Harold Jarchefinding perpetual beta REFLECTIONS O N T H E N E T WO R K E R A A continuing journey to understand how individuals and organizations can manage fundamental changes in networked society, business, and education. Harold Jarche > finding perpetual beta This eBook is copy-protection–free because I trust you to share it as you would a physical book and I do not want to limit your right to share. > Sackville, New Brunswick, Canada, December, 2014. Jarche.com > 2014 Page 2 of 75 Contents The Global Village Figure 1 Organizing Characteristics Figure 2 TIMN (David Ronfeldt) Figure 3 Tetrad of a Networked Society 4 4 7 8 Introduction 10 1 THE NETWORK ERA The Work Shift Figure 4 20th Century Work Shift Figure 5 The Future of Jobs in 2014 The Shrinking Middle Class From Hierarchies to Networks Figure 6 Hyperlinks subvert hierarchy (cluetrain.com) Human Networks Networked Workplaces Three Major Changes Organizations and Learning Figure 7 The Network Era: a creative economy New Skills Figure 8 We need to connect knowledge flows New Work Tools Figure 9 Working & learning out loud connect us Beyond Hierarchies Figure 10 Work in the Network Era 13 13 16 16 19 19 22 24 26 29 29 32 34 35 37 37 40 2 PERSONAL KNOWLEDGE MASTERY PKM Revisited 43 Seek > Sense > Share 46 Seek 46 Figure 11 PKM Roles 49 Sense 50 Share 57 PKM Tips PKM — Getting Started 61 65 Learning is the Work 65 PKM and the Future of Work 68 References 72 Colophon 74 and when Gutenberg’s press changed us to a print and market society. we are changing the way we organize as a society. We have evolved as a civilization not through clean progressions from one organizing mode to the next but rather each new form has built upon and changed the previous mode. Figure 1 Organizing Characteristics Domain (Cynefin) Society (TIMN) Communication Medium Practice (Cynefin) Work Chaotic Tribal Oral Novel Practices Action Simple +Institutions Written Best Practices Coordination Complicated +Markets Print Good Practices Collaboration Complex +Networks Digital Emergent Practices Cooperation Jarche. from tribes to institutions to markets and now to networks. and Markets. This emerging network form is not a mere modifier of previous forms of Tribes. This has happened twice before: when we shifted from a predominantly oral and tribal society to a written and institutional one.Harold Jarche > finding perpetual beta The Global Village Once again. but a form in itself that may be able to address complex societal issues that the previous forms cannot.com > 2014 Page 4 of 75 . Institutions. Electric media are shifting us to a digital and networked society. Following tribal societies. tribalism is alive and well in online social networks.g. Each transition also has its hazards. Collaboration is working together for a common objective. It is just not the same tribalism of several hundred years ago. In institutions and markets the rules are clear and we know who we are working with (employees. each mode brings new factors that influence previous ones. Collaboration is usually hierarchical. For example. requiring someone to ensure that people stay on course. members. but institutions and tribes co-exist with them. in modified forms from when institutions (e. while tribal societies may result in nepotism. we are entering a new era in which it will be said that the network is the solution … Aging contentions that turning to “the government” or “the market” is the way to address particular public-policy issues will eventually give way to innovative ideas that “the network” is the optimal solution. the church) or tribes (pre-writing) dominated. partners. customers. TIMN has long maintained that. Jarche. For instance. Later. networked societies can lead to deception. Collaboration is the optimal behaviour in institutions and markets.).Harold Jarche > finding perpetual beta David Ronfeldt’s TIMN framework [Tribes-Institutions-Markets-Networks] shows how we have evolved as a civilization. While many people never lose their affinity for community groups or family (tribes). suppliers. beyond today’s common claims that government or market is the solution. markets enabled large-scale collaboration. etc.com > 2014 Page 5 of 75 . —David Ronfeldt Markets may currently dominate. institutions enabled small-scale collaborative behaviours. Someone may be our supplier or even our boss one day and our customer the next. Cooperation helps the whole network and indirectly returns value to its members. Successful individuals in a network society understand that their connections change over time and that openly sharing makes them more valued nodes in the long-run. Jarche. Network societies and tribes have similar requirements for cooperation. relationships can quickly change. cooperative behaviours are best. cooperation is simultaneously altruistic and selfish. Cooperation takes the long view. Cooperation is where people freely share without any requirement for direct reciprocity. or the selfish view of institutions.com > 2014 Page 6 of 75 .Harold Jarche > finding perpetual beta In networks. In networks. What was kinship in tribes is seen as connections or affinities in networks. Networks enable large-scale cooperation. not the short-term profit-seeking view of markets. Tribes revolved around small-scale cooperative behaviours. In networks. 2) obsolesces the previous medium. and 4) flips or reverses its properties into the opposite effect when pushed to its limits.com > 2014 Page 7 of 75 . Jarche.Harold Jarche > finding perpetual beta Figure 2 TIMN (David Ronfeldt) large scale small scale Market Network Institution Tribal collaborative cooperative competition hierarchy connection kinship According to Marshall McLuhan’s laws of media. every medium 1) extends a human property. 3) retrieves a much older medium that was obsolesced before. certain aspects of human behaviours that we have ignored for centuries are becoming important as we move into a network society. reverse into deception.Harold Jarche > finding perpetual beta Figure 3 Tetrad of a Networked Society REVERSE EXTEND into deception civil society network society RETRIEVE cooperation OBSOLESCE hierarchies The medium of a network society could then be seen to 1) extend civil society. Like a tribal village. as there seems to be no more privacy today. and 4) when pushed to its limits. While Jarche.com > 2014 Page 8 of 75 . We are becoming the global village that McLuhan wrote about in 1962. 2) obsolesce hierarchies. 3) retrieve the cooperation of kinship. There was little privacy in the village. com > 2014 Page 9 of 75 . what reversals we can avoid. Avoiding societal deception in the network era requires an aggressively intelligent citizenry and workers actively engaged in all aspects of democratic enterprises. will not transform us into a well-functioning networked society. but we should also look back to see what we can retrieve and most importantly. there is much we can learn from it. In the network era. with gatekeepers and other control mechanisms. collaboration is outdated. We need to learn how to work cooperatively to deal with the complex problems facing us that cannot be addressed through our existing tribal. Our new business models should not just celebrate what we have made obsolete.Harold Jarche > finding perpetual beta we will not repeat the past. and market structures. Continuing to collaborate in hierarchies. Jarche. institutional. It questions the status quo of how organizations are structured in order to get work done.com > 2014 Page 10 of 75 . to customer service. Software-enabled teams like Amazon and Netflix are able to directly compete with industry incumbents. But this was when most executives were learning how to do their jobs. as traditional jobs. and education are changing. are relentlessly automated by software. to legal research. there is an expanded section on personal knowledge mastery (PKM ). In a hyper-connected world of 3 billion people online. 