• HAROLD JARCHE  |  THURSDAY, APRIL 12, 2018
    [Knowledge, Knowledge Work] change the system, not the leader
    We need organizations and structures that let all people cooperate and collaborate to get work done. Strong networks, combined with temporary and negotiated hierarchies to get work done, become the simple building blocks for an organization in a state of perpetual beta. Let people do work worth doing, the tools to do it, and recognition of a job well done. Just look at all the compliance requirements of what to wear to work, how to work, and even what to say about work.
  • CONVERSATION MATTERS  |  WEDNESDAY, JULY 19, 2017
    [Knowledge, Knowledge Work] The CKO of Microsoft Services Has a Surprising Perspective on Knowledge Management
    I recently had the opportunity to interview Jean-Claude Monney , for a project I was working on for USAID. You can’t measure the ROI of knowledge. In terms of People he says KM should be focused on the changing context of work. Contractors/freelancers want quality of life, they want to go on vacation when they want and to do the kind of work they like. He points to law firms that are increasingly replacing paralegals with AI , what he calls “knowledge augmentation.”
  • HAROLD JARCHE  |  TUESDAY, APRIL 11, 2017
    [Knowledge, Knowledge Work] 7 essential facets for enterprise knowledge sharing
    Most large organizations today have some suite of social tools to share information and knowledge. Based on work with several clients over the past few years, I have identified seven essential facets for enterprise social networks. The objective of these networks should be to help to capture knowledge, encourage sharing, and enable action. Personal knowledge mastery ( PKM ) is a sense-making discipline. Collaboration is working together for a common objective.
  • HAROLD JARCHE  |  SUNDAY, APRIL 9, 2017
    [Knowledge, Knowledge Work] stories connect knowledge
    “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.
  • HAROLD JARCHE  |  WEDNESDAY, MARCH 1, 2017
    [Knowledge, Knowledge Work] mastery and models
    Personal Knowledge Mastery. 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. Personal knowledge mastery ( PKM ) is a framework I have developed over the past 12 years. The whole is greater than the sum of the parts as we build on the knowledge of others. The organization can help this knowledge to flow.
  • THEORIA CUM PRAXI  |  SUNDAY, DECEMBER 4, 2016
    [Knowledge, Knowledge Work] Instead of employees and employers
    This was in response to some things I had read at the time and was something of a follow-up to another post from April 2004 , in which I wrote: I’ve long believed that the prevalence of knowledge work in organizations today will (eventually) fundamentally shift the employee – employer relationship. It is hard not to think along these lines as I wonder about the future of work. Not just for me, but for my kids, and for the people with whom I work every day.
  • FUTURE OF WORK  |  MONDAY, AUGUST 15, 2016
    [Knowledge, Knowledge Work] Why Collaborative Leadership is Central to the Future of Work
    That definition comes from researchers Neil Howe and William Straus, the authors of an important book on the future of work – and life – titled The Fourth Turning ; it was actually first published in 1997, but I’ve just picked it up again and find its insights just as timely and actually even more compelling today than when I first discovered it. It used to be that punching the time clock at the start of the work day meant turning off your personality and your individuality.
  • THEORIA CUM PRAXI  |  THURSDAY, JULY 7, 2016
    [Knowledge, Knowledge Work] Holacracy: not safe enough to try
    Pound of Obscure future of work holacracy Knowledge Work organizational development wirearchyOrganizations can’t be designed, they need to be created, out of a new thinking, a different need and transformational insights. Source: Holacracy: not safe enough to try — Medium.
  • THEORIA CUM PRAXI  |  MONDAY, JULY 4, 2016
    [Knowledge, Knowledge Work] The Silent Killer of Flat Teams: What You Failed To Put In When You Took Out The Boss
    And then suddenly, and most often without acknowledging that this is also part of the contract we have redesigned, we ask people to show up to work, not as parent and child, but as adults working with adults. Pound of Obscure Cognitive Surplus flat organizations holacracy Knowledge Work networks organizational design wirearchy
  • THEORIA CUM PRAXI  |  FRIDAY, JULY 1, 2016
    [Knowledge, Knowledge Work] The PMP – How it Ruined Project Management | Stuart Hamilton | Pulse | LinkedIn
    Pound of Obscure certifications factory work future of work knowledge work as labor lowest price management Mastery pmp project managementThere has always been a class of worker that is paid for their labor, not for their expertise. There is a reason they were called “laborers”. The IT professional used to be part of the workforce where they were highly skilled and earned a premium for their experience.
  • THEORIA CUM PRAXI  |  SUNDAY, MAY 22, 2016
    [Knowledge, Knowledge Work] Working Out Loud – a book, a movement, a way of life
    I first came across the idea of making work visible in Jim McGee ‘s 2002 blog post Knowledge work as craft work , and the idea of “working out loud” in Bryce Williams ‘ blog post When will we Work Out Loud? I have used both as guides not only in how I get my own work done but in helping others understand how to get the most out of Enterprise Social Networks.
  • THEORIA CUM PRAXI  |  SUNDAY, MAY 22, 2016
    [Knowledge, Knowledge Work] Working Out Loud – a book, a movement, a way of life
    I first came across the idea of making work visible in Jim McGee ‘s 2002 blog post Knowledge work as craft work , and the idea of “working out loud” in Bryce Williams ‘ blog post When will we Work Out Loud? I have used both as guides not only in how I get my own work done but in helping others understand how to get the most out of Enterprise Social Networks.
  • KNOWLEDGE JOLT WITH JACK  |  THURSDAY, MAY 5, 2016
    [Knowledge, Knowledge Work] Clarity over Coffee, what?
    But, really, in most work these days, are people dragging mid-day because they don't have enough caffeine? Clarity > Coffee : Studies show anxiety diminishes and success rates soar when abstract goals - the very nature of knowledge work - are clarified, when they are transformed into concrete and attainable steps. Such is the case when we visualize work on a Personal Kanban. knowledge management personal effectiveness
  • KNOWLEDGE JOLT WITH JACK  |  WEDNESDAY, MAY 4, 2016
    [Knowledge, Knowledge Work] Clarity over Coffee, what?
