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28 November 2013
Stephen Dale @stephendaleUnless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.
Corporate Memory & Personal Knowledge
Management
What does ‘Corporate’ look like?
Pre-industrial Age
Industrial Age Post-industrial Age
Collabor8now Ltd
What does ‘Corporate’ look like?
•Skills important•Shared knowledge (Worshipful Companies)•Individualism•Close to the customer•Personalised products•Agile processes•Small is beautiful (but difficult to scale)•Transparency
Pre-industrial Age
Industrial Age Post-industrial Age
Collabor8now Ltd
What does ‘Corporate’ look like?
•Skills important•Shared knowledge (Worshipful Companies)•Individualism•Close to the customer•Personalised products•Agile processes•Small is beautiful (but difficult to scale)•Transparency
•Mass production trumps skills•Knowledge hoarding (knowledge is power)•De-individualism•Remote from customer•One size fits all•Hard-wired processes•Big is beautiful (mega organisations)•Command and control•Hierarchies (regimented)•Opaqueness
Pre-industrial Age
Industrial Age Post-industrial Age
Collabor8now Ltd
What does ‘Corporate’ look like?
•Skills important•Shared knowledge (Worshipful Companies)•Individualism•Close to the customer•Personalised products•Agile processes•Small is beautiful (but difficult to scale)•Transparency
•Mass production trumps skills•Knowledge hoarding (knowledge is power)•De-individualism•Remote from customer•One size fits all•Hard-wired processes•Big is beautiful (mega organisations)•Command and control•Hierarchies (regimented)•Opaqueness
•Skills important - but routine work is automated•Shared knowledge (social/learning networks)•Individualism•Close to customer (Social Business)•Personalised products•Agile processes•Small is beautiful (but can scale)•Democratisation of workplace•Flat structures•Transparency
Pre-industrial Age
Industrial Age Post-industrial Age
Collabor8now Ltd
What does ‘Corporate’ look like?
•Skills important•Shared knowledge (Worshipful Companies)•Individualism•Close to the customer•Personalised products•Agile processes•Small is beautiful (but difficult to scale)•Transparency
•Mass production trumps skills•Knowledge hoarding (knowledge is power)•De-individualism•Remote from customer•One size fits all•Hard-wired processes•Big is beautiful (mega organisations)•Command and control•Hierarchies (regimented)•Opaqueness
•Skills important - but routine work is automated•Shared knowledge (social/learning networks)•Individualism•Close to customer (Social Business)•Personalised products•Agile processes•Small is beautiful (but can scale)•Democratisation of workplace•Flat structures•Transparency
Similar?
Pre-industrial Age
Industrial Age Post-industrial Age
Collabor8now Ltd
Is BIG Always Better?
Collabor8now Ltd
Voted the most important issue by delegates at the Online Information Conference 19/20 November 2013
Source: Online Information Show : http://www.online-information.co.uk/
How can knowledge/information professionals demonstrate value to their organisation?
Voted the most important issue by delegates at the Online Information Conference 19/20 November 2013
Source: Online Information Show : http://www.online-information.co.uk/
Source: The evolving value of information management: www.ft.com/corporateCollabor8now Ltd
Source: The evolving value of information management: www.ft.com/corporateCollabor8now Ltd
The credibility gap
Source: The evolving value of information management: www.ft.com/corporateCollabor8now Ltd
Demand for Decision-Ready Information
People don’t have the time to read, think and write much, so they will appreciate someone who has a good feeling for what they want and need and can give it to them effectively.
Collabor8now Ltd
What Is Personal Knowledge Management?
Collabor8now Ltd
What Is Personal Knowledge Management?
It is a response to the idea that knowledge workers increasingly need to be
responsible for their own growth and learning.