2014. Many are ill-equipped for the cognitive overload they face. the environment any organization is facing is much more complex than it was two decades ago. In addition.Harold Jarche > finding perpetual beta Introduction This ebook contains a series of reflections on the themes presented in seeking perpetual beta. a foundational discipline for working in the network era and a creative economy. technology. Jarche. This is a continuing exploration of how society. work. The aim of this second ebook is to dig deeper on the issues. and can do so with significantly fewer employees. published in April. and an expected 50 billion devices in the near future. from typing. DR [too long. The challenge is to ensure that we do not simplify our thinking. Fewer still have taken the time to digest new ideas and discuss their learning with others. requiring practice and. But if we do not make our knowledge objects — reports. slowing down knowledge flow. and the mobile medium is sending a message. It is fast. This is a difficult task. and not always thoughtful. information remains in silos. cooperation with others.com > 2014 Page 11 of 75 . unable to cross artificial boundaries. didn’t read]. calls. It is becoming rare to meet busy professionals who have read even a few good books lately or have had the time to reflect upon them. The internet is enabled by small pieces. A new culture of constant experimentation and acceptance of failure has to be embraced to deal with the complexity of a connected world. in order to share the knowledge necessary just to keep up in the network era. While there is always a need to balance action and reflection. This is often interrupted dozens of times each day. as mobile becomes our default mode of communication. loosely joined. written messages. stripped of institutional control.Harold Jarche > finding perpetual beta Meanwhile. and we now have to communicate in small thoughts. Mobile communication retrieves oral traditions. The global village is mobile. emotional. visuals — simple and easy for a mobile world. Jarche. loosely joined. part of every knowledge worker’s job is to make the complex simple. and getting things done. The medium is the message. we will not be heard. In a mobile world. Much of the workday in a professional office is organized around meetings. more importantly. This is just one example of how our complex world is forcing us to simplify. Taking time for reflection is one practice to help keep our minds sharp. inside the organization. the latter seems to be losing out in the modern workplace. That message reads: TL. The need to adapt to complexity is increasing. But missing from most workplaces today is any time for reflection. and meeting household obligations. 2014 Jarche. Canada. December. New Brunswick. It is a whole different way of working. but this is often taken up with commuting. come up with ideas. Without time for reflection. Time is required for sense-making as it will be the driving force in the near-future workplace. time for professional reflection is relegated to before or after work. most of those ideas will get buried in the detritus of modern busyness. But this type of work cannot be optimized through sheer brute force or a focus on efficiency. often with one directly following the other. squeezing in some exercise time. time-based events. Creative work is not routine work done faster.com > 2014 Page 12 of 75 . Work is composed of many non-related discrete. As traditional jobs get automated. Today’s knowledge-intensive workplace needs to support reflection. This mirrors our children as they rush from class to unrelated class. That was for the last century. and a critical part is letting the brain do what it does best.Harold Jarche > finding perpetual beta requiring a re-focus on whatever it is people were doing before the interruption. focusing on nothing for more than one hour. Like school children. Harold Jarche Sackville. new work will focus on creativity and dealing with complex problems. The resulting demographic shift saw millions of men leaving farms and moving to factories.Harold Jarche > finding perpetual beta 1 THE NETWORK ERA The Work Shift Figure 4 20th Century Work Shift 50% far m ing 1900 c fa u n ma labour force g in tur 1920 The period of 1900 to 1920 saw a significant shift in the American economy. Jarche. with manufacturing replacing farming as the dominant economic activity.com > 2014 Page 13 of 75 . One hundred years later and North America and other regions are witnessing a new shift — from the industrial economy to the network era and a creative economy. A similar shift has happened at other times in various parts of the world. The initial design of the organization influences everything else. often with peers. In a network. Networks are beginning to replace hierarchies as the organizational model to get work done and exchange value. which strengthens the overall network. It cannot be found in a manual or a text book. Knowledge networks are built on human relationships and trust emerges over time. are emerging in the creative economy. Social experiments. relying on standard approaches only erodes trust. Informal learning. In networks. collaborative work is dominating both transactional and production work. This may be a shock to those already in the workforce but it is an accepted reality among many younger people. Today. there is no need for standardized and replaceable jobs. human work is in collaboratively addressing complex problems and coming up with creative solutions. How can an organization adapt to the network era? First. Robots and software are displacing routine work. One major difference between the work shift of the last century and the current one is that there are no jobs waiting for displaced workers today. Every node is unique. Hierarchies will continue to act as they always have.com > 2014 Page 14 of 75 .Harold Jarche > finding perpetual beta Today. Meanwhile. Most of the knowledge required for creative work is implicit. and there is no training program to become creative. is how creative workers have learned through the ages. it needs to be structured as a network. as it does not treat each node as an individual. the future of work is not in the form of a job. Modern organizations need to take the best aspects of what the artist studios and artisan guilds offered and find ways to replicate these. One hundred years ago farm hands could move to the city and get a job. Jobs are relics of hierarchies. The future of valued. Networks are Jarche. such as co-work spaces and crowd-funded projects. knowledge-based work is replacing manufacturing and information processing jobs. Montreal culture hacker. and most human. which is something we can retrieve from 19th-century America. environment for people to get work done should be the primary job of a CEO . Everyone needs to be connected to the goals of the organization (network). he remarked that there were many small groups of people who were not elected or appointed but were actively engaged in all aspects of society. everyone is encouraged to think critically. as established best practices are useless in dealing with complexity. The ability to learn by doing will enable organizations to actively engage their communities and societies.com > 2014 Page 15 of 75 . Frameworks such as personal knowledge mastery (Part 2) ensure that everyone takes responsibility for sense-making and knowledge-sharing. He called these associations. Active experimentation in the organization can be encouraged through constant learning-by-doing. A networked organization brings all aspects into play — identity. Jarche. comparing the new democracy with his native France. and ecological factors. When Alexis de Tocqueville toured the United States of America in the 1831. similar to how the Internet is structured. Results will emerge from the entire network when everyone is responsible in a transparent and open organization.Harold Jarche > finding perpetual beta multi-layered and have many valences. psycho-social needs. All workers have to continuously question the contexts in which they are working. We do not know what the future will hold but we can be quite sure it will be more complex. as what worked yesterday may not work tomorrow. Freedom will not be in independence but interdependence. Creating the best. not just doing their job. Social networks have to be supported so that people can connect outside the organization in order to do their work better. By practicing PKM . A networked organization is more resilient and flexible. with multiple redundant connections. Most hierarchical organizational structures address only the knowledge and economic aspect of our lives. Figure 5 The Future of Jobs in 2014 21% of US jobs at low risk of automation highly creative 32% of US jobs in no man’s land 47% of US jobs at high risk of automation over next decade source: nesta. and soon drivers will be replaced by robots.Harold Jarche > finding perpetual beta Sebastien Paquet. Self-forming associations may be the future of work. bank staff replaced by websites. Workplaces are finding themselves at