    But, really, in most work these days, are people dragging mid-day because they don't have enough caffeine? Studies show anxiety diminishes and success rates soar when abstract goals - the very nature of knowledge work - are clarified, when they are transformed into concrete and attainable steps. Such is the case when we visualize work on a Personal Kanban. knowledge+management personal+effectiveness coffee tonniannedemariabarry
  • KNOWLEDGE JOLT WITH JACK  |  FRIDAY, APRIL 8, 2016
    [Knowledge, Knowledge Work] Swimming in a lake, or rowing down the river
    Particularly in the context of knowledge work, it is very difficult for people around you to know whether you are engaged in a key business activity, or if you are doing something of lower priority to fill time - like writing a blog post. Improvement programs that focus on fixing the work process - optimizing the activities themselves - often don't create that much of an overall improvement because they miss the time lost due to flubbed handoffs, waiting, and rework.
  • KNOWLEDGE JOLT WITH JACK  |  THURSDAY, APRIL 7, 2016
    [Knowledge, Knowledge Work] Swimming in a lake, or rowing down the river
    Particularly in the context of knowledge work, it is very difficult for people around you to know whether you are engaged in a key business activity, or if you are doing something of lower priority to fill time - like writing a blog post. Improvement programs that focus on fixing the work process - optimizing the activities themselves - often don't create that much of an overall improvement because they miss the time lost due to flubbed handoffs, waiting, and rework.
  • CLARK QUINN  |  TUESDAY, APRIL 5, 2016
    [Knowledge, Knowledge Work] L&D Value
    What I suggested as a response to her question was that individuals and communities would take over responsibility for learning, and work to create environments to support a richer variety of learning. The ability to execute optimally is being increasingly outsourced, as my colleague Harold Jarche aptly points out, and the only real value in the organization is going to come from the knowledge work, the important decisions, that will come from people.
  • HAROLD JARCHE  |  MONDAY, MARCH 14, 2016
    [Knowledge, Knowledge Work] the future of human work
    Just as few people do work that requires pure physical labour today, soon few of us will do routine, procedural, standardized knowledge work. They learn what works, what doesn’t and deliver ever better performance. Common core education standards are useless for this world of work. The future of human work is complex, creative, and unique. My PKM workshop is designed so that each participant creates their own ‘personal’ path to ‘knowledge mastery.
  • HAROLD JARCHE  |  MONDAY, MARCH 7, 2016
    [Knowledge, Knowledge Work] strategic transformation of workplace learning
    Is your learning and development team able to transform so it can support complex work, help people be more creative, and adapt to the changing nature of the digital workplace? Strategic transformation is more than changing what you work on. The strategic transformation of organizational learning requires a shift from delivery of content and courses to integrating learning and working. While learning is personal, much of it happens while we are working with others.
  • KNOWLEDGE JOLT WITH JACK  |  FRIDAY, JANUARY 29, 2016
    [Knowledge, Knowledge Work] Rolling Rocks Downhill
    Another classic "problem" in software or any knowledge-work environment is Parkinson's Law: usually formulated as "the work expands to fill the time allotted." I have been following Clarke Ching's efforts to write Rolling Rocks Downhill over the years, including reading one or two early versions. But somehow the final published version felt very different from the earlier versions.
  • KNOWLEDGE JOLT WITH JACK  |  THURSDAY, JANUARY 28, 2016
    [Knowledge, Knowledge Work] Rolling Rocks Downhill
    Another classic "problem" in software or any knowledge-work environment is Parkinson's Law: usually formulated as "the work expands to fill the time allotted." I have been following Clarke Ching's efforts to write Rolling Rocks Downhill over the years, including reading one or two early versions. But somehow the final published version felt very different from the earlier versions.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 27, 2015
    [Knowledge, Knowledge Work] beyond the reach of automation
    Here are some thoughts on how the increasing automation of knowledge work can be addressed by a new approach to organizational leadership. Any work that is routine will be automated. Jobs that only do routine work will disappear. Valued work, enhanced by our increased connectivity, will be based more on creativity than intelligence. Thinking for ourselves is the foundation of a new way of working. We are only as smart as our knowledge networks.
  • CLARK QUINN  |  WEDNESDAY, NOVEMBER 18, 2015
    [Knowledge, Knowledge Work] Facilitating Knowledge Work #wolweek
    In the course of some work with a social business agency, was wondering how to represent the notion of facilitating continual innovation. This representation emerged from my cogitations, and while it’s not quite right, I thought I’d share it as part of Work Out Loud week. This is very much based on Harold Jarche’s Seek-Sense-Share model for Personal Knowledge Mastery (PKM).
  • HAROLD JARCHE  |  TUESDAY, NOVEMBER 17, 2015
    [Knowledge, Knowledge Work] the bridge from education to experience
    Given the dominance of knowledge work in the modern workplace, the cognitive apprenticeship model may provide some insight. While cognitive apprenticeship was originally designed for teachers working with students in a formal setting, it can be used in the workplace as well. In organizations where experts may be significantly more advanced in their skills than novices, there is a role for a knowledge journeyman. It is helping organizational knowledge grow.
  • INFORMATION LITERACY WEBLOG  |  WEDNESDAY, OCTOBER 21, 2015
    [Knowledge, Knowledge Work] Information Literacy Instruction: What Can We Learn from Reading and Writing Research #ecil2015
    He highlighted relevant work in education, some of which he was going to talk about more. He moved on to research in online reading, mentioning particularly the work of Leu, who looked at information processing practice in online reading (e.g. Another example given of online reading research was by Kiili, a qualitative study which identified various reading patterns in learners working in pairs on a task (e.g.
  • HAROLD JARCHE  |  THURSDAY, OCTOBER 1, 2015
    [Knowledge, Knowledge Work] leadership is learning
    About 10 years ago I worked on a project with nursing staff as they changed their basic care model from one that was patient-centric to a model where “nurses engage the person/family to actively participate in learning about health” The McGill Model of Nursing is learning-centric. If work is learning and learning is the work, then leadership at work should be all about promoting learning.
