Trust

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A while back, Charles Green responded to my post about the knowledge economy being a trust economy:

Your title captures an important insight; the knowledge economy allows significant distribution of nodes of knowledge, means of production, etc. To get the value of that, resources have to be distributed. If people can’t figure out how to trust other people, all that value goes unachieved. Or, more likely, it accrues to other organizations or networks who HAVE figured out how to trust each other.

I’ve referred several times to articles at the Trusted Advisor because trust is such an important factor in knowledge work as knowledge and innovation cannot be effectively coerced from workers.

Here’s Charles on Measuring and Managing:

If you can measure it, you can manage it; if you can’t measure it, you can’t manage it; if you can’t manage it, it’s because you can’t measure it; and if you managed it, it’s because you measured it.

Every one of those statements is wrong. But business eats it up. And it’s easy to see why …

The ubiquity of measurement inexorably leads people to mistake the measures themselves for the things they were intended to measure.

And a post on measuring ROI for soft skills training [because we don’t trust workers] and the perversion of individual measurement:

Most soft skills deal with our relationships to others. The drive to individually behavioralize, then metricize, has the effect of killing relationships—an ironic outcome for relationship-targeting training.

In the learning & development business there is much focus on compliance training, especially since regulatory compliance accounts for a significant amount of learning content development and learning management technology sales. However, there are few sales pitches that say, go ahead, let your employees decide what’s best for them. Trust, it seems, doesn’t sell stuff. If you trust workers to manage their learning, you don’t need an LMS. If you trust them to get things done, you don’t need a tracking system. If you trust them to learn you don’t need as much pre-programmed training because they will find what’s best. If you trust them to be self-directed or group-directed learners they would have a say in their own training budget and I doubt they would vote to buy an LMS.

There is little doubt that organizational structures need to change and that management models need to adapt to deal with increasing complexity. Shifting from a hierarchy to a wirearchy requires a foundation of shared information, knowledge, power and trust. Trust shifts not only how an organization works but also many of traditional relationships with customers and suppliers. If all businesses trusted employees, how many training companies would go out of business?

Active sense-making

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Yesterday, during my presentation on personal knowledge management to IBM BlueIQ I was asked about the role of blogging in my own sense-making processes. For almost seven years, my blog has been where I try to make sense of my observations. I’ve called it my home base. As I’ve said before, this blog is mostly for me. These are my half-baked thoughts which I make public in order to share and to learn. Many posts get built upon or edited several times and may become part of a longer article or white paper. Most of what is posted here is raw material. Much of the nuance or context is in the flow of the conversations here over the years. The process is often more important than the product.

In my Seek>Sense>Share model, seeking and annotating information is important but cannot stand on its own. As much as I may add feeds into my RSS reader, bookmark web pages or upload photos, these are nothing more than senseless digital constructs until I put them to use. Seeking information is an important foundation to PKM online but it’s of little use without action. The sense-making part of the process requires action and it takes practice to be good at it. How to make sense of one’s experiences is up to the individual. Sense-making is an activity, a regular practice. It can be as simple as creating a list (Filtering) or as complicated as a thesis (Customization). People with better sense-making skills are able to create higher value information and when this is shared, they contribute to their networks. This strikes me as the core of collaborative knowledge work.

I added a sense-making activity about a year ago when I realized I was losing track of what I was finding on Twitter. I could have saved interesting tweets to my social bookmarks but instead I decided to do a weekly review of what I had found. This requires little effort during the week, other than clicking the “favorite” star. At the end of the week, I re-read these tweets and their links and then decide which ones are still of interest. The activity of reading, writing and perhaps commenting helps to internalize some of the knowledge. The result is Friday’s Finds and a byproduct is that some other people find it interesting and useful as well.

Agility through collaboration

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Instead of factory-style production teams, agile programming uses far fewer, but better, programmers. The principles of communicating, focusing on simplicity, releasing often and testing often are also applicable to developing good instructional programs. Does instructional systems design (ISD) need more agility? An ISD project team should be able to return to the Analysis or Design phase and make changes while instructional content Development is taking place. If not, changing conditions cannot be accommodated and the programme is outdated before it’s even finished. I wonder how many content development shops actually have a process that enables them to rebuild after the design specification has been signed off.