a break-point between the industrial era and the network era. Examples include lawyers replaced by software.uk The Shrinking Middle Class Automation is ending the industrial era. has described a similar phenomenon with online social networks which enable “ridiculously easy group-forming”.com > 2014 Page 16 of 75 .org. with industrial era Jarche. travel agents replaced by apps. it is still being distributed in the same old way.com > 2014 Page 17 of 75 . Amazon in retail.Harold Jarche > finding perpetual beta systems and structures unable to adapt to a world of mostly non-standardized. As they say. or Über in personal short-haul transportation. but most people working in these types of companies remain wage slaves. It is Facebook in social networking. We cannot blame a single culprit for the problems facing the people formerly known as the middle class. Taking control of the means of production is one possible solution. Never before have we had the means to work together collaboratively and cooperatively on a world scale. While capital may be changing from tangible goods to intangible services. But we can use what we have to make a society and economy that redistribute wealth more equitably and create more human workplaces. It may sound Marxist. In any industry affected by the Internet (that would be most) the real power belongs to those who own the platforms. and make huge revenues. if you are not paying for a service online. Google in advertising. non-repeatable work processes. We just have to stop looking in the rear-view mirror and see the many possible roads ahead. most companies and labour laws are structured around an industrial Jarche. use free labour. We are moving into a post-job economy. The solutions are staring us in the face. then you are the product. but knowledge workers of the world now own the means of production. Companies like Google’s YouTube create nothing. What we have is our collective intelligence. with no intermediaries. and soon upstarts like Airbnb in temporary lodging. However. Founders of internet services companies make vast sums of money. or at least an economy where the job is no longer the main redistributor of wealth from capital to labour. This is a complex situation. we actually have the means. basic research. but this may not be enough to sustain other aspects of society necessary in the network era. If those who are educated. Semco SA (BR ). W. not just in our knowledge. Mondragon (ES ) — are often discussed. which is quite powerful. knowledgeable. then who will? Many young people are moving to a shareable economic model. but seldom replicated. The people formerly known as the middle class have the unique opportunity to become the people who will make work more human. The innovation that will save the middle class will be new business models. and many other areas that could also do with more democracy and more humanity. People can work in self-managing networks. There are examples of more human work.L. Hierarchies do not need to be the natural organizational model. Gore (US ). public education. It will begin by changing the worldview.com > 2014 Page 18 of 75 . The only way to create better workplaces is to vote with our feet. though.Harold Jarche > finding perpetual beta model of capital and labour. healthcare. but the tools to create new ways of working that do not dehumanize people. Jarche. such as utilities. Many middle-class. The usual examples of ‘bossless’ companies — e. and experienced do not push for a better world of work. mid-career professionals I have met are unhappy with the workplace status quo.g. This time. innovate. branching hierarchies.com) unlimited information self-publishing ridiculously easy group-forming —Seb Paquet A new model for work is required. the performance management system and job structure have remained intact so that matrix management has just added more complication. They work well when information flows mostly in one direction: down. matrix management was an attempt to address the weakness of organizational silos resulting from simple. However. Hierarchies are good for command and control. or change. Hierarchies. Jarche. They are handy to get things done in small groups. In matrix management people have more than one reporting line and often work across business units. We have known for quite a while that hierarchies are ineffective when things get complex.com > 2014 Page 19 of 75 . rather than increased effectiveness.Harold Jarche > finding perpetual beta From Hierarchies to Networks Figure 6 Hyperlinks subvert hierarchy (cluetrain. are obsolete. For example. simple branching networks. But hierarchies are rather useless to create. even one wrapped in matrices. These organizations are now facing increasingly complex business environments that require continuous learning while working. A networked enterprise starts by building a foundation of trust. Faster market feedback challenges the organization’s ability to act. control processes were put in place to create efficiencies. Reorganization has to be part of an organization. Support departments. like human resources. Hierarchies reinforce the assumption that management knows best and that the higher up the hierarchy. more silos were created. To ensure reliable operations and avoid risk. Many of today’s larger companies have overly complicated. the more competent and knowledgeable that person is. has to understand networks.com > 2014 Page 20 of 75 . were added to manage the resulting complicated structure. New layers of supervision appeared. Decision-making becomes paralyzed by process-based operations and the formal chain of command.Harold Jarche > finding perpetual beta Any hierarchy. embracing networks. and so ineffective. As they grew to their current size. and then managing complexity. all in an attempt to gain efficiency through specialization. becomes an immovable beast as soon as it is created. Most organizations still deal with complexity through reorganization. and knowledge acquisition was formalized. The only way to change a hierarchical organization is to create a new hierarchy. Networks enable organizations to deal with complexity by empowering people to connect with whom they need to. without permission. This is why reorganization is so popular. hierarchical structures. work became standardized. Typical strategies of optimizing current business processes or reducing costs only marginally influence the organization’s overall performance. Just think of the last time a new CEO came in to fix a large corporation. Enterprise social Jarche. not something done to it. from an individual contributor to the CEO . This is why everyone. like bloggers. which included something called human resources (HR ). The most significant change is in how we deal with information and knowledge. Jarche. The industrial economy adopted a new management frameworks. few people are willing to share their knowledge. Therefore reaction times and feedback loops have to get faster. We no longer have to go to the library to get a book. One’s position in the hierarchy is no longer an indicator of one’s influence or knowledge. In a creative economy we have to change how we think about learning and work. They require the sharing of tacit knowledge. leaving the more complex tasks to people. Industrialization marked the fall of the guild system. Software takes over routine work. systemic changes are sensed almost immediately. As a result. Sharing knowledge in trusted networks does not happen overnight. many are beginning to challenge the hierarchical nature of the organization. letting anyone connect to another colleague. But these take time to develop. which cannot easily be put into a manual. Tacit knowledge flows best in trusted networks. where the default permission to get access to information is public.com > 2014 Page 21 of 75 . Workers need more trusted relationships to share complex knowledge.Harold Jarche > finding perpetual beta network platforms can help. For thousands of years people developed work skills through apprenticeship. Complex problems cannot be solved alone. In an interconnected world. Without trust. This trust also promotes individual autonomy and can become a foundation for organizational learning. We have access to a growing network of expertise from people. Expertise is becoming ubiquitous through the Internet and professional social networks. This worked for small numbers and developed into the highly structured guild system in Europe. who are willing to share their knowledge for free. as