  • KNOWLEDGE JOLT WITH JACK  |  WEDNESDAY, SEPTEMBER 23, 2015
    [Knowledge, Knowledge Work] Reimagining Lean's Waste into Knowledge Work
    Since LeanKit tends to serve software developers and knowledge work environments, it feels like these ideas particularly apply to knowledge work, even though the blog post talks about business growth in general. Too Much) Work In Process. This is one of the biggest killers, and it is one of the hardest to see - particularly for those of us wrapped up in work that is invisible.
  • HAROLD JARCHE  |  FRIDAY, JULY 17, 2015
    [Knowledge, Knowledge Work] automation and more
    If we can develop the economic structures necessary to distribute the prosperity we are creating, most people will no longer have to work to sustain themselves. The problem, however, is that without jobs, they will not have the dignity, social engagement, and sense of fulfillment that comes from work. marshallk – Automation of knowledge work. Every fortnight I curate some of the observations and insights that were shared on social media.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 29, 2015
    [Knowledge, Knowledge Work] digital transformation skills
    Oscar Berg has further developed his digital collaboration canvas that describes nine capabilities required for collaborative knowledge work. Oscar’s original work on this subject was part of my inspiration while working on a way to describe the required facets on an enterprise social network (ESN). I described how I developed the framework, based on the work of Oscar and others, in a presentation at the Learning Technologies conference in 2014.
  • HAROLD JARCHE  |  TUESDAY, APRIL 21, 2015
    [Knowledge, Knowledge Work] cooperation makes us human
    Automation of procedural work is accelerating. What was considered knowledge work yesterday will be routine tomorrow, and workers will be replaced by software and machines. We should not try to work more like machines in order to compete with them. In a world where our social networks provide the safety net once afforded by institutions and organizations, a different form of work behaviour is needed. Collaboration is working together for a common purpose.
  • DION HINCHCLIFFE'S WEB 2.0 BLOG  |  TUESDAY, FEBRUARY 17, 2015
    [Knowledge, Knowledge Work] What Are the Required Skills for Today’s Digital Workforce?
    It’s not that the digital possibilities are getting ahead of our businesses, it’s that high technology itself is proliferating so rapidly in terms of potent and truly transformative new products and services (social software, collaborative economy, wearables, 3D printing, and the whole hype cycle ) that it is now very difficult today even for experts working on the subject full time to keep up. Working Out Loud. Digital Sense Making + Personal Knowledge Management.
  • KNOWLEDGE JOLT WITH JACK  |  MONDAY, FEBRUARY 9, 2015
    [Knowledge, Knowledge Work] The CIO's Guide to Breakthrough Project Portfolio Performance
    The focus here is has to be on ensuring projects are released to take advantage of the capacity of the constraint of the whole portfolio of projects: don''t release more work than the resource can safely handle. Don''t force your most precious resource into the situation where they are forced to switch from project to project to project without finishing the work of the moment. In a portfolio, it is just as important to be flowing the right work in the right way for overall success.
  • DION HINCHCLIFFE'S WEB 2.0 BLOG  |  THURSDAY, FEBRUARY 5, 2015
    [Knowledge, Knowledge Work] The Strategic Value of Social Business: What We’ve Learned
    Recently, I had the need to gather our latest research from research, clients, and case studies on the established performance of social business for the Future of Work master class I delivered in Paris at Enterprise 2.0 The intent was to answer this question: What specifically is the business value in social-based ways of working today and tomorrow?
  • HAROLD JARCHE  |  MONDAY, DECEMBER 29, 2014
    [Knowledge, Knowledge Work] Leadership for the Network Era
    Leadership training usually does not work. Trying to directly shape behaviour can work when the task to be done is straight-forward, time is of the essence, and the learner is ready. For complex behaviours like leadership, consisting of several skills, modelling may be best, as there is much implicit knowledge to be learned, which takes time. But the valued work in the enterprise is shifting, as it increases in variety and decreases in standardization.
  • HAROLD JARCHE  |  WEDNESDAY, SEPTEMBER 24, 2014
    [Knowledge, Knowledge Work] Engaging Knowledge Artisans
    Every organization today is trying to address the changing nature of work, driven by rapid technological change, and made more complex by global changes in economics, politics, and resources. But what about our structures that organize how people work together? For example, working and learning out loud in online social networks significantly change the flow of knowledge and influence power structures. Overarching knowledge work principles have to be first established.
  • HAROLD JARCHE  |  THURSDAY, JULY 24, 2014
    [Knowledge, Knowledge Work] Build trust, embrace networks, manage complexity
    A new model for work is required. They work well when information flows mostly in one direction: down. In matrix management people have more than one reporting line and often work across business units. While a certain amount of hierarchy may be necessary to get specific project work done, networks function best when each node can choose with whom and when it connects. The team, as a work vehicle, is outdated. Knowledge-sharing. Hierarchies.
  • HAROLD JARCHE  |  TUESDAY, JUNE 10, 2014
    [Knowledge, Knowledge Work] Work Out Loud Week
    Sharing complex knowledge requires trust, but developing trusted knowledge networks does not happen over night. It requires a combination of actively engaged knowledge workers, using effective communications tools, all within a supportive organizational structure. In complex work environments, the optimal way to do work is to constantly probe the environment and test emergent practices. This means contributing knowledge.
  • HAROLD JARCHE  |  MONDAY, JUNE 9, 2014
    [Knowledge, Knowledge Work] Freelancing means freedom
    Entrepreneurial activity in 2009 was at its highest level in 14 years, online freelance job postings skyrocketed in 2010, and companies are increasingly outsourcing work. While the economy has unwillingly pushed some people into independent work, many have chosen it because of greater flexibility that lets them skip the dreary office environment and focus on more personally fulfilling projects. – Trickle down economics doesn’t work. Contract work is for mugs.