The root of the problem is that ISD views instruction as separate from work. Instruction is perceived as something that can be designed, developed and delivered as a programme, not integrated with the work to be done. Subject matter experts are consulted, but the ISD professionals remain in control. It’s a good model when things change slowly. The current fascination with rapid e-learning only exacerbates the problems with ISD. Rapid is just a faster version of ADDIE, with less time for reflection and feedback: Garbage-In; Garbage-Out.

I think that ISD and agility are fundamentally incompatible. Clark Quinn proposes a better approach, collaborative co-design:

Things are moving so fast, and increasingly the work will be solving new problems, designing new solutions/products/services, etc, that we won’t be able to anticipate the actual work needs.  What we will need to do, instead, is ensure that a full suite of tools are available, and provide individuals with the ability to work together to create worthwhile working/learning environments.

In short, tying back to my post on collaboratively designing job aids, I think we need to be collaboratively designing workflows. What I mean is that the learning function role will move to facilitating individuals tailoring content and tools to achieve their learning goals.

Collaborative co-design is one more way to integrate work and learning, and give our organizations more agility. Embedding the principles of communicating, focusing on simplicity, releasing and testing often; just make sense in an increasingly complex workplace. Once again, the major barrier, like Enterprise 2.0 or social media for work, is that the traditional gatekeepers have to give up control.

Changing times

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Here are some of the things I learned via Twitter this past week.

Why focus on informal & social learning? by @CharlesJennings | Related Slide Presentation

In many cases non-formal and social approaches will replace formal learning. In a few cases they won’t.

There are 8 drivers for this change:

1. There is a strong imperative for continuous learning – the world is changing so fast that we need to continually update our knowledge, skills and productivity. Doing it in discrete steps just doesn’t work any more – even if the steps are small ones. We all need to develop the mindset of continuous, always-on learners. Informal and social learning approaches fit this need better than staccato formal learning …

via @roundtrip – 10 ways the “world of work” will change in the next 10 years @Gartner_inc “non-routine” work = adaptive innovative

  1. De-routinization of work
  2. Work swarms
  3. Weak links
  4. Working with the collective
  5. Work sketch-ups
  6. Spontaneous work
  7. Simulation & experimentation
  8. Pattern sensitivity
  9. Hyperconnected
  10. My place

@johnniemoore Is there a real innovator’s dilemma in an age of abundant creativity. Or just a bureaucrat’s dilemma pretending otherwise?

From HBR: Higher education is overrated; skills aren’t [as I wrote in the university myth]

Foolish New York Times stories notwithstanding, education is a misleading-to-malignant proxy for economic productivity or performance. Knowledge may be power, but “knowledge from college” is neither predictor nor guarantor of success. Growing numbers of informed observers increasingly describe a higher education “bubble” that makes a college and/or university education a subprime investment for too many attendees.

via @nomad411 New Zealand rejects software patents.

In updating its policy position, the New Zealand government acknowledged the growing importance of open source, and the logical reasons for excluding software from the list of patentable inventions.

Evaluating knowledge workers – a cartoon essay by @tonykarrer

Ten reasons

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Jane Hart posted a tongue-in-cheek video on 10 reasons to ban social media with the caveat, “Be careful who you show this video to – they might actually believe it  ;)”. One comment to her blog post really struck me:

Strange thing is that I wasn’t laughing as he is far too near the truth – the senior management and IT departments that I know DO think like this. What is now needed is a rebuttal of this video. Not just saying that’s not the case but giving good cogent business arguments to each of the 10 (or indeed 11) points. How for instance would you answer this one. “What sort of learning process takes place in the minds of learners when using Twitter?” Just saying communication, keeping up to date, exchanging information is not enough for these doubters. It may seem ludicrous to suggest it but how do we link social learning with the bottom line? We had to do that for e-learning….

I must say that “good cogent business arguments” abound, but first they must be read and then understood and then put into contextual practice. Many people, including my partners at the Internet Time Alliance, have been discussing and using social media for business and publishing frequently on how increasing networks and complexity are influencing workplace design and human performance. Here is just a sampling of what’s already been discussed, much of it via social media.

10. Social media is a fad. Social media are an extension of the Internet and the Web, and are becoming embedded in our work and leisure time. If the Net is a fad, then so are social media – place your bets.

