Km World 09 Pkm Wkshp Sbjh111609


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Presentation developed by Steve Barth and Jon Husband to support workshop on PKM at KMWorld09

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  • IBM research on informal networks in 30 Fortune 500 companies Results - SNA facilitates collaboration within strategically important groups - SNA improves integration after strategic change initiatives - Breakdowns can happen (across functional, hierarchical, geographic and organizational boundaries)
  • Sense-Respond Sense-Respond/Adapt Sense-Respond-Outcome-Adapt Outcome=Environment Environment 1 …Environment 2 E 1+ E 2 = “Change”
  • Sense-Respond Sense-Respond/Adapt Sense-Respond-Outcome-Adapt Outcome=Environment Environment 1 …Environment 2 E 1+ E 2 = “Change”
  • Km World 09 Pkm Wkshp Sbjh111609

    1. 1. Building a Learning Organization: Models for Personal KM (PKM) Jon Husband and Steve Barth
    2. 2. kevinmarks    says @jobsworth we live in a deeply personal and interconnected world, but now enterprises are noticing #defrag
    3. 3. "I wish the software I used every day at work allowed me to find what I want ; discover what I need to know - along with surprises; and connect with people I don't even know to get my job done , learn more, and work in an enjoyable place." Or much more narrowly : "Why can I find what I need with Google on the Web, bu t have to pull teeth to find anything useful when I go to work ? "
    4. 4. A New Set Of Conditions ? <ul><li>Plugged into … and surrounded by… </li></ul><ul><li>the Web, </li></ul><ul><li>integrated software </li></ul><ul><li>streaming real-time images and information </li></ul><ul><li>Are these conditions causing fundamental change </li></ul><ul><li>to the ways we work and live ? </li></ul>
    5. 5. R Barsalo, SAT, 2005
    6. 6. Rapid… and Ongoing … Evolution <ul><li>Software - smarter and more integrated </li></ul><ul><li>Interconnectivity continues to grow… </li></ul><ul><li>Internet-literate generations streaming into the workforce… (social too) </li></ul><ul><li>New business models and new ways of working are emerging… </li></ul>
    7. 7. Today's Increasingly Interconnected Workplace Continuous flows of information, people increasingly interconnected: What (We Think) It Means - Increasing Complexity & Uncertainty - Wirearchy - Mass Customization of Work
    8. 8. Increasing Complexity and Uncertainty <ul><li>Turbulent Environments </li></ul><ul><li>Unexpected changes </li></ul><ul><li>Uncertainty </li></ul><ul><li>Unintended consequences </li></ul><ul><li>Complexity </li></ul><ul><li>Weisbord 1993 </li></ul><ul><li>Active Adaptation Principles </li></ul><ul><li>Flexibility </li></ul><ul><li>Innovation/creativity </li></ul><ul><li>Social responsibility </li></ul><ul><li>Participation and collaboration </li></ul>
    9. 9. From Hierarchy to Wirearchy
    10. 10. Jon Husband, 2001
    11. 11. Knowledge Worker - 2010
    12. 12. Mass Customization of Work <ul><li>Mass Customization </li></ul><ul><ul><li>Adapting products, services or activities that are used or carried out by large numbers of people to the specific needs of individuals or small groups/niches </li></ul></ul><ul><ul><li>Necessary response to increasingly complex environment & continuously changing conditions </li></ul></ul><ul><li>Concept popularized by Stan Davis </li></ul>
    13. 13. Mass Customization of Work “from the outside-in” The “Job” 20 yrs. of “diversity” Social Values Legislation Lifestyles Demographics IT and the Web Education
    14. 14. Mass Customization of Work “from the inside-out” The Person The &quot;Job&quot; My “style” of working The other things I want to do The other things I need to do Who I really am My long-term goals My short-term goals The choices available to me My rights
    15. 15. Other People - Most Important Source of Information <ul><li>People seek critical information from other people far more frequently than from impersonal sources </li></ul><ul><li>People seek information from other people regardless of the issue </li></ul><ul><ul><li>Solutions – direct answers </li></ul></ul><ul><ul><li>Meta-knowledge – point to other sources of answers </li></ul></ul><ul><ul><li>Problem Reformulation – help reframing an issue </li></ul></ul><ul><ul><li>Validation – validating plans, ideas, thinking </li></ul></ul><ul><ul><li>Legitimating – it’s OK </li></ul></ul>
    16. 16. Social & Organizational Networks <ul><li>Interconnected networks of people and information are key </li></ul><ul><li>Causes “flow” of information & knowledge </li></ul><ul><li>Information in context creates knowledge </li></ul><ul><li>Knowledge is what “triggers” action </li></ul>