knowledge is freely shared. Most of our difficult organizational problems are actually complex.com > 2014 Page 22 of 75 . We can only Jarche. as in an emergency. This means we cannot repeat what we did before and expect the same results. given enough time to analyze it. They cannot be understood except in hindsight. Each time we deal with a complex environment it is different. on the other hand. Most business leaders see that the Internet is changing their business. The old ways of thinking are still firmly entrenched. and every other area of HR is trying to deal with the post-industrial workplace. Chaos is a state in which the only appropriate response is to do something quickly. but each case is different. professional development. but we cannot deal with the new era in the same way we managed the old one. have many pieces but they can be understood with enough analysis. Many traditional management practices assume the business system is complicated and understandable. An airplane is complicated. many do not have a clue where or how to start. Pretty well all human systems are complex. talent management. Chaotic situations require action. complex. Complicated environments. This is perhaps the major flaw of industrial management. Leaders need to understand what they are dealing with and use the appropriate methods. However. Emerging practices need to be developed while staying engaged with complex systems. Organizations should try to avoid chaos. complex situations require constant small probing actions that are safe to fail. Complex environments are not chaotic but they cannot be completely understood in advance. Patterns can be sensed and responses prepared. First they need to understand the difference between chaotic. Instead. and complicated situations.Harold Jarche > finding perpetual beta Human Networks Recruiting. Weather systems are complex. They understand that automation is a force to be reckoned with. Harold Jarche > finding perpetual beta understand complexity through active experiments, accepting that perhaps half of these will fail. Encouraging failure, and learning from it, must be the default management mode in complex environments. Complex problems require cooperation while complicated projects need collaboration. Collaboration is working together on a common problem, while cooperation is freely sharing without any objective. Cooperation is not team work. It is helping the entire organization, as one would support a natural commons, and this requires people who are not just doing their job, but involved in the whole system. This is a major change in how business functions, like HR, have been managed. Knowing what is complicated, and what is complex, can help the organization develop the appropriate work practices. Less structure and more flexibility is required for complex problems. In complex environments, how can an organization build awareness, investigate alternatives, and act on problems? The organization needs to connect the outside with the inside. This is not a technology challenge but rather a structural one. Organizations need to help knowledge flow and this only happens when people are connected. Technology is a facilitator, but people are the key. This is too often overlooked, as in most enterprise social network implementations, where training is bolted on at the end of the technology build. Encouraging awareness, experimenting with alternatives, and taking action can each be supported within a unified organizational framework. We already have the communication technologies to know what is happening across any organization. Most companies are also listening attentively to external social media. Given all this information, it is an easy next step to let people experiment, as long as they share what they are doing. Practices such as working out loud help build trust. In an age when information is no longer scarce and Jarche.com > 2014 Page 23 of 75 Harold Jarche > finding perpetual beta connections are many, organizations have to let all workers actively share their knowledge. To succeed in the creative economy, organizations require a combination of actively engaged knowledge workers, using optimal communications tools, all within a supportive work structure. We are at the beginning of another management revolution, similar to the one that created modern business schools and their scientific methods. There are many examples today of companies testing out new management models such as the social enterprise, democracy in the workplace, self-organizing work teams, and networked free-agents. While there are no clear answers, it is fairly certain that standing still will lead to failure. Giving up control is the great challenge for management. Organizations have to become knowledge networks. An effective knowledge network cultivates the diversity and autonomy of each worker. Networked leaders foster deeper connections, developed through ongoing and meaningful conversations. They understand the importance of tacit knowledge in solving complex problems. Networked leaders know they are just nodes in the knowledge network and not a special position in a hierarchy. The new focus of management has to be on supporting human networks. Networked Workplaces Networks are in a state of perpetual Beta. Unlike hierarchies, they can continuously change shape, size, and composition, without the need for a formal reorganization. Our thinking needs to continuously change as well. Of course this means letting go of control. Hierarchies were essentially a solution to a communications problem. They are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make. That time is over. Jarche.com > 2014 Page 24 of 75 Harold Jarche > finding perpetual beta So here’s the current situation: markets, competitors, customers, suppliers, are already highly connected. The Internet has done this. It is why a connected enterprise needs to be organized more like the Internet, and less like a tightly controlled machine. While a certain amount of hierarchy may be necessary to get specific project work done, networks function best when each node can choose with whom and when it connects. Hierarchies should be seen as temporary, negotiated agreements to get work done, not immutable power structures. Networks enable work to be done more effectively when that work is complex and there are no simple answers, best practices, or case studies to fall back on. Large-scale hierarchies have outlived their usefulness. The Internet has finally given us a glimpse of the power of networks. We are just beginning to realize how we can use networks as our primary organizational form for living and working. A connected enterprise has to be based on looser hierarchies and stronger networks. Thinking like a node in a network and not as a position in a hierarchy is the first mental shift required to address complexity. The old traits of the industrial/ information worker may have been intellect and diligence but networks need people who are creative and take initiative. People cannot be creative on demand. Nurturing creativity becomes a primary management responsibility. In networks, even established practices like teamwork can be counter-productive. Teams promote unity of purpose. Sports metaphors are often used in teamwork, but in sports there is only one coach and everybody has a specific job to do within tight constraints. In today’s workplace, there is more than one ball and the coach cannot see the entire field. The team, as a work vehicle, is outdated. In a complex world, team unity may be efficient, but not very effective. Jarche.com > 2014 Page 25 of 75 organizations will need to adapt to the network era. Complexity increases the need for both collaboration and cooperation. Automated systems can handle the routine stuff while people working together deal with the exceptions. Three Major Changes The networked workplace will become the new reality. value networks. As with the assembly line. some or all of the solutions can get automated. without any formal reorganization. to how we calculate pay for work. opened up learning. From how we determine the value of work. created new dominant business models. information networks. Some won’t make it. This makes it difficult to connect at the boundaries. Networks enable rapid shifts in the composition of work groups. Jarche. and so the process evolves. The network era has already changed politics.Harold Jarche > finding perpetual beta Exception-handling also becomes more important in the networked