9. It’s about controlling the message. Networks, the new organizational model, mean giving up control and our hierarchical work models are no longer effective nor efficient.

8. Employees will goof off. What looks like goofing off, such as Twitter, may actually be knowledge work.

7. Social Media is a time waster. Not if you use some methods and processes (like PKM) to make sense of all those networks [that’s how I’m able to write this post so quickly].

6. Social media has no business purpose … other than to foster innovation and collaboration.

5. Employees can’t be trusted. The knowledge economy is the trust economy, so you either have to hire new employees or change your business model. More resources at The Trusted Advisor.

4. Don’t cave into the demands of the millennials. The whole idea of digital natives is dying – the changing workplace affects everybody.

3. Your teams already share knowledge effectively. Really? Homeland Security: information sharing is still not where it should be. How about BP?

2. You’ll get viruses. Not if you use a Mac ;) Dave Snowden: “Since I’ve left IBM I’ve had fewer virus attacks working in an open Web environment than I did in a secure corporate environment.”

1. Your competition isn’t using it, so why should you? Unless your competition is one of the thousands of start-ups coming to market, or incumbents like Cisco or IBM. Even dairy farmers use social media. You can be sure your markets are using social media to talk about your products and services.

Leveraging collective knowledge

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This week, a few related knowledge management (KM) articles crossed my path and I’d like to weave them together.

Here’s a model that shows how KM has progressed over the past 15 years. Nancy Dixon discusses three eras of knowledge management as moving from Explicit Knowledge (document management) to Experiential Knowledge (communities of practice; expertise locators)  and now to Collective Knowledge (social media). This post and Nancy’s previous ones, are well worth the read as a primer on KM.

Leveraging collective knowledge may be our collective challenge but there are no guaranteed solutions at this time. This is still new territory.

“Although the first thinking about Leveraging Collective Knowledge began to appear around 2005, there are only a few leading edge organizations that have developed new practices for making use of their organization’s collective knowledge. Most organizations are still centered in the perspective of the second era and some, who have come late to knowledge management, are still struggling with getting good content management in place.”

The need for KM is evident. In the gorilla illusions, Nick Milton points out that we need to create knowledge artifacts in order to counter the tendencies of our brains to make things up over time. These illusions include:

  • The illusion of memory
  • The illusion of confidence
  • The illusion of knowledge

As Nick concludes, “The implication is that if you will need to re-use tacit knowledge in the future, then you can’t rely on people to remember it.” With more information passing by us from multiple sources, our ability to keep track of it with only our brains is rather limited. We need systems, but more powerful and more flexible ones than currently offered by enterprise software systems like document management, expertise location, learning management or communities of practice.

Each person’s knowledge needs and knowledge use are unique. For example, Owen Ferguson explains that experts shouldn’t design online resources for novices:

The curse of the expert when it comes to online presentation is that they often decide they know better and produce a design that matches their own knowledge map – totally confusing the user. IT experts design the IT part of the intranet, HR experts design the HR part of the intranet, product experts design the product information parts of the intranet and all express surprise that users never seem to use them.

Actually, designing “for” anybody becomes a problem. Valued professional* work is non-standardized, as standardized work today just gets automated and outsourced.  Who really knows what knowledge needs any professional may have? How many levels of novices, journeymen and experts are there in an organization? Hence the need for the mass customization of (knowledge) work processes.

The relationship with personal knowledge mastery (PKM) is clear. The challenge is to enable “small pieces (individuals) loosely joined” – to seek, make-sense of, and share their knowledge. I use a combination of my blog, bookmarks, and tweets to inform my outboard brain so I can retrieve contextual knowledge as I interact with my clients and colleagues. My process works for me, but it cannot be copied as a standardized process. The real challenge is to help each person find a process that works on an individual basis while supporting the organization in leveraging collective knowledge.

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* “A professional is anyone who does work that cannot be standardized easily and who continuously welcomes challenges at the cutting edge of his or her expertise.” —David Williamson Shaffer

A personal learning journey

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I became interested in knowledge management (KM) as I was introduced to it in the mid 1990’s while practising instructional systems design (ISD) and human performance technology (HPT) in the military. In the late 1990’s knowledge management was part of our solution suite at the Centre for Learning Technologies (CLT via The Wayback Machine).

The Centre for Learning Technologies is an applied research, consulting and resource centre for the use of new media in learning, knowledge management, and workplace performance support.