  • ELEARNINGTECH.BLOGSPOT.COM  |  FRIDAY, JUNE 6, 2014
    [Knowledge, Knowledge Work] Tony Karrer: Social Media for Knowledge Workers
    Social Media for Knowledge Workers. tools to improve your performance as a knowledge worker. This was a major reason that I started down the path with Work Literacy. That said, I thought it would be worthwhile for me to collect a few of the resources that provide good starting points that can help Knowledge Workers improve their performance using Social Media. very cool work!! Discussion Forums for Knowledge Sharing at Capital City Bank.
  • WWW.WORKLITERACY.COM  |  FRIDAY, JUNE 6, 2014
    [Knowledge, Knowledge Work] Work Skills Gap Hinders Enterprise 2.0 Adoption | Work Literacy
    Work Skills Gap Hinders Enterprise 2.0 It seems there is mounting acknowledgment that knowledge work skills are hindering the adoption of Enterprise 2.0 In other words how do knowledge workers learn this new way of thinking, working, learning? Work Literacy can personalize the content based on your interests, your LinkedIn profile, what you share on Twitter and LinkedIn, and what content people similar to you are sharing. Participate in Work Literacy.
  • WWW.NYTIMES.COM  |  FRIDAY, JUNE 6, 2014
    [Knowledge, Knowledge Work] Shifting Careers - Fighting a Workplace War Against Distraction - NYTimes.com
    The subject of focus comes up a lot in my discussions with people about work. We talk about the constant interruptions of working in the digital age, of the mistakes we make while multitasking and the efforts to find quiet places to think. We prize knowledge workwork that relies on our intellectual abilities — and yet increasingly feel that we have no time to think. Mark and the Families and Work Institute, a nonprofit group. •
  • WWW.WORKLITERACY.COM  |  FRIDAY, JUNE 6, 2014
    [Knowledge, Knowledge Work] Work Literacy Launched | Work Literacy
    Work Literacy Launched. June 1, 2008 - Tony Karrer and Michele Martin are pleased to announce the founding of Work Literacy … “The most important contribution management needs to make in the 21st Century is to increase the productivity of the knowledge worker.” Work Literacy. As knowledge workers we need practical skills, methods and tools that will improve our effectiveness and help us stay on top of our game.
  • HAROLD JARCHE  |  THURSDAY, MAY 8, 2014
    [Knowledge, Knowledge Work] Re-wiring for the Complex Workplace
    In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Knowledge workers today need to connect with others to co-solve problems but the best tools to do this are often outside the enterprise. Sharing tacit knowledge in this way is becoming an essential component of knowledge work. In the network era, learning and working are tightly interconnected. The first step is get everyone working out loud.
  • HAROLD JARCHE  |  SUNDAY, APRIL 27, 2014
    [Knowledge, Knowledge Work] Why PKM?
    Here is a short video introduction on why personal knowledge mastery ( PKM ) is becoming a required skill and mindset for professionals today. We continue to see that labour has diminishing value as routine work keeps getting automated. Your Work? All statistics in recent years show that knowledge work is increasing, while manufacturing work continues to decrease. This is the world of work for many of us.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 23, 2014
    [Knowledge, Knowledge Work] Connecting Companies and Markets
    Management in the Network Era: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured. The duty of being transparent in our work and sharing our knowledge rests with all workers, including management. Companies therefore need to push work beyond daily practice and out to communities and networks.
  • FUTURE OF WORK  |  MONDAY, APRIL 21, 2014
    [Knowledge, Knowledge Work] Thinking About Thinking
    Of course, in today’s frantically paced world most of us have to work at being truly alone – to get “far from the madding crowd,” to turn off our smartphones, and to let our unconscious minds take over. In fact, Brady reports that, while the responses he hears in workplace visioning sessions with clients were for many years about the need for more collaboration, currently the most frequent thing he hears people say about their work is “I just need some time to think.”.
  • HAROLD JARCHE  |  TUESDAY, APRIL 15, 2014
    [Knowledge, Knowledge Work] Knowledge sharing paradox revisited
    The knowledge sharing paradox is that enterprise social tools can constrain what they are supposed to enhance. People will freely share their knowledge if they remain in control of it because knowledge is a very personal thing. Knowledge workers care about what they need to get work done, but do they care about the organizational knowledge base? I have shared my knowledge here for ten years, and a primary driver is that I have been in control.
  • FUTURE OF WORK  |  MONDAY, APRIL 14, 2014
    [Knowledge, Knowledge Work] What’s the Common Good?
    And while it always hurts to pay taxes, I view them as our investment in society as a whole – our “dues” for having a healthy, safe environment to live an work in, and the infrastructure that provides us with those things (schools, roads, national defense, and so on) we cannot build by ourselves. Clearly, modern digital technology is making most knowledge work location-independent.
  • FUTURE OF WORK  |  MONDAY, APRIL 7, 2014
    [Knowledge, Knowledge Work] Stop Managing Me!
    In all the debate and discussion about workplace design one very fundamental factor is often overlooked: the importance of individual choice in where, when, and how work gets done. Rather, we need to recognize that different tasks require different physical environments, and different people work best in different places at different times. As I wrote some years ago, “I don’t need a workplace, I need many places” (see “ Musings on Knowledge Work and Place” for more on that idea).
  • HAROLD JARCHE  |  TUESDAY, MARCH 25, 2014
    [Knowledge, Knowledge Work] What matters in knowledge work
    This Venn diagram by Oscar Berg says a lot about the nature of work and management today. What I see on the right are all the attributes of being a free agent and working in trusted networks like the Internet Time Alliance or Change Agents Worldwide. It reinforces the blunt stick of economic consequences as the prime motivator to do work. If we want knowledge workers to be truly productive we have two major options. ConnectedEnterprise Work
  • HAROLD JARCHE  |  SUNDAY, MARCH 2, 2014
    [Knowledge, Knowledge Work] Industrial disease
    In most cases our current models for managing people and supporting their knowledge-sharing are ineffective. Knowledge workers today need to connect with others to co-solve problems but the best tools to do this are often outside the enterprise. Sharing tacit knowledge in this way is becoming an essential component of knowledge work. In the network era, learning and working are tightly interconnected.