    17. 17. Why Should We Care ? Where Work Happens Lack of boundaries Informal networks increasingly important Where Knowledge Lives Rely on people for information People can provide more than databases Where People Engage Join and commit to people Trust builds up in relationships But … Invisible Different than formal structure
    18. 18. “ Rather than being nurtured by institutionalized group structures, … workers are increasingly thrown back on their own individual resources. … access to labor and information comes through workers' own social networks - structures which they must carefully propagate and cultivate themselves...” However ... Bonnie Nardi
    19. 19. Collaborative relationships are very often point to point--two people having a conversation, acting as apertures for the knowledge of others in the network behind them, as well as the organizations they represent
    20. 20. A Story about Making a Difference
    21. 21. Introductions Please introduce yourselves with a story about when your or another person's unique contribution or perspective made a difference in outcomes at your organization
    22. 22. Intuition's Role What is it ? Your opinion How do we know it when we see it / feel it ? Others' peoples' role in developing our intuition
    23. 23. Did you decide based on: Evidence? Experience?           What’s in it for Me?
    24. 24. Reconsider personal gain as ... personal satisfaction Sometimes people want to know what’s in it from me We can only be egocentric, but that doesn’t mean selfish or egotistic
    25. 25. Bottom-up: natural = successful What makes the connection real ? What instantiates initial trust ?
    26. 26. Drucker’s “Managing Oneself” What are my strengths? How do I perform? What are my values? Where do I belong? What should I contribute?
    27. 27. Knowledge and/or Learning? What is the relationship? Similarities Differences
    28. 28. Social cohesion depends on social grooming for primates, but led to language for us. Gossip may have been a greater evolutionary driver than hunt coordination. (60% of modern conversation is small talk) Community size determined by size of more intimate group sizes Sweet spot sizes for different types of group at (roughly) 5, 15, 50, 150, 500, 1500, 5000…
    29. 29. Dunbar Numbers <ul><li>Natural scales: 5, 15, 50, 150, 500, 1500, 5000 </li></ul><ul><li>Neocortex size limits ability to model other people’s mental states (to 7 levels of recursion) </li></ul><ul><li>Social cohesion depends on social grooming… or gossip (% of conversation is small talk) </li></ul><ul><li>How relates to Nardi </li></ul>KMWorld & Intranets 2007
    30. 30. Orders of Social Magnitude
    31. 31. Six Degrees of Connection
(or, 10,000 maniacs in my hive)
    32. 32. The universe has lost its centre overnight, and woken up to find it has countless centres. So that each one can now be seen as the centre, or none at all.” (Life of Galileo, by Berto ld Brecht)
    33. 33. <ul><li>PKM isn’t bottom up (or edge-in), but self-organizing (inside out) </li></ul><ul><li>Each of us is the centre of our own universe </li></ul><ul><ul><li>almost concentric </li></ul></ul><ul><ul><li>almost identical to the universes of our peers </li></ul></ul>
    34. 34. Learning Loops KMWorld & Intranets 2007
    35. 35. Deep End for sustainable transformation, integrate personal and organizational values (and tools) Teams, networks and markets are consequences of individual values and behaviors The combinations and interactions determine the emergent properties of the group
    36. 36. <ul><li>The foundations of any true knowledge-sharing culture are: </li></ul><ul><ul><li>leadership, </li></ul></ul><ul><ul><li>trust, </li></ul></ul><ul><ul><li>adaptability to changing conditions </li></ul></ul><ul><li>Shared values derive from the deeply held attitudes and assumptions of each member of an organization or community </li></ul>
    37. 37. Corporate and personal goals must be aligned for long-term success through sustainable growth and deeper fulfillment           Today's knowledge-intensive environments require new cognitive and social skills and tools to support and grow the efficiency and effectiveness of communication and collaboration
    38. 38. <ul><li>In an always-on, every-which-way connected era, the ultimate competencies will be the ability to: </li></ul><ul><ul><li>Stay connected to oneself in the midst of continuous flows and changes </li></ul></ul><ul><ul><li>Make connections with other people in ways that are effective personally and for the purposes of organized activities </li></ul></ul>