I continued to work with enterprise knowledge repositories and KM related projects until I started freelancing in 2003 and was faced with the challenge of creating my own knowledge management system with a minimal budget. Luckily the web had evolved and there were consumer alternatives to enterprise systems. I became a consumer and simultaneously a sharer of online knowledge.

Lilia Efimova (2004) was one of my earlier inspirations, “To a great extend PKM [personal knowledge management] is about shifting responsibility for learning and knowledge sharing from a company to individuals and this is the greatest challenge for both sides.” This still sums up the core concept of PKM. As a free agent it was rather easy for me to take responsibility for my learning and knowledge sharing, but it was much more difficult for people working within organizational hierarchies. I saw a need for PKM inside all businesses so I began investigating and practising PKM while reflecting on my own attempts to manage my knowledge.

I had turned my website into my knowledge base (2005) combining blogs, RSS and social bookmarks to help manage my knowledge flows. By explaining my process in public, I hoped to clarify my methods and get feedback from others. I then played with metaphors to explain my emerging processes (2006); “Basically, you can take a few free web tools and start controlling your information streams (Input). Then you can file the good stuff somewhere you can always find it (Filing & Sharing).”

By 2007, PKM had become my best tool and I had once more revised my processes. My own area of interest was PKM with web tools, though of course a PKM system can be unplugged. I was also seeing the similarities with personal learning environments: PLE.

The need for some type of PKM process for people in many walks of life was becoming clear in 2008. However, it was only part of the solution in creating better workplaces and encouraging critical thinking:

Developing practical methods, like PKM and Skills 2.0 (PDF) can help, but at the same time we need to work on creating and supporting new models of work that are more democratic and human. This means that we need to think about and talk about work differently. For myself, I have found that not being a salaried employee has freed my mind in many ways. I know that this is not the answer for everyone, but it’s time to make slogans like, “our business is our people”, a reality.

I forecast (2009) that PKM would be an essential part of workplace learning by 2019, but it now seems that will happen much earlier in many sectors with the cheap abundance of social learning tools.

Workplace learning in 2019:

  • Much of the workforce will be distributed in time & space as well as in engagement (part-time, full-time, contract mix).
  • More learning will be do-it-yourself and gathered from online digital resources available for free and fee. More workers will be used to getting what they need as they change jobs/contracts more frequently but remain connected to their online networks (online/offline won’t matter anymore).
  • Work and learning will continue to blend while stand-up training will be challenged by the ever-present back channel. Successful training programs will involve the learners much more – before, during and after.
  • Conferences, workshops and on-site training will become more niche and fragmented (smaller,  focused & connected online) as travel costs increase and workers become more demanding of their time.
  • The notion of PKM will have permeated much of the workplace
  • These changes will not be evenly distributed.

I also observed that government managers especially needed to develop ways of prioritizing and coping with information flows while leaving space for real time conversations. In 2009 I wrote 34 posts related to PKM on this blog, as it was becoming evident that there was a need and an interest. I came to the conclusion that PKM was our part of the social learning contract as we increasingly engage in online professional and learning networks.

This year, I engaged with the KM community and gained many insights talking about PKM on Twitter: “I am more convinced now of the importance of PKM (or PKSharing) in getting work done in knowledge-intensive workplaces. It is a foundational skill, of which only the principles can be formally taught, and like any craft it must be practised to gain mastery.” My latest metaphor/model  is described in PKM in a Nutshell and of course there are several other models.

I will continue to explore better ways to manage information, encourage reflection and share what we are learning. Technology plays a role in this but changing attitudes is the key.  Learning is a process, not a discrete event and it needs to become part of the work flow, not directed by a separate department, with a separate budget that is itself separate from the work that has to be done. Encouraging and supporting PKM* is one part of this.

*PKM is the term that I have used here, but other terms may become more meaningful to the world at large. I will continue to use PKM but am open to others, especially if they are more useful in getting the work done:

  • personal knowledge sharing
  • personal learning environment
  • personal learning network

Networks, networks, networks

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Here are some of the things I learned via Twitter this past week.

