retrieved by the previous corrupt government, particularly via social media, were what Caputova had to counter in order to get elected.

She addressed these tribes not by creating a new tribe, but by discounting the tribal perspective and focusing on the population’s common humanity instead. In this case, it worked. Understanding The Laws of Media, especially the retrieval quadrant gives us a tool to counter the negative effects — or potential reversal — of new technologies like social media. This is real media literacy.

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working smarter 2020

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In 2010 we conducted a project to cultivate a fully engaged, high performing workforce through rapid, collaborative, informal, & self-directed learning at a US-based health insurance company of about 20,000 employees. It is summarized in the working smarter case study.

Jump ahead a decade and similar issues continue to face large organizations.

My recent client challenge with Citibank in 2019/2020 can be summed up as — How do you improve collaboration, knowledge-sharing, and sensemaking in a globally distributed company with over 200,000 employees?

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trusted spaces

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In my PKM workshops we discuss the differences between communities and networks. This includes the dark sides of communities as well as the constant doubt and outrage on social media. My general advice is to seek diverse perspectives in social networks but to seek more private, trusted communities for deeper conversations and understanding.

I use Twitter to show how to seek new ideas and opinions by selecting who to follow to create human knowledge filters. The list feature on Twitter is useful in following specific topics and fields. Following, or muting, certain hashtags can also refine what you find on Twitter.

The best feature of Twitter is that you do not have to follow people who follow you. The relationship is asymmetric, just like blogging. In addition, you can still set your stream of people you follow to “see latest tweets first” so that the Twitter algorithm does not decide for you. Of course you have to constantly switch to latest tweets, as Twitter prefers to feed its algorithm to you. Twitter is not your friend. You don’t have to be on Twitter, but I still find it a useful platform for teaching about online social networks. There are also, for now, third-party applications for Twitter, like Tweetbot.

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