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Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
Knowledge Worker 2.0 - Power to the people
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Knowledge Worker 2.0 - Power to the people

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This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones. …

This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones.
There are three embedded videos that don't work on SlideShare. Use the URLs on the relevant pages to view the videos at YouTube.
There are a lot of slides, but the whole thing runs about 40 minutes in real life.

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  • Workers are assets of an institution . agree to Peter statement that people are an organizations most valuable resource and that a managers job is to prepare them through continuing education, development and training
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  • After reading the blog of Peter Drucker about knowledge workers, I can say that all employees are considered to be in the group of knowledge workers.
    Workers are categorized into two: the manual workers and the knowledge workers, but manual workers can also be classified as knowledge workers because the only difference is that manual workers use extensively their physical energy which involves the different parts of their body and then accompanied with knowledge to perform or mechanized their jobs assigned to them, compared to knowledge workers where “knowledge” is the main or prioritized asset in performing their job.

    thanks for sharing
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  • Great job. I have done something similar in here: agile.dzone.com/articles/how-lead-it-knowledge-workers
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  • Great Job. Thanks for sharing...
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  • Excellent present!!! Some people call it the soft side to KM, i call it real life !!!
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  • 1. Knowledge Worker 2.0 Power to the people by 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 information or... develops and uses knowledge in 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- getters adapted (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 http://flickr.com/photos/pinkmoose/314519606/
  • 14. What does this mean for Knowledge 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 But not here. Or here. Or here. Or here. Or here. Where they should be.
  • 19. This creates an environment where good KM is impossible http://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 all your tacit knowledge
  • 28. There is an alternative
  • 29. “...the focus is pretty much around the subject of people... And, like we all know, a successful KM strategy is one that combines into a perfect balance a focus on the people, on the tools and on the processes.” 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 Tail Peter 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 Anderson The Long Tail - How Endless Choice is Creating Unlimited Demand
  • 33. better tools
  • 34. The Machine is Us/ing Us Dr Michael Wesch Digital Ethnography Working Group, KSU http://mediatedcultures.net/, http://www.youtube.com/watch?v=NLlGopyXT_g
  • 35. introduce social software inside the wall to engage with your organisation and 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 GTD from Meet Charlie: What is Enterprise 2.0? Scott Gavin
  • 37. blogs wikis podcasts social networking online collaboration tagging social bookmarking from Meet Charlie: What is Enterprise 2.0? Scott Gavin
  • 38. Four quick take aways 70% of Folksonomy tag terms not in Taxonomy Jennifer Trant on Steve.museum project
  • 39. Four quick take aways 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 each other, 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 aways SAP 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 be a powerful force for collaboration
  • 43. good process focussed on people
  • 44. David Gurteen Gurteen Knowledge http://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 Snowden Complex 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 Community Intellipedia 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 to manage the environment in which knowledge 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 is shared freely
  • 53. “...where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” Peter Senge The Fifth Discipline
  • 54. Case Study: IBM Innovative communities http://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpg
  • 55. Knowledge Management 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 ‣ change of environment - openly available knowledge work is ‣ multiple perspectives everywhere ‣ experiment with new ‣ fun, laughter and tools - wikis, blogs, enjoyment of activity tagging, RSS ‣ lots of encouragement adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
  • 57. Knowledge Worker 2.0
  • 58. 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
  • 59. Get the shirt! 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.org strategies, tools and processes to empower knowledge workers

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