Knowledge worker 20

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Los nuevos trabajadores del conocimiento apoyados en conceptos de administración tradicionales, gobierno corporativo y mucha cultura 2.0,

Now, knowledge workers look like this all over the organisation understands “the way we do things around here” shares and distributes information freely uses information systems focussed on people centralised control is an option uses taxonomies, folk taxonomies and folksonomies

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Knowledge worker 20

  1. Knowledge Worker 2.0Power to the peopleby Stephen Collins acidlabs
  2. Who am I?
  3. What are we talking about?‣ Knowledge Worker?‣ KM realities‣ Knowledge Worker and Knowledge Management 1.0‣ The alternative‣ Culture shift‣ Knowledge Management 2.0‣ Knowledge Worker 2.0
  4. Knowledge Worker?
  5. “... works primarily with informationor... develops and uses knowledgein the workplace.” Peter Drucker, Landmarks of Tomorrow, 1959
  6. So what’s the problem?‣ idealised‣ true in theory‣ true in reality (but only from the self- labelled KWs POV)‣ unrealistic in reality (organisations don’t recognise KWs and their work in every instance)
  7. So what is the reality?
  8. Knowledge Management (and therefore Knowledge Work) is largely stuck in the past, with a focus on...
  9. process...
  10. ... and tools.
  11. Old skool kills innovation ‣ management layers ‣ risk aversion (hierarchies) ‣ skewing to high-level ‣ paperwork, reports thinking & reviews ‣ valuing deadlines ‣ overplanning over doing it right ‣ competition ‣ demanding consensus ‣ favoring the go- gettersadapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
  12. widgets
  13. understanding of what constitutes knowledge work is narrow -... .. ...... j J • - • - - - http://flickr.com/photos/pinkmoose/314519606/
  14. What does this mean forKnowledge Workers and Knowledge Management?
  15. KM and KWs are often limited to...
  16. ........ here...http://flickr.com/photos/laracee/59170361/
  17. ... and here
  18. BigCorp Pty Ltd I [ Board of Directors 1 ~naoin g Drectoa ~nel1ll Minag er Fn arr;e/ .Accounts ) Technical ~ ~ General Manager """ Commercial ~ JdministrationJ P.R .O . .,! " " ~ r"o.. Acccunts " Oerk ..,) ~ Manager - P10j eets " .,1 ~ Manager " ~usiness Oe!oo r Technical Min ager )t ~ Minage~ 7"- ...Ql ales S. Mirkefnj, Pgences S. I I ~ Cb nmeroial ep~sentati Project 1s;;. I!!•am Lead~ ~ Project-2 I"" Sa es .... ~CTechnical ,r S a es """" .,. I Support l!,••m Lead ~ ( Suppon Consuttants Support I Staff - Staff .... - E>recuti...,s _...l "" , .pi. Con 9J t ants ""- En gin eers ~ I Spl. Consuhantsf 1. Engn eers I J """ 11""" Technical tssistants ,. _L Support Staff """ ( Te:::hnical A;sistants )( Technic:al Assistants )But not here. Or here. Or here. Or here. Or here. Where they should be.
  19. This creates anenvironment wheregood KM isimpossiblehttp://flickr.com/photos/zoomzoom/304135268/
  20. a closed culture
  21. information is owned and held selfishly
  22. trapped within feifdoms holding that information
  23. Knowledge workers are forced to look like this limited in scope and location custodian of information knowledge as process use rigid ways of organising information
  24. So?
  25. KWs are demotivated and restricted
  26. Zzzzzzz...
  27. Say goodbye to allyour tacit knowledge
  28. There is an alternative
  29. “...the focus is pretty much aroundthe subject of people... And, likewe all know, a successful KMstrategy is one that combines intoa perfect balance a focus on thepeople, on the tools and on theprocesses.” Luis Suarez, KM Consultant, IBM defines “Knowledge Management 2.0”http://www.elsua.net/2007/05/07/apqc-km-innovation-1007-the-disconnect-between-km-10-and-km-20/
  30. the long tail of people
  31. Day of the Long TailPeter Hirshberg, Chairman, Technorati http://www.youtube.com/watch?v=7xAA71Ssids