enterprise. This is where all organizations are going. Networked colleagues. It is possible that hierarchical organizations will not be able to adapt to the network era. can close the gap between knowing and doing. To thrive in the network era we need to understand networks — social networks.com > 2014 Page 26 of 75 . etc. which is where we have the best opportunities for serendipity and potential innovation. In many organizations the outside world is better connected than inside the workplace. As these exceptions get addressed. and is now changing how organizations operate — on the inside. we will see that many of our current work practices are rather obsolete. at different speeds and in a variety of ways. learning together. Once we are able to talk about networks. the view of the company as an organization chart may become a relic of the past. It is always on and globally connected. failure has to be tolerated. Nothing is guaranteed other than the fact that not playing here puts any organization at a significant disadvantage. In such a changing environment. This increases the need for more cooperation as the primary long-term activity. some or all of the solution can get automated. and frameworks such as knowledge management can help us map it.com > 2014 Page 27 of 75 . How to solve problems together is becoming the real business imperative. People are the best interface with complexity but they need to be connected and not work in isolation. When dealing with work problems we can categorize the response as either known or new.Harold Jarche > finding perpetual beta At the edge of the organization. New problems need tacit knowledge to solve them. But opportunities are found in chaos. Customized work is the realm of people. The system handles the routine stuff and people. Exception-handling is becoming the primary work for people in the networked workplace. Value emerges from forays into the chaos. We can also create tools to do work and not have to learn all the background knowledge in order to accomplish a known task. deal with the exceptions. As these exceptions get addressed. It may even be chaotic. This information can be mapped. Complex and new problems cannot be solved using standard methods. Known problems require access to the right information to solve them. and so the process evolves. Another challenge for organizations is getting people to realize that what they know has diminishing value. usually working together. and collaboration for short-term specific projects. With computer systems that can handle more and more of what we already know. Sharing and using knowledge is where business value lies. not machines or software. the network era worker has to move to the complex and chaotic edge of Jarche. where there are few rules everything is a blur. But there will always be complex problems that cannot be solved through automation. Research shows that sharing complex knowledge requires trusted relationships. Continuous learning is now a critical workplace skill. and constantly learning professionals. Distributed power enables faster reaction time so those closest to the situation can take action. This is an ongoing process of moving Jarche. Those best able to address the situation have marinated in it for some time.Harold Jarche > finding perpetual beta the organization to do the valued work of exception handling. transparency must become the norm. Transparency ensures there is an understanding of what everyone is doing. Second. There is little comfortable. It cannot be left to human resources.com > 2014 Page 28 of 75 . engaged. They could not sufficiently explain it to someone removed from the problem if they wanted to anyway. with its published organization chart and sacrosanct job titles. Transparency helps the organization learn from mistakes. These will require active. It means narrating work and taking ownership of mistakes. Work is learning. and learning is the work. power must be distributed. stable work left to do inside the organization. Shared power breathes trust into the workplace. or dealing with new challenges as they present themselves. First. Third. to embrace. everyone in the organization must take control of their learning. In complex situations there is no time to write a detailed assessment. Transparency is a breath of fresh air that cleans the cobwebs from the hierarchy. Power-sharing and transparency enable work to move out to the edges and away from the comfortable. Three major changes are needed for the network era workplace. merely complicated work that has been the corporate mainstay for decades but is now getting automated. Of course this is very difficult for any command and control organization. This is absurd. Figure 7 The Network Era: a creative economy yesterday tomorrow labour obedience diligence intelligence connectivity unique creative work talent initiative creativity passion standardized routine work automation explicit knowledge implicit formal learning informal tangible value intangible People need to take control of their learning in a world where they are simultaneously connected. regularly. We think we can get an education or get people trained. Organizations and Learning Learning is not something to get. This is how knowledge can be pulled on a daily basis. Part of the solution is more open management frameworks but another part is edge-like individual skills and aptitudes. and Jarche. In too many cases we view learning as something that is done to people. like getting a course. Becoming a good learner requires discipline. and sharing back out to our communities and networks. It means connecting emergent practices and cooperative behaviours with collaborative project-based work. Learning is a process of experiences. reflection. Personal Knowledge Mastery covers the latter. mobile.Harold Jarche > finding perpetual beta knowledge from the edge (social networks) to the core (work teams) and back out to the edges. Connecting the edge to the core is a major challenge for organizations. sense-making at the core (work teams). and practice. part-time.com > 2014 Page 29 of 75 . it is like breathing — in and out. while conversely contractual. and global. Once habituated. It is a continual process of seeking from the edge (networks). filtering through communities of practice. and changing these has more potential for improvement than changing any individual’s performance. as it constrains the sharing of power. Just listen to any boardroom meeting and see how power can kill a conversation. If learning is the work today.com > 2014 Page 30 of 75 . Value from this knowledge is created by groups and spreads through social networks. Therefore the role of executives should be to manage the system. Knowledge gives us the ability to take effective action (know how) and this is the type of knowledge that really matters in both business and life. Learning must be an essential part of doing business in the network era. and power relationships can block these exchanges. a necessary enabler of organizational learning. why can’t they take control of it? W. American management visionary. A key factor in sustaining any enterprise is organizational learning. so organizational knowledge management should first support personal knowledge mastery. The only knowledge that can be managed is our own. and sharing that helps each of us understand our world and work more effectively. People have to trust each other to share knowledge. Edwards Deming. not individuals.Harold Jarche > finding perpetual beta local. understood that systemic factors account for most organizational problems. Learning has to be owned by the workers and learning support has to be a function of the business structure. But the real barrier to systemic change is hierarchical management. If learning is what organizations need to do well in order to survive and thrive. then structural barriers to learning must be removed. PKM is an individual discipline of seeking. sense-making. why do we need a separate department responsible for managing it? And if workers really are responsible for their learning. groups should promote working out loud to ensure common understanding and to Jarche. Organizations must also move learning away from training and HR as some external quick-fix solution that gets called in from time to time. In addition to PKM . there would be nothing like Wikipedia or other free learning resources on the web. In-person 3. Learning in the workplace is much more than formal instruction. Searching the Web and social