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Knowledge Worker 2.0
Power to the people




by Stephen Collins     acidlabs
Who am I?
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
Knowledge Worker?
“... works primarily with information
or... develops and uses knowledge
in the workplace.”
       Peter Drucker, Landmarks of Tomorrow, 1959
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)
So what is the reality?
Knowledge Management (and therefore
 Knowledge Work) is largely stuck in the
        past, with a focus on...
process...
... and tools.
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
widgets
understanding of what constitutes
   knowledge work is narrow




                    http://flickr.com/photos/pinkmoose/314519606/
What does this
    mean for
Knowledge Workers
 and Knowledge
  Management?
KM and KWs are often limited to...
here...
http://flickr.com/photos/laracee/59170361/
... and here
BigCorp Pty Ltd




But not here. Or here. Or here. Or here. Or here.
         Where they should be.
This creates an
environment where
good KM is
impossible




http://flickr.com/photos/zoomzoom/304135268/
a closed culture
information is owned and held selfishly
trapped within feifdoms holding that information
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
So?
KWs are demotivated and restricted
Zzzzzzz...
Say goodbye to all
your tacit knowledge
There is an alternative
“...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/
the long tail of people
Day of the Long Tail
Peter Hirshberg, Chairman, Technorati
        http://www.youtube.com/watch?v=7xAA71Ssids
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
better tools
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
introduce social software inside the wall
    to engage with your organisation


and through the wall to engage with your
     clients, peers and communities
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
blogs
wikis
                            podcasts
social networking
        online collaboration

tagging
           social bookmarking
        from Meet Charlie: What is Enterprise 2.0?
                                     Scott Gavin
Four quick take aways




70% of Folksonomy tag terms not in Taxonomy
             Jennifer Trant on Steve.museum project
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
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
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
Social computing can be
a powerful force for collaboration
good process




focussed on people
David Gurteen
             Gurteen Knowledge
http://www.youtube.com/watch?v=buEMIYNIYVY
This isn’t your father’s KM


  bring people together
      let them share
 encourage collaboration
   break down barriers
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
Case Study: US Intel Community
Intellipedia




               http://commons.wikimedia.org/wiki/Image:CIA_New_HQ_Entrance.jpg
What’s needed is a...
Culture shift
“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
the gates to information are open
knowledge is
shared freely
“...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
Case Study: IBM
         Innovative communities




http://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpg
Knowledge
Management 2.0
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
Knowledge Worker 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
Get the shirt!




                 http://cafepress.com/kwtwo
Imagine

          http://www.flickr.com/photos/midnight_trucker/376653652/
Licensing




  http://creativecommons.org/licenses/by-nc-sa/3.0/




http://www.slideshare.net/trib
Like the cool pictures?

Mostly from iStockphoto.com and Flickr.
Others as noted on slides.
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/
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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Knowledge Worker 2.0 - Power to the people

  • 1. Knowledge Worker 2.0 Power to the people by Stephen Collins acidlabs
  • 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
  • 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...
  • 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
  • 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...
  • 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/
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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/
  • 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