Value creation has thus been shifting from protecting proprietary knowledge, to fostering collaboration, both within the company and beyond its boundaries, in order to help the firm participate in as broad and diverse a range of knowledge flows and thus improve its competitive position.  It is within this context that one has to consider the business value of social networks, and their impact in helping people better connect with each other, and build sustaining relationships that enhance knowledge flows and innovation.

via @bbetts -Oscar Berg: Why traditional intranets fail today’s knowledge workers

To conclude: a major reason why traditional intranets fail today’s knowledge workers is that all information they provide access to is produced with a push-based production model. This model assumes that all information resources on the intranet must be produced in advance (only serving information needs which can be anticipated) by a small subset of all available resources (employees) and that the entire body of information needs to be supervised by a few people for the purpose of controlling the message, format and/or organization of the information resources.

A Man with a PhD: Natural selection: networks & diversity

One thing to remember is that true and pure natural selection would tend to drive genes to the best possible – the most fit – actually removing diversity. To a first approximation, selection would seem to produce a single set of genes that are ‘best’ evolved for a particular environment. Any other set of genes would be less fit.

In reality, selection is often not that fine, there are a range of different gene products that can probably be almost equally fit and most biological systems are designed to support a wide range of diversity.

It’s not the size of your network that matters but how you engage folks of diverse opinion & practice – Neighbor Networks

This argument implies that one cannot hope to get ahead of others just by finding the “right” network. “People think of their network as something they can expand, or buy a new version of, or change in some dramatic way as if it were clothing that you can take off and put on,” Burt says. A network does not give added competitive advantage independent of your effort. Rather, it allows a person to become more skillful at managing various connections so that he gains greater competitive advantage. It is what a person does with his network that counts.

via @jhagel – Generating Serendipity: diversity; sharing; network weaving; provocation

Serendipity is the emergence of desirable novelty from a chance encounter, the discovery of something wonderful, unknown and unpredictable. It is the act of unexpected cross-pollination, the seed of something new.

Much of lasting value comes into being serendipitously. How many of the most amazing things that have happened to you have happened because of an overheard word, an accidental encounter, a connection made by a friend? Serendipity is the antithesis of control.

Connections drive innovation [and learning] by @timkastelle

The moral of the story is simple. Connections drive innovation. We need input from people with a diversity of viewpoints to help generate innovative new ideas. If our circle of connections grow too small, or if everyone in it starts thinking the same way, we’ll stop generating new ideas. And then we’ll forget things like how to make a fishing hook. Or a trident missile.

via @charlesjennings – Paris stages ‘festival of errors‘ to teach French schoolchildren how to think

“I’m a scientist. I had nothing to do with education. But then my six-year-old boy went to school and his teacher told me, ‘He’s a nice kid, but he asks too many questions,'” said François Taddei, the author of an education report published last year for the Organisation for Economic Cooperation and Development (OECD).

“This is the problem of the French system,” he added.

“You are supposed to know the right answer. You are not supposed to express your own opinions or ask questions.”

Flipping the technology transfer funnel

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In The Learning Layer , the concept of reversing the idea funnel is discussed in depth. Traditional innovation processes take many ideas, and through elimination, narrow these down to a few. Flipping the funnel reverses this by breaking ideas into capability components and building on them.

Most business ideas are a bundle of two or more of our capability components [tangible & intangible assets – technologies, processes, people, IP, relationships]. For example, even if a business idea is based on a technological breakthrough, the overall opportunity is likely to also include other differentiating components, such as processes (say, a specific marketing process). It is the uniqueness of the bundle of components that provides the economic value-creating potential of the idea, and the ability to defy the easy copying by other marketplace participants that leads to rapid value collapse.

This is what effective innovators do, says author Steve Flinn – “They break things down into their essential features, and then try to visualize the effect of different combinations, orientations, and application approaches.”

One of my current projects is working on knowledge transfer, such as the commercialization of research, at Mount Allison University. I’m still learning how this happens here and at other universities, but for the most part, it seems to be a traditional funnel. However, this type of funnel can also be flipped.

Embedding the flipping-the-funnel process within the learning layer is a powerful, contemporary approach to the management of innovation and R&D. But there are other related learning layer opportunities that should not be overlooked. For example, technology transfer processes. Here the idea is to enable third parties to leverage inventions and developments that are developed by other organizations, whether private or public. As mentioned previously, extending the learning layer across organizations is an ideal way to generate creative synergy. And the flipping-the-funnel approach can be adapted, and coupled with the cross-organizational learning layer, to enable more collaborative and valuable technology transfers.