media 5. Each of us is responsible for our own learning but our responsibility to our peers is to share this learning. codified. Learning is everywhere. Email 2. The organization can then ensure that important decisions are recorded. Learning and working are interconnected in the network era. In 2012. we enable innovation. The same pertains to sharing inside organizations.com > 2014 Page 31 of 75 . international workplace learning advisor. it is rather useless.Harold Jarche > finding perpetual beta address exceptions to the norm. When we remove artificial boundaries to working and learning. Reading blogs and articles 4. If nobody shared what they have learned. can I call the Training Department to quickly get me up to speed? Jarche. as this is where group learning happens. learning will flourish. Consider the following: • If I am sitting at my desk with a work-related problem. Connecting in social networks and communities of practice It is obvious that there are many simple and inexpensive things that can be done to support workplace learning that do not include training or courses. If learning support is not connected to work. asked her readers what were their top five ways of learning at work. and easily available for retrieval. Jane Hart. as it has on the Web. In an open environment. 1. constantly-changing. will the Learning & Development specialist help me? • If I need some coaching to prepare me for a meeting with a new client. their communities of practice. There are several primary skills. the daily routine supports social learning. and their networks. New Skills Ours is a globally connected world. for networked Jarche. real-time. In such an environment people at all levels are narrating their work in a transparent environment. they need ongoing. But they can only work effectively if barriers to organizational learning are removed. can I call Human Resources to connect me with the right person who is available? • If I am stuck on trouble-shooting an unfamiliar piece of software. can I call a Training specialist to get me started and coach me? People in a network era learning organization need more than training. can I get someone from Training to walk me through it? • If I’m looking for great examples of collaboration and social learning. As Frederic Laloux notes in his book. Production work is waning and creative work is in higher demand. Much of this they can get from themselves.com > 2014 Page 32 of 75 . with a multitude of local cultures and competition from all directions.Harold Jarche > finding perpetual beta • If I want to learn about a new market sector. collaborative. identified by the Institute for the Future. We need to develop new workplace disciplines. and time is made available for reflection and sharing stories. Reinventing Organizations. support. the key role of a CEO is in holding the space so that people can self-manage and learn for themselves. do the folks in Training & Development model them? • If I want to become a better networked learner. com > 2014 Page 33 of 75 . Four of these are supported by the PKM framework. 1. Media Literacy 4. it may be talking out loud while driving. Cognitive Load Management Sense-making takes time and practice to develop routines of critical thinking combined with ways to not just process knowledge but create something new. an impossible but worthwhile goal. I look for experts who share their knowledge or act as human-powered content aggregators. For example. Media literacy is necessary as one seeks knowledge from various networks. Social Intelligence 3. Social intelligence comes through sharing our work and interacting with others. tries different media tools. Knowledge in a networked society is different from what many of us grew up with in the pre-Internet days. knowledge is becoming a negotiated agreement amongst connected people. I am constantly following/unfollowing on Twitter in an attempt at optimal filtering. Finding fellow knowledge seekers can be very helpful and online social networks can make these connections easier to find. some of whom may be on similar knowledge journeys. For others. Weaving a network that brings diversity of opinions and depth of knowledge is how effective seeking leads to better sense-making. selecting quality information and discarding the crap. Jarche. blogging forms the keystone of my sense-making. and uses them to communicate and share with others. While books and journal articles are useful in codifying what we have learnt.Harold Jarche > finding perpetual beta professionals in the future workplace of 2020. For me. Sense-making 2. Part of cognitive load management is off-loading some of it to our network. We see this with the increasingly combative debates on intellectual property expressed as copyright which are vestiges of an economy dominated by knowledge as stock. knowledge is both particles and current. or stock and flow.Harold Jarche > finding perpetual beta Figure 8 We need to connect knowledge flows informal & networked Professional Social Networks Communities of Practice Work & Projects structured & hierarchical goal-oriented & collaborative opportunity-driven & cooperative Like electricity. No one has the right answer. The only way to navigate this change is collaboratively.com > 2014 Page 34 of 75 . but together we can explore new models of sense-making and Jarche. If change is constant. The increasing importance of fluid knowledge requires a different perspective on how we think of it and use it. The digital world is bumping against the analog world and we are currently caught in-between. then the half-life of codified knowledge (stock) decreases. Business models that enable connected leadership are essential in a network era. The new work structures required for increasingly complex networked economies need to be supported by skilled workers with the right tools. with shared values. We should find others who are sharing their knowledge flow and in turn contribute our own. may be important. While becoming a better digital librarian. not simple hierarchies.Harold Jarche > finding perpetual beta knowledge-sharing. Jarche. not in addressing problems that have already been solved and for which a formulaic or standardized response has been developed.com > 2014 Page 35 of 75 . in the long run it is about being a participating member of a networked society. Networks are smarter than the sum of their nodes. Solving problems together is becoming the real business challenge. such as oil spills and corruption scandals in the last half-century. can be partially blamed on overly-controlling management practices. and stifle innovation. Many major business disasters. Networks. The problem with hierarchies is that they are only as smart as the smartest gatekeepers. We know that sharing complex knowledge requires strong interpersonal relationships. ineffective. are needed to do this kind of work. Effective knowledge-sharing drives business value in a complex economy and this requires a workforce that is adept at sense-making. Knowledge-intensive organizations need to be structured for both. But in a networked world these are inefficient. or curator. One challenge for organizations is getting people to realize that what they already know has increasingly diminished value. concepts. Our dominant business models are the legacy of military hierarchies. But discovering innovative ideas usually comes via loose personal ties and diverse networks. New Work Tools The high-value work today is in facing complexity. and mutual trust. social media require new skills. All are needed. Letting workers pick their own collaboration tools can go a long way in getting work done. Setting sharing as a default behaviour is a good start. Modelling collaboration skills throughout the enterprise is even better. Most organizations have tools that support working together for a common objective. This has been a problem with many social business initiatives which are too focused on the tools. Having an array of tools is also helpful. and networking to improve business performance. Coordinating tasks. Work is learning and learning is the work. This is called working out loud and learning out loud. Tools have to support the work. A core requirement for both knowledge workers. and enterprise tools. knowledge networks thrive and the organization benefits. Jarche. Sharing user-generated content (knowledge artifacts) is how everyone can make tacit knowledge more explicit. In addition. Of course this is more difficult if communications systems do not allow