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

1. Building a Learning Organization: Models for Personal KM (PKM) Jon Husband and Steve Barth

2. kevinmarks says @jobsworth we live in a deeply personal and interconnected world, but now enterprises are noticing #defrag

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 ? "

5. R Barsalo, SAT, 2005

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

9. From Hierarchy to Wirearchy

10. Jon Husband, 2001

11. Knowledge Worker - 2010

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. Mass Customization of Work “from the inside-out” The Person The "Job" 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

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. “ 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. 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. A Story about Making a Difference

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. 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. Did you decide based on: Evidence? Experience? What’s in it for Me?

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. Bottom-up: natural = successful What makes the connection real ? What instantiates initial trust ?

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. Knowledge and/or Learning? What is the relationship? Similarities Differences

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…

30. Orders of Social Magnitude

31. Six Degrees of Connection (or, 10,000 maniacs in my hive)

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)

34. Learning Loops KMWorld & Intranets 2007

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

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