  32. The three forces of the long tail ‣ Democratise the tools of production ‣ Democratise the tools of distribution ‣ Connect supply and demand Chris AndersonThe Long Tail - How Endless Choice is Creating Unlimited Demand
  33. better tools
  34. , 1 !e:.. -:h-1 ~: .•. - - - - - - -- - -- The Machine is Us/ing Us Dr Michael Wesch Digital Ethnography Working Group, KSUhttp://mediatedcultures.net/, http://www.youtube.com/watch?v=NLlGopyXT_g
  35. introduce social software inside the wall to engage with your organisationand through the wall to engage with your clients, peers and communities
  36. easy to use web-based bottom up, not top down less feature bloat more GTDfrom Meet Charlie: What is Enterprise 2.0?Scott Gavin
  37. blogswikis podcastssocial networking online collaborationtagging social bookmarking from Meet Charlie: What is Enterprise 2.0? Scott Gavin
  38. Four quick take aways70% of Folksonomy tag terms not in Taxonomy Jennifer Trant on Steve.museum project
  39. Four quick take aways Zen and the Art of Rogue yankee) Employee Management gr~ WNW.ycnkeegroup.cort Ex~cutiv~ Sumn ary The evolution from mainframe to network Tablo of Contonh computing. and all the stops in between, had one important commonality. centrali-zed MothodoiO&Y 2 control Command and control structures End u,.n AreChanginc the rT Environment 2 auured IT e:xecuti~s that the p~m was Conu.m ...lubon Can Cripple IT 4 played Tradiiional Approach os to Managing Consumeriz.ation Are Faoi ng 4 on their terms. However. Z.n IT: Embr«inc Consumerization S consumerization threate-ns to sha~ 1 fundamental tenet of technolo&Y s.v.,, Timt, Money ond IT Sanity through Sttf-S.rvice S S.st Practices in IT Care Co-ops 7 management: m~trol control faait>tt Onlint Soo.l Ne~ing Communitits 7 $et S.CIKrty lla$<1in<s 8 Suddenly. along comes some roaue Pro.ide Corponte ltecommtndations 9 employft> With con ... m<f technolo&Y and Reconmendabons £or Enterpr~ I0 devices that Mlenlvnct produ<IH•ty u wtil furthor Read11g 11 uhdp bolinct-tond fom~lylft. and thty insert th<1n 11to tht tntefpn,. tcosystem. lhe Anr-t- Enteft~!sellol (set tht March Banning the use of consumer ~ts n Cons.....nzation. tht odoptJon of consum<f 2007 Yanl:te Grov) Report. ,,.._,. tht ..oocplace a.otes .., endlen pne of technc:Jk)gi6 10to the c~tr envlrOfIIMnl Dtfint tht An,,.,htrr Enttrprl~). whad<-a-mole as IT support tnes to atch is one oi tht r,.. Cs (Cons-. Conttnt.. Consumeriubon , . bo a rir;htmar< fcx IT and suppress each ne"lt devtct ar.d Clitnt. ConoteiMty and Colobor>bon) of dtf)lrtments. crtlbnl m11ntenance 1nd appicotion Ignoring tht odoption oi the~ >uppo<t problems U.,t wdl swrftJy o"""elm technologitcs leads to a potential y IT rtsourtts. unltu thty tmbr.ct new hamdous milt of StcUred and unstcllred •pp!Ooche> to man•ging the 10gue applications within tht <nterprist. And IT .,..~•s. How shooId IT respond I groups that are wiiiO!g to try to managt it al will soon bo overwflolmed (see £xhobrt I).86% of workers use an unsupported tool at work to boost productivity Zen and the Art of Rogue Employee Management, Yankee Group, July 2007
  40. Four quick take aways 65% of workers in big (>1000 employees) companies rely on eachother, not management, to solve problems… 37% ignore company rules because they have a better way to get things done The Informal Organisation, Katzenbach Partners, July 2007
  41. Four quick take awaysSAP has nearly 900000 people involved in its community helping each other develop solutions and solve problems around SAP products In any month, over 10 per cent actively participate by posting Mike Prosceno, Vice President, Global Communications, SAP Social Media Today Podcast, 18 April 2007
  42. Social computing can bea powerful force for collaboration
  43. good processfocussed on people
  44. David Gurteen Gurteen Knowledgehttp://www.youtube.com/watch?v=buEMIYNIYVY