the easy creation and sharing of this content. Making work more explicit enables the organization to learn. but providing tools to enable sharing is also needed. It takes a systemic approach. and tools can help to create a networked enterprise. capabilities need to be aligned with tools. structures. is to share what we are learning and doing. As with collaboration. communicating effectively.com > 2014 Page 36 of 75 . and finding expertise are common collaborative tasks. Cooperative skills include sharing openly with colleagues. beyond traditional face to face interchanges. cooperative behaviours need to be modelled and encouraged. A combination of skills.Harold Jarche > finding perpetual beta In a networked enterprise. conducting meetings that don’t waste time. without any direct gain. When people share openly. Focusing on only one or two areas will likely not yield much success. when everyone shares. While communication does not equal collaboration. social media have the potential to support emergent work practices.Harold Jarche > finding perpetual beta Figure 9 Working & learning out loud connect us professional social networks diversity of ideas. How these tools get used is itself an emergent practice. & perspectives weak social ties d diversity communities of practice rk wo u t lo ou test new ideas in a trusted space mixed social ties d work & projects share complex knowledge.com > 2014 Page 37 of 75 . Jarche. It requires do-it-yourself learning as well as social learning skills. How can we help people in the organization develop these skills? Providing good tools and teaching by example is a start. In this complex and connected world we cannot predict outcomes. Social networks can provide a space to develop new practices. but we can engage our environments and markets and then learn by doing. opinions. but if workers are not allowed to practice. nothing will emerge. deadline-driven strong social ties goal-oriented & collaborative le n ar u t lo ou opportunity-driven & cooperative Beyond Hierarchies We are seeing growing complexity both inside and outside the enterprise. This makes constant learning a critical business skill. In changing complex environments it is not much use to rely on previous best practices. or contractors) do the bulk of the knowledge work at the edges of the organization. credibility and a focus on results. Organizational resilience is strengthened when those in leadership roles let go of control. As networked. those in leadership roles can help set Jarche. part-time. but the network must remain connected and resilient. This cannot be done while trying to control the culture. Networked contributors (whether they are full-time. This requires leadership from everyone — an aggressively intelligent and engaged workforce. transparent. As a result of this improved trust in the workplace. learning with each other. one must be the culture. Leadership in networks does not come from above. and diverse. In a networked enterprise. enabled by interconnected people and technology”. From this bird’s-eye view. Networked enterprises need to learn as fast as their environments. it is a significant disadvantage to not actively participate in social learning networks. leadership will be seen for what it is — an emergent property of a network in balance and not some special property available to only the select few.com > 2014 Page 38 of 75 . based on knowledge. This is succinctly explained in Jon Husband’s definition of wirearchy: “a dynamic two-way flow of power and authority. trust. To know the culture of the workplace. as work teams ebb and flow according to need. as there is no top. distributed work becomes the norm.Harold Jarche > finding perpetual beta A guiding principle for connected organizational design is for loose hierarchies and strong networks. trust will emerge from environments that are open. A key function of connected leaders is to listen to and analyze what is happening. Strengthening professional social networks will ensure that knowledge is shared and contributes to organizational longevity. Working out loud and personal knowledge mastery are becoming critical skills. But without trust. 3. competitors. Three major external forces and trends are driving organizational change. We also know that tacit knowledge flows best in trusted networks. Globalization is changing Value Creation … from tangible to intangible. as knowledge is freely shared. There is still a need for responsibility and accountability. 1. We know that complex problems require the sharing of tacit knowledge. customers. While hierarchies are practical to get work done.com > 2014 Page 39 of 75 . which cannot easily be put into a manual. demographics. whether driven by the environment. as culture gets digitized. but authority has to be distributed to deal with complex problems.Harold Jarche > finding perpetual beta the work context according to the changing conditions and work on building consensus. With an external environment that is highly connected. 2. Technology is changing Expectations … of what is possible. The Internet has connected markets. organizations have to get connected inside. economics. This trust promotes individual autonomy and can become a foundation for organizational learning. they should not be the overarching structure for the organization. Social Media are changing Relationships … to a universally connected world. Jarche. We can see that the way we manage our organizations is largely ineffective for the complex challenges we face. few people are willing to share their knowledge. and suppliers. and less like a tightly controlled machine. A networked enterprise needs to be organized more like the Internet. or politics. • It will have the institutional structure to manage the basic systems so people can focus on customers and community. Jarche. not just a few central nodes. but without a winner-take-all approach. The networked organization takes the long view. not just short-term collaboration to get the next project done or achieve some arbitrary quarterly results. not merely running the organization. Making the networked organization more resilient will help everyone in it.com > 2014 Page 40 of 75 .Harold Jarche > finding perpetual beta What does a post-hierarchical organization look like? • It will be one that provides a sense of belonging like a tribe. • It will promote cooperative actions that add to the long-term value of the ecosystem and community. • It will have market type competition. but with more diversity and room for personal growth. Jarche.Harold Jarche > finding perpetual beta Figure 10 Work in the Network Era Social Media are changing Relationships Technology is changing Expectations Globalization is changing Value Creation support relationships social networks connect solve innovate ”perpetual beta“ personal knowledge mastery create value share expectations initiate change share Influenced by Simon Terry.com > 2014 Page 41 of 75 . when everyone is responsible in a transparent and open organization. Jarche. Leadership in a post-hierarchical organization is therefore about building work structures that align people with goals.com > 2014 Page 42 of 75 . not merely doing their job.Harold Jarche > finding perpetual beta Leadership in such a post-hierarchical organization starts by connecting people to the goals of work. By practicing personal knowledge mastery. It enables connecting people so that they can share knowledge in order to solve problems. Innovation will emerge from the entire network. and sharing with others to solve problems. everyone takes responsibility for critical thinking. Active experimentation is encouraged through constant learning by doing. testing new ideas with our own networks and increasing connections through social networks. Sensing is about making sense and meaning of information.Harold Jarche > finding perpetual beta 2 PERSONAL KNOWLEDGE MASTERY PKM Revisited A model of curation for the digital era that is being used in health and care is Harold Jarche’s Personal Knowledge Mastery (PKM ). This is about individuals making the best use of their networks and other sources of knowledge so that they can keep up to date with the most effective thinking in their area and practice new ways of doing things. share.com > 2014 Page 43 of 75 . reflecting and putting into practice what we have learned and plugging information into our own mental models and turning it into knowledge. Leaders who take responsibility for their own effectiveness through PKM create leverage and