  • HAROLD JARCHE  |  SUNDAY, FEBRUARY 23, 2014
    [Knowledge, Knowledge Work] Wirearchies are smarter than the sum of their parts
    Many parts of knowledge work have been routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems. What has not changed much yet is the adaptation of structures and culture to permit easily building flows of information into pertinent, useful and just-in-time knowledge, or fanning out problem-solving and accountability into networks of connected workers. In such a work environment, trust emerges.
  • HAROLD JARCHE  |  MONDAY, FEBRUARY 10, 2014
    [Knowledge, Knowledge Work] The Seek > Sense > Share Framework
    Simple standards facilitated with a light touch, enables knowledge workers to capture, interpret and share their knowledge. Personal knowledge management is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively. But what we loosely call knowledge, using terms like knowledge-sharing or knowledge capture, is just an approximation. Good curators are valued members of knowledge networks.
  • HAROLD JARCHE  |  TUESDAY, JANUARY 14, 2014
    [Knowledge, Knowledge Work] Management in Networks
    Collaboration is working together toward a common objective. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. Knowledge networks differ from company hierarchies. One major difference is that cooperation, not collaboration, is the optimal behaviour in a knowledge network.
  • HAROLD JARCHE  |  WEDNESDAY, JANUARY 1, 2014
    [Knowledge, Knowledge Work] Working Socially
    With ubiquitous connectivity, more of our work is at a distance, either in space or time. Distributed work is becoming the norm. If we are going to support people doing this kind of work, we need to understand it. However, working in online social networks takes practice to be proficient. For example, even though I had worked online for over a decade, I did not really understand Twitter until I started using it regularly in 2008. SocialLearning Work
  • CLARK QUINN  |  TUESDAY, DECEMBER 10, 2013
    [Knowledge, Knowledge Work] Augmenting Human Intellect: Vale Doug Engelbart
    His mission manifested further in the ‘ mother of all demos ‘, where he showed collaborative work, video conferencing, and more, working with a mouse, keyboard, and graphic display. He realized that the problems the world was facing were growing exponentially, and that our only hope was to learn at a similarly exponential rate, and decided that helping humans accomplish this goal was a suitable life’s work.
  • HAROLD JARCHE  |  SUNDAY, DECEMBER 8, 2013
    [Knowledge, Knowledge Work] Moving forward with Social Collaboration
    This is a network of progressive and passionate professionals, who really want to bring about substantive change in how work gets done. This is how I would describe what Change Agents Worldwide is trying to achieve: We know that people have always sought meaning in their work. In a truly connected enterprise, knowledge comes from diverse viewpoints through active seeking, sense-making, and sharing. Trust emerges from the transparency of working out loud.
  • HAROLD JARCHE  |  THURSDAY, NOVEMBER 14, 2013
    [Knowledge, Knowledge Work] Connected leadership is not the status quo
    This is succinctly explained in the definition of wirearchy : a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. As networked, distributed work becomes the norm, trust will emerge from environments that are open, transparent, and diverse. Strengthening professional social networks will ensure that knowledge is shared and contributes to organizational longevity.
  • HAROLD JARCHE  |  TUESDAY, NOVEMBER 5, 2013
    [Knowledge, Knowledge Work] networks are the new companies
    Economic value has been redistributed to creative workers, and then diffused through knowledge networks. In an interview with Stowe Boyd, Nilofer succinctly explains several of the pieces that must come together in structuring work in the network era. That tosses Ronald Coase’s work out the window. Networked workers do not need bosses as work becomes transparent. Workers today often have faster access to knowledge outside their enterprises.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 2, 2013
    [Knowledge, Knowledge Work] Learning is the work
    Work is learning and learning is the work. Because the nature of work is changing. For example, automation is replacing most routine work. That leaves customized work, which requires initiative, creativity and passion. Valued work, and the environments in which it takes place, is becoming more complex. Professionals today are doing work that cannot be easily standardized. One framework for this is personal knowledge management.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 2, 2013
    [Knowledge, Knowledge Work] Why do I need KM?
    ” This illuminates an observation made by Thierry deBaillon , which I have often quoted, “The basic unit of social business technology is personal knowledge management, not collaborative workspaces.” Collaborative knowledge work must be coupled with cooperative knowledge sharing. Cooperation, or sharing without any quid pro quo , is the foundation of personal knowledge management. The results of PKM can then be used in collaborative work.
  • HAROLD JARCHE  |  MONDAY, SEPTEMBER 30, 2013
    [Knowledge, Knowledge Work] Make it relevant
    John Stepper describes his recent experiences in discussing working out loud in Berlin. Provide more content and more integration with daily processes so it’s part of the daily work and not yet another thing to do. They are not relevant to the daily work being done because the change project never really looked at that. Think about the term, “working out loud” It’s what I call narration of work. The primary focus is on work.
  • HAROLD JARCHE  |  SUNDAY, SEPTEMBER 22, 2013
    [Knowledge, Knowledge Work] Barriers to Knowledge Work
    If sense-making is a key part of knowledge work and is also essential for both innovation and creativity, does the average workplace help or hinder sense-making? I noted before that seeking works best with a playful attitude, exploring new possibilities in diverse networks with many connections in order to enhance serendipity. Sharing is necessary in almost all work contexts today and it is through sharing that we can inspire and be inspired.
  • KNOWLEDGE JOLT WITH JACK  |  TUESDAY, SEPTEMBER 17, 2013
    [Knowledge, Knowledge Work] Tame the Flow
    I picked up Steve Tendon and Wolfram Muller''s Tame the Flow: Hyper-Productive Knowledge-Work Management shortly after the TOCICO conference in June, and every time I pick it up I glean a different take on the embedded ideas. I enjoyed the thinking here, particularly since I am seeing more and more project management that is all about managing the flow of knowledge work. .