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Traditional Literacy•Reading, writing, speaking, listening,
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Traditional Literacy•Reading, writing, speaking, listening,
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Critical Literacy•Ability to question, challenge and evaluate the meanings and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Critical Literacy•Ability to question, challenge and evaluate the meanings and purposes of texts
Media Literacy•Ability to question, analyse, interpret, evaluate and create media messages
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Critical Literacy•Ability to question, challenge and evaluate the meanings and purposes of texts
Media Literacy•Ability to question, analyse, interpret, evaluate and create media messages
Tool Literacy•Ability to use tools to manage, consume and create information
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Critical Literacy•Ability to question, challenge and evaluate the meanings and purposes of texts
Media Literacy•Ability to question, analyse, interpret, evaluate and create media messages
Tool Literacy•Ability to use tools to manage, consume and create information
Network Literacy•Ability to use digital technology, communication tools and networks to locate, evaluate and create information
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21st Century Literacy
Information Literacy•Ability to identify what information is needed and the ability to locate, evaluate and use information
Visual Literacy•Ability to understand and produce visual messages
Traditional Literacy•Reading, writing, speaking, listening,
Critical Literacy•Ability to question, challenge and evaluate the meanings and purposes of texts
Media Literacy•Ability to question, analyse, interpret, evaluate and create media messages
Tool Literacy•Ability to use tools to manage, consume and create information
Network Literacy•Ability to use digital technology, communication tools and networks to locate, evaluate and create information
Collabor8now Ltd
Personal Knowledge
Management
Source: Seek-Sense-Share model by Harold Jarche
Assemble, synthesize and
evaluate information. Test
assumptionsEngage with
experts, peers, colleagues. Gain
insights.
Embed new thinking. Curate
pertinent information. Add
value
Build a network of trusted sources
Find/filter relevant information. Map
people and conversations
Seek
Sense
Sense
Share
Sense
Collabor8now Ltd
Personal Knowledge
Management
Source: Seek-Sense-Share model by Harold Jarche
Assemble, synthesize and
evaluate information. Test
assumptionsEngage with
experts, peers, colleagues. Gain
insights.
Embed new thinking. Curate
pertinent information. Add
value
Build a network of trusted sources
Find/filter relevant information. Map
people and conversations
Seek
Sense
Sense
Share
Sense
Collabor8now Ltd
Photo: Flickr.com by Jackie Welberg
Knowledge from a trusted source
is richer than what we can discover for ourselves
Collabor8now Ltd
But who can you trust?
Collabor8now Ltd
Everything is connected and what goes on inside your team - or even your enterprise - is dwarfed by what goes on outside. We can no longer pretend that organisation charts and
diagrams amount to anything more than wish lists. In a connected world, things have a way of self organising.
Networks Trump Hierarchies
Everything is connected and what goes on inside your team - or even your enterprise - is dwarfed by what goes on outside. We can no longer pretend that organisation charts and
diagrams amount to anything more than wish lists. In a connected world, things have a way of self organising.
Networks Trump Hierarchies
(Some) Obstacles To Networking
• People don’t know what is permissible
• Knowledge is power - why would I share?
• Fear of imperfection
• People don’t know where to participate
• People don’t know how to participate
• What’s my role?
• Who can I speak to?
• What am I allowed to say?
• Paternal culture and work-style
• Lack of trust in employee judgement
Collabor8now Ltd
Learning and knowledge acquisition is a lifelong activity and a far more personalised experience.
Collabor8now Ltd
Who owns the knowledge?
Who owns the knowledge?I felt that my network,
my trusted network which I worked hard to maintain, cultivate,
nurture, trust and grow was going to be exploited by other individuals within the
organisation who saw me as their ‘free ride’ to some quick
answers.
I look at the culture of the organisation. If there is a
genuine, authentic opportunity to share and learn and be respectful of each
other’s networks then I have no problem. If it is mandated, or if my networks are used, misused or discounted, then I’d question
why I’m even working there.For the time being, I will nurture
and maintain my networks but I will be cautious in how mine are used within my
organisation and for what purpose. But I’m the one who decides that.
Source: http://activatelearning.com.au/2013/11/reflections-of-exploring-personal-learning-networks-mooc/
Helen Blunden
Points to Ponder
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?• Autocratic - We’ll do it this way
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
• Democratic - How shall we do it?
Points to Ponder1. What is the predominant culture in your organisation, and does it encourage learning and sharing?• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
• Democratic - How shall we do it?
2. Is Personal Knowledge (knowledge gained in the workplace) the same as Corporate Knowledge?
Unless otherwise noted, this work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.
Steve Dale @[email protected]
It’s all about thriving in networks that are smarter and faster than you
are. It’s all about being utterly screwed if you don’t know what I’m
talking about. Hugh MacLeod