  45. This isn’t your father’s KM bring people together let them share encourage collaboration break down barriers
  46. Three basic rules of KM ‣ Knowledge will only ever be volunteered it can not be conscripted ‣ We only know what we know when we need to know it ‣ We always know more than we can tell and we will always tell more than we can write down David SnowdenComplex Acts of Knowing - Paradox and Descriptive Self Awareness http://www.cognitive-edge.com/articledetails.php?articleid=13%3Cbr%20/%3E
  47. Case Study: US Intel CommunityIntellipedia http://commons.wikimedia.org/wiki/Image:CIA_New_HQ_Entrance.jpg
  48. What’s needed is a...
  49. Culture shift
  50. “You can’t manage knowledge –nobody can. What you can do is tomanage the environment in whichknowledge can be created,discovered, captured, shared, distilled,validated, transferred, adopted,adapted and applied.” Chris Collison and Geoff Parcell Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations
  51. the gates to information are open
  52. knowledge isshared freely
  53. “...where people continually expand their capacity to create theresults they truly desire, where new and expansive patterns ofthinking are nurtured, where collective aspiration is set free, andwhere people are continually learning how to learn together.” Peter Senge The Fifth Discipline
  54. Case Study: IBM Innovative communitieshttp://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpg
  55. KnowledgeManagement 2.0
  56. Conditions for KM and KW creativity ‣ anyone can say anything ‣ celebrate risk-taking - fail - there are no “lesser” gloriously (and often) voices ‣ transparent and open - ‣ move from owned to everyone contributes communal - information openly available ‣ change of environment - knowledge work is ‣ multiple perspectives everywhere ‣ experiment with new ‣ fun, laughter and tools - wikis, blogs, enjoyment of activity tagging, RSS ‣ lots of encouragementadapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
  57. Knowledge Worker 2.0
  58. Now, knowledge workerslook like this‣ all over the organisation‣ understands “the way we do things around here”‣ shares and distributes information freely‣ uses information systems focussed on people‣ centralised control is an option‣ uses taxonomies, folk taxonomies and folksonomies
  59. Get the shirt! knowl~ ker 2.0 http://cafepress.com/kwtwo
  60. Imagine http://www.flickr.com/photos/midnight_trucker/376653652/
  61. Licensing http://creativecommons.org/licenses/by-nc-sa/3.0/http://www.slideshare.net/trib
  62. Like the cool pictures?Mostly from iStockphoto.com and Flickr.Others as noted on slides.
  63. Extra credit‣ Un-Managing: Unleashing the Creative ‣ Meet Charlie: What is Enterprise 2.0? Beast in your Team by Scott Gavin @ Enterprise 2.0 Tara Hunt @ GOVIS 2007 Evangelist http://www.govis.org.nz/ http://scottgavin.info/?page_id=11 conference2007/, http://www.blip.tv/ file/244008/, ‣ steve: the art museum social tagging http://www.slideshare.net/missrogue/ project unmanaging-unleashing-the-creative- http://steve.museum/ beast/ ‣ The Informal Organization‣ Government 2.0: Architecting for Katzenbach Partners Collaboration http://www.katzenbach.com/Work/ Tara Hunt @ GOVIS 2007 (Day 2 Publications/PublicationInstance/ Keynote) tabid/73/Default.aspx?Entity_ID=550 http://www.blip.tv/file/242668/, http://www.horsepigcow.com/ ‣ Zen and the Art of Rogue Employee 2007/05/25/government-20-butterfly- Management wing-storm/ Yankee Group http://www.yankeegroup.com/‣ The Long Tail: Why the Future of ResearchDocument.do?id=16465 Business is Selling Less of More Chris Anderson http://longtail.com/
  64. Stephen Collins trib@acidlabs.org skype: trib22 twitter: trib +61 410 680722 www.acidlabs.orgstrategies, tools and processes to empower knowledge workers

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