  • HAROLD JARCHE  |  THURSDAY, SEPTEMBER 5, 2013
    [Knowledge, Knowledge Work] Leadership by Example
    Leadership training usually does not work. ” Shaping can work when the task to be done is straight-forward, time is of the essence, and the learner is ready. For complex behaviours like leadership, consisting of several skills, modelling may be best, as there is much implicit knowledge to be learned, which takes time. But the valued work in the enterprise is shifting , as it increases in variety and decreases in standardization.
  • INFORMATION LITERACY WEBLOG  |  THURSDAY, JUNE 27, 2013
    [Knowledge, Knowledge Work] Making sense of the complexity of knowledge work in organizations #i3rgu
    The keynote for the 3rd day at the i3 [link] #i3rgu conference in Aberdeen, Scotland is from Jane McKenzie (Henley Business School), talking about Connections and Contradictions – Making sense of the complexity of knowledge work in organizations. McKenzie presented Choo''s model of information seeking behaviour, which has perception of an information gap (anomolous state of knowledge) at its start. In this context "leadership is a knowledge and learning enabling role".
  • HAROLD JARCHE  |  SUNDAY, JUNE 23, 2013
    [Knowledge, Knowledge Work] Social learning is for human work
    This past week I came across the theme of the changing nature of work several times. As computers transcend many human capabilities and work is dehumanized , we must focus on the skills and abilities where humans excel beyond any imaginable machine capability. “Focus on the human factor,” says Gerd Leonhard , “If our work – and our output – is robotic we will soon be surpassed by intelligent software agents and machines.”
  • TRENDS IN THE LIVING NETWORKS  |  FRIDAY, JUNE 14, 2013
    [Knowledge, Knowledge Work] How technologies will expand and replace human work
    It begins by quoting me on the impact of technology on the world of work. One of the most transformative forces at work will continue to be connectivity,” says Dawson. You only have to look back at the impact of technologies such as the telephone and the internet on business and work. Now a large proportion of value is being created in knowledge work areas and this is where computers will move from being complementary tools to actually doing the entire job.
  • PORTALS AND KM  |  THURSDAY, MAY 2, 2013
    [Knowledge, Knowledge Work] My AppFusions Blog Posts for April 2013
    As I mentioned, I am working with the  AppFusions  team on the re-launch of their blog,  Connecting the Enterprise --technologies and people daily. Making Enterprise Collaboration Work. McKinsey on Preparing for a New Era of Knowledge Work. It is an “ongoing resource and viewpoint from AppFusions on the value of connecting business and engineering systems.”.
  • HAROLD JARCHE  |  WEDNESDAY, APRIL 17, 2013
    [Knowledge, Knowledge Work] Activate your knowledge
    Most of all, PKM is a framework to actually do knowledge work. It is a framework that helps move from an awareness of knowledge to activation of its use in the context of getting work done. My earliest inspiration on the power of personal knowledge management came from Lilia Efimova and her research on blogging as knowledge work. Activation of knowledge happens in the context of tasks and so the cycle continues. Passion at Work, page 11].
  • KNOWLEDGE JOLT WITH JACK  |  TUESDAY, APRIL 9, 2013
    [Knowledge, Knowledge Work] Stop Starting, Start Finishing
    The sequence is pretty familiar: make the work visible (because knowledge work doesn''t show itself naturally); limit work in process; find what blocks flow; and continue looking for ways to finish more work. I''ve had the Stop Starting, Start Finishing brochure / comic from Arne Rock and his team sitting in my briefcase ever since the Lean Kanban conference last spring. "I''ll I''ll read this on a flight," I thought. .
  • HAROLD JARCHE  |  MONDAY, MARCH 11, 2013
    [Knowledge, Knowledge Work] Work is already a game
    I have spent a fair bit of time working with flight simulators and can attest to the value of simulation and emulation when it comes to learning how to fly aircraft. That’s a different sort of ‘gamification’ The major problem with the ‘gamification’ of professional learning is that work is already a game. However, adding a game layer to our work does nothing more than take us away from our work. Learning Work
  • PORTALS AND KM  |  FRIDAY, MARCH 8, 2013
    [Knowledge, Knowledge Work] My App Gap Posts for February 2013
    Preparing for Our New Era of Knowledge Work – McKinsey. The AppGap posts began toward the end of January 2008.    Here, I am primarily doing product commentaries with a few other things thrown in. Below are the ones for February. There will be more in March. Fortune 100?s s Top 20 Social CMOs. The Connected Enterprise Addresses Rising Business Complexity. My IBM Connect 2013 Session Notes. JackBe Makes Business Intelligence More Accessible and Robust with Latest Moves.
  • PORTALS AND KM  |  FRIDAY, MARCH 1, 2013
    [Knowledge, Knowledge Work] Blog Cases from 2005: Complete Listing
    Jack Vinson on Knowledge Management. Jim McGee on Knowledge Work. Over the past few weeks I have posted a series of case studies from people I interviewed in 2005 about their blogging efforts. Now as we move to 2013, I found it interesting to look back at the early days of business blogging. I only included cases from people who are still blogging now. These cases have not appeared on this blog before. Here is the list in order of publishing. Gautam Ghosh on Management.
  • HAROLD JARCHE  |  TUESDAY, FEBRUARY 12, 2013
    [Knowledge, Knowledge Work] The connected leader
    They made an effort to share their knowledge and expertise more widely. . Leadership, like culture, is an emergent property of people working together. For example, trust only emerges if knowledge is shared and diverse points of view are accepted. Networked contributors (whether they are full-time, part-time, or contractors) do the bulk of the knowledge work at the edges of the organization. Cooperation makes for more resilient knowledge networks.
  • CONVERSATION MATTERS  |  MONDAY, FEBRUARY 4, 2013
    [Knowledge, Knowledge Work] How Knowledge Workers Learn Judgment
    Such situations occur more and more frequently, not only in the military and hospitals but in much of the work we think of as knowledge work, everything from an architect thinking about a design for a steeply sloping site, to an intelligence analyst determining whether the troop build up on a border signals a threat, to a manager faced with how to implement a change initiative. He notes that much of their talk is telling stories about the machines they have been working on.