One example of cross-pollination in technology transfer is Futurity.org, which aggregates research findings from all AAU universities.

The ability to even conceive of a learning layer is due to our advances in network communication technologies. This has caused the explosion in web social media and user-generated content. While looking for a picture to illustrate this post, I came across the image below on Flickr, an image sharing service. The image was linked to a blog post that asks if the prevalence of social media require us to re-think the lead generation funnel. It seems that network effects have flipped some of our older industrial models.

The Learning Layer – Review

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learning layer cover

The Learning Layer : Building the next level of intellect in your organization, begins with some solid insights on how learning is the key to performing in the networked workplace. Learning has been the traditional realm of HR while most systems are supported by IT. This means that HR supports the people who produce the tacit knowledge while IT supports the systems that store the explicit knowledge. Steve Flinn, the author, uses the analogy of knowledge as stock and learning as flow. An organization’s intellectual capital is a factor of both, which “makes it really clear just how inseparable the management of a business’s knowledge is from the learning processes”.

The proliferation of current web technologies now presents us with two major opportunities:

“The knowledge and insights within the heads of people can be leveraged without overtly taking actions to make it so. And that systems can actually learn, and more specifically, learn from latent intellectual capital.”

Previous legacy IT systems used hierarchical structures, making them unsuitable for real learning applications, so “if we want an integrated organization of people and systems that effectively learns, we should start with a focus on a network-based architecture that has the capacity to reshape itself over time and that is layered over what came before, because that’s how the brain works.”

Flinn goes on to explain that Web 2.0 technologies have created “socially aware” systems that can identify some behaviour patterns between systems and users, giving us various levels of adaptation. Amazon.com is the best known commercial application of this, with its product recommendations. Very soon, adaptive recommendations in work systems will become ubiquitous, providing some extent of contextual and personalized learning on demand. The learning layer is an amalgamation of socially aware, adaptive systems with social networks [uniting KM and SoMe]. The social network is the larger network of connected people with smaller workflow processes inside:

“Because the workflow is woven right into the learning layer itself, it also offers the opportunity for ‘recombinant’ processes, where process sections can be cleaved off and recombined to form new, synthetic processes. This is the ultimate in flexibility and efficiency, and can serve to make the benefits of processes realizable in even the most complex and fluid of work settings. Think of it as basically the mass customization of business processes.”

Flinn also shows how learning value is created, can be measured and then assessed against project value, providing a clearer picture of the value of intellectual capital. He further recommends changes in how we develop ideas for innovation and suggests reversing the traditional idea funnel. Then Flinn takes these ideas and compares them against the three business archetypes: Product Innovator, Relationship Owner & Supply Network Architect.

The first three parts of the book are full of good ideas, insight, and analysis, but Part 4 is a bit of a letdown. Implementing the Learning Layer, a mere six pages, doesn’t tell you much. However, there is a lot in the previous sections for guidance if you already understand processes and technologies from IT, HR, OD and  social media. If not, you could engage ManyWorlds for consulting and then implement on their Epiture platform.

In looking at the specifications for Epiture (aka “the learning layer”) the company describes it as a Web 3.0 system that includes enterprise level web site management; document management;  social networking and tagging & ontologies. Even without a full product comparison, I would say that several other platforms, including open source, like Drupal can do much of this.

The key difficulty I see in the implementation of a learning layer is getting people to use it. As a layer, it is not integrated into the work tools. Even if socially aware systems collect and analyze data and feed these into the learning layer, the layer has to be used by people. Perhaps it can be effective if only a portion of the work force is involved in the active sharing of tacit knowledge through social networking. While I agree in principle with the learning layer, I’d have to see it in action and understand how the organization got there. I have little doubt in the potential of the learning layer but I’m not sure if it will revolutionize organizational learning.

In spite of my comments in the paragraph above, I would strongly recommend this book. Just the analysis on learning in networks is worth it. Much of what is recommended here reinforces 1) the wirearchy framework and 2) PKM development. Some form of learning layer could become the means by which wirearchies work and also use the cumulative results of individuals and their personal – knowledge/learning – management/sharing – systems/environments.

Other Related Posts:

Knowledge Stock & Flows

BRP & ERP