  • HAROLD JARCHE  |  MONDAY, JANUARY 14, 2013
    [Knowledge, Knowledge Work] You are not the only bee in the hive
    Since our default action at work is usually to turn to our friends and known colleagues for help, we need to share more of our experiences with others in order to grow our trusted networks. The more colleagues we can depend upon, the better we can get work done. Sharing tacit knowledge through conversations is an essential component of knowledge work. SocialBusiness SocialLearning Work
  • PORTALS AND KM  |  FRIDAY, JANUARY 11, 2013
    [Knowledge, Knowledge Work] Blog Cases from 2005: Jim McGee on Knowledge Work
    He was teaching a course on managing the IT function and developing a course on knowledge management.   Before successfully launching his blog Jim had been experimenting with several other approaches to using web technologies as part of knowledge management when he was the Chief Knowledge Officer for Diamond Technology Partners, a strategy consulting firm he helped found in 1994. There was no easy way to share knowledge at an individual level.
  • PORTALS AND KM  |  MONDAY, JANUARY 7, 2013
    [Knowledge, Knowledge Work] Blog Cases from 2005: Jack Vinson on Knowledge Management
    Jack continues writes the blog, Knowledge Jolt with Jack , with the current tag line: “This blog is about knowledge management, personal effectiveness, theory of constraints and other topics. Jack was interested in knowledge management so he picked this topic. He had written regularly for the newsletter of the Association of Knowledge Work. Jack simply wanted to try a blogging as another outlet for his thoughts on knowledge management.
  • HAROLD JARCHE  |  WEDNESDAY, DECEMBER 19, 2012
    [Knowledge, Knowledge Work] PKM: the basic unit of social business
    The main benefits for networked organizations do not lie in the outcome from teams, but in individual knowledge acquisition, in the ability to connect with the right people and to access the right information at the right time. Instead of focusing on teams and communities, we must concentrate our efforts in providing workers with the right resources and knowledge to build their own connections. Teams are for sports, not knowledge work.
  • HAROLD JARCHE  |  WEDNESDAY, NOVEMBER 28, 2012
    [Knowledge, Knowledge Work] The right information is not enough
    It has happened before with knowledge management and learning management systems. Each person is the indivisible unit of knowledge work. If the aim is to improve organizational knowledge, then people have to take time to make sense of it. Sense-making, or learning while we work, is too important to be managed by a single technology platform.
  • HAROLD JARCHE  |  WEDNESDAY, OCTOBER 31, 2012
    [Knowledge, Knowledge Work] It’s about value creation
    ” The figures are rather simple – knowledge work stands for about 60% of the world’s value creation while knowledge workers spend on average about 2/3rd of their time on managing the flows. The amount of time at work wasted doing certain non-productive tasks can be up to 50%, according to some studies , and this does not even include time wasted in meetings. Spending time on merely managing data flows saps our energy and drive for doing creative work.
  • HAROLD JARCHE  |  MONDAY, OCTOBER 22, 2012
    [Knowledge, Knowledge Work] Understanding behaviour
    In his book Drive , Dan Pink looked at rewards, consequences and motivation at work and showed that much of what we have taken for granted is just not supported by the research. Extrinsic rewards only work for simple physical tasks and increased monetary rewards can actually be detrimental to performance, especially with knowledge work. The keys to motivation at work are for each person to have a sense of Autonomy, Mastery and Purpose , as shown in this video.
  • CONVERSATION MATTERS  |  WEDNESDAY, OCTOBER 10, 2012
    [Knowledge, Knowledge Work] Improving Knowledge Worker Productivity
    As Knowledge Management professionals our job is the help organizations leverage their knowledge. Our attention is focused on the knowledge worker and our major task is to devise ways for those knowledge workers to share the knowledge they have gained with their peers. In this post I propose a third task for knowledge managers, helping organizations improve knowledge worker productivity. Knowledge workers now comprise 40% of the American workforce.
  • HAROLD JARCHE  |  SUNDAY, SEPTEMBER 30, 2012
    [Knowledge, Knowledge Work] Talent vs Labour
    Through the 1970s, owners moved jobs to Sun Belt right-to-work states. They automated, outsourced and worked to diminish the power of unions. If you want to be valued (and paid) in the network era, then you need to do work with high task variety, requiring continuous informal learning, and based on mostly implicit (tacit) knowledge that cannot be easily codified or shared. We’ve been lulled into the notion that information processing is knowledge work.
  • KNOWLEDGE JOLT WITH JACK  |  TUESDAY, SEPTEMBER 25, 2012
    [Knowledge, Knowledge Work] reference: Compiled Drucker thinking on knowledge workers
    The Process Excellence Network has published a white paper, Making Knowledge Workers More Productive: Insights from the Works of Peter F. Some example quotes and thoughts inspired by my perusal of the paper: "If an organization wants to be able to work on opportunities, it must be able to abandon the unproductive and slough off the obsolete," Peter Drucker said. Thus management of this work is very different. (One It makes "knowledge workers" sound very introverted.
  • HAROLD JARCHE  |  MONDAY, SEPTEMBER 3, 2012
    [Knowledge, Knowledge Work] An artistic mindset
    My colleague Jane Hart writes that, “ supporting social collaboration is underpinned not only by new technologies but by a new mindset “ Perpetual Beta is my attitude toward learning and work – I’ll never get to the final release and my learning will never stabilise. Perpetual Beta is pretty well an artist’s perspective, always seeking a new creative endeavour and not just producing the same work over and over.
  • KNOWLEDGE JOLT WITH JACK  |  WEDNESDAY, AUGUST 29, 2012
    [Knowledge, Knowledge Work] Standardization in knowledge work
    Standard work is a common element of the Toyota Production System or Lean implementations. The general idea is to define the specifics for repeatable tasks, so that any trained operator can do the work at the same level and speed. Of course, good implementation also look for opportunities to improve the work, so "standard" is only a moment in time. But what about work that isn't so repeatable - work that isn't putting together a car or doesn't have some observable component?
  • WWW.CMSWIRE.COM  |  TUESDAY, AUGUST 7, 2012
    [Knowledge, Knowledge Work] Social Business: We Have the Tools. Now What?
    For years, tech-savvy early adopters have adopted and used social tools such as blogs, wikis and micro-blogging at work. How can we use them to change the way we work? And even if we see the use cases and want to change our ways of working, how do our work environments encourage and enable us to do this? One thing that stuck with me from his talk was when he said that there is a grass ceiling for grass-root initiatives, they can only change work to a certain extent.
  • BYRESEARCH.WORDPRESS.COM  |  TUESDAY, JULY 31, 2012
    [Knowledge, Knowledge Work] No “real work” in ESN? « bbr [backed by research]
    No “real work” in ESN? In response to our Yammer study at Deloitte , I have been asked why there is so little “real work” being done on Yammer in that case, even though it is such a mature network? Now in my view the answer is simple: The fact that we do not see much “real work” (e.g. working on a content object or task coordination), is not despite , but because they are a mature Yammer network! knowledge.
  • KNOWLEDGE JOLT WITH JACK  |  SUNDAY, JULY 29, 2012
    [Knowledge, Knowledge Work] Change as experiment - intentional
    If we are going to encourage people to improve their work - and the work of those around them - we have to acknowledge that not every brilliant idea can be implemented. We just don't have the time in a day to do or try everything that might work. What might we request from the steps before or after our work to smooth the flow for us. These ideas apply to knowledge work just as much as they apply to physical work.
  • KNOWLEDGE JOLT WITH JACK  |  WEDNESDAY, JULY 25, 2012
    [Knowledge, Knowledge Work] Are tools the right focus for knowledge work?
    All but the most basic tools require experimenting and learning how they work in your environment. Very few things work as advertised immediately. We can't just push solutions at each other and expect them to work. He is focused on (IT) product development methodologies, but I think the thought applies more broadly to knowledge work and knowledge management as well. continuous+improvement knowledge+management jeffanderson knowledgework toolbox
  • HAROLD JARCHE  |  MONDAY, JULY 2, 2012
    [Knowledge, Knowledge Work] ICALT 2012
    The challenge for 21st century businesses is not saving 20th century jobs that will be automated and outsourced anyway, but focusing on creating more opportunities for creative work. There are practical models and frameworks that all businesses can use to connect work and learning. Our current models for managing people, training and knowledge-sharing are insufficient for a workplace that demands emergent practices just to keep up. NetworkedLearning Work
  • HAROLD JARCHE  |  WEDNESDAY, JUNE 20, 2012
    [Knowledge, Knowledge Work] PKM: The Book
    I have been writing about personal knowledge management on this blog since 2004. The more and better we share our knowledge, the more resilient become our networks. With each workshop I see people whose eyes are opened to the possibilities of sharing, cooperating, and co-creating knowledge. For the past few years I have thought about writing a book on PKM, but finding paid work has always won out.
  • TRENDS IN THE LIVING NETWORKS  |  WEDNESDAY, JUNE 6, 2012
    [Knowledge, Knowledge Work] Will offices still exist in the future?
    In my keynote I talk about the driving forces of change in work and organizations, the changing nature of the workspace, and the leadership required to create the next phase of work. Until recently there were two major workspaces for knowledge work: offices and field work. When we think about the future of workspace, given the massive shift to distributed work, the question arises of whether centralized office will still have a reason to exist in the future.
  • KNOWLEDGE JOLT WITH JACK  |  SUNDAY, JUNE 3, 2012
    [Knowledge, Knowledge Work] How could CCPM be improved? #TOCICO
    The challenge for the participants was to come up with situations and environments where CCPM does not work as well. For example, we suggested that more up-front planning work is needed to create the killer experiments. On the managing work side of things, we talked about looking for mechanisms to help the researchers to NOT multitask across multiple projects. Some of these were discussed, and many are for another day: non-project work. visualization of the work.
  • CHIEFTECH  |  MONDAY, MAY 21, 2012
    [Knowledge, Knowledge Work] Genre analysis of how Yammer is used within Deloitte Australia
    In the context of knowledgeintensive work the propositions of improving communication, information sharing and user involvement seem particularly promising. However, the role and impact of social technologies in enterprises in general and knowledge work in particular are still not well understood, despite emerging scholarly works in this field. Our case investigates emerging communicative work practices on the ESN platform Yammer within Deloitte Australia.
  • KNOWLEDGE JOLT WITH JACK  |  WEDNESDAY, MAY 16, 2012
    [Knowledge, Knowledge Work] Day 2 and 3 of #LSSC12 - lots to learn
    This is one of the big elements of knowledge work - you can't change it until you can see it. He particularly warned about staying away from making assumptions and working at the levels of Select and Describe (rather than Explain, Evaluate, Propose Actions). The work that happens on Kanban doesn't exist in a vacuum. There are the feeding streams; the coordinating teams; and the processes to whom we handoff our work.
  • HAROLD JARCHE  |  MONDAY, APRIL 23, 2012
    [Knowledge, Knowledge Work] To learn, we must do
    Instead serendipity has surprised me with energy, thoughts, knowledge, ideas, concepts, realizations, experiences, and relationships. PKM is as much a life skill as a work skill. It is necessary for all knowledge work. As I was preparing to start our online PKM workshop last night, I came across one of the best articles that I have read in a long while that reflects the value of what the PKM framework supports.
  • KNOWLEDGE JOLT WITH JACK  |  FRIDAY, MARCH 30, 2012
    [Knowledge, Knowledge Work] The Magic of Doing One Thing at a Time
    Why is it that between 25% and 50% of people report feeling overwhelmed or burned out at work? It's not just the number of hours we're working, but also the fact that we spend too many continuous hours juggling too many things at the same time. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. Multitasking in the business context means working on multiple tasks "at once."
<< 1 2 3 4 5 6 7 >>