value for their organisations. pulling information. sharing complex knowledge with our own work teams. The underpinning framework for curation within PKM is seek. but also having it pushed to us by trusted sources. —UK National Health Service (2014) White Paper: The new era of thinking and practice in change and transformation Jarche. Sharing is about connecting and collaborating. sense. Seeking is about finding things out and keeping up to date. but with digital media we can add context by categorizing. Personal Knowledge Mastery (PKM ) is an individual. As knowledge workers or citizens. These are still valid.com > 2014 Page 44 of 75 .” PKM is a framework for individuals to take control of their professional development. “The basic unit of social business technology is personal knowledge management. social learning has less value. writing letters or having conversations. In the past it may have been keeping a journal. We need context to understand complex issues and this can be provided by those we are connected to. Even the selection of a mobile phone plan requires more than mere numeracy and literacy. Problemsolving is what most people actually do for a living. The whole is greater than the sum of the parts as we build on the knowledge of others. co-founder of the Future of the Collaborative Enterprise project. everyone contributes to collective knowledge and this in turn can make organizations and society more effective in dealing with problems. Disciplined PKM brings focus to the information sea we swim in. disciplined process by which we make sense of information. observations and ideas. The multiple pieces of information that we capture and share can increase the frequency of serendipitous connections.Harold Jarche > finding perpetual beta It is becoming more difficult to make sense of the world by ourselves. However. not collaborative workspaces. Thierry de Baillon. has said that. whether it be public education. universal health care or climate change. Understanding issues that affect our lives takes significant time and effort. Without effective PKM at the indi- vidual level. With social learning. Jarche. The reach and depth of our connections become critical in helping us make sense of our environment and to solve problems. We can also store digital media for easy retrieval. PKM is our part of the social learning contract. commenting or even remixing it. PKM is of little value unless the results are shared by connecting to others and contributing to meaningful conversations. so doing it better can have widespread effects. Sharing includes exchanging resources. Sharing makes us think more about what we publish. PKM is the basis for learning in the network era. Without innovation. Sensing-making is how we personalize information and use it. Seeking is finding things out and keeping up to date. people and organizations cannot evolve. PKM is beneficial on both a personal and organizational level. Today. The Seek > Sense > Share framework can empower workers and help build a more resilient connected enterprise. work is learning and learning is the work. but its real value is in increasing innovation. This includes reflection and putting into practice what we have learned. and experiences with our networks as well as collaborating with our colleagues. knowing it will be seen by others. author of Where Good Ideas Come From says that “chance favors the connected mind”. Sharing complex knowledge in trusted networks requires a combination of actively engaged knowledge workers. As Steven Johnson. In the network era.com > 2014 Page 45 of 75 . Often it requires experimentation. but also have it pushed to us by trusted sources. I have developed the Seek > Sense > Share framework to explain PKM . as we learn best by doing. using optimal communications tools. PKM is every knowledge worker’s part of the new workplace social learning contract. Jarche. ideas. It not only allows us to pull information. all within a supportive organizational structure.Harold Jarche > finding perpetual beta especially across organizations and disciplines where innovation often happens. Building a network of colleagues is helpful in this regard. chance favours the connected person. Innovation in networks is not so much about having ideas as it is about making connections.Harold Jarche > finding perpetual beta PKM has been described as a way of “cleaning out my crap filters so the right information can come through so I don’t feel overwhelmed with information”. and more time focused on being a better practitioner of your craft. Jarche. PKM is about getting things done in networks. creating and discerning so that you spend less time answering email or finding that great presentation you saw. PKM gives you a framework to develop a network of people and sources of information that you can draw from on a daily basis. It a process of filtering. When we work in networks. one of our main jobs is getting stuff out of our heads and sharing with others.com > 2014 Page 46 of 75 . But as more of us connect online. our workspaces do not allow this. such as the Google Advanced search page. Consider prairie-dogging for example.com > 2014 Page 47 of 75 . Longer reads. Reading novels can make us better thinkers. and you will find several resources. Too often. Just put this term in a search engine. Here are some information and knowledge-seeking methods. “I really believe our own curiosity is our greatest and most powerful tool for personal growth. our information searching techniques are rather primitive. or a video. and particularly fiction. Asking: As writer and curator Maria Popova says. If so. Listening is a skill that takes practice. on audio. which is standing up in your cubicle and asking those close to you for advice. Find the edge of the action and observe from there. Observing: One learns best by observing from the edge. listening gives us a chance to absorb what others have to say. the most valuable sources of information are through trusted knowledge networks. It is rather hit and miss and dependent on who works nearby and happens to be listening. one should at least learn how to use advanced search techniques. Jarche. those closest to you are not the best sources of knowledge.Harold Jarche > finding perpetual beta Seek > Sense > Share Seek Search engines are probably the way most people find most information.” Reading: There is still a need to read in our digital age. not the centre. Too often. Quite often. Listening: Whether it is in person. Either of these types of filtering are good to quickly find information but their scale means that context is often lost. Google is a mechanical filter that uses an algorithm. Jarche. to provide relevant search results. actions and conversations would be an outcome of PKM . Naïve filtering is what too often happens in our knowledge searching. but takes more effort to set up. Creating a diverse network of expertise is a core part of PKM . digital world we have to ask.Harold Jarche > finding perpetual beta Australian innovation specialist Tim Kastelle has described two ways of filtering information. based on enormous amounts of data analysis. like social bookmarking with Delicious or Scoop. but in an interconnected. or standing up in your cubicle and asking those close to you for advice. Seeking in PKM is input. while critical thinking developed over several blog posts. Sites such as Digg and Reddit use heuristics to show what has been voted as the most popular or interesting. A blog post could be an output of PKM . Expert filtering works in areas where knowledge is more stable.com > 2014 Page 48 of 75 . Using people to filter information provides more context.it. I recommend something simple. who are the experts? Still. networked expertise can be sought through a group-sourced information resource or linking to existing communities of expertise/interest found on platforms such as LinkedIn. whereas sense-making and sharing are outputs. It is like prairie-dogging. It is rather hit and miss and dependent on who works nearby and happens to be listening. good experts are valuable and you can use platforms like Twitter to connect to them. interdependent. The challenge in getting started with PKM is that the outcomes are not obvious. either through mechanical means or from people. For deep knowledge of an area. to get started because the outputs are clear. and terms that we do not understand. Experts and Connectors. The diversity of both what one seeks and who one shares with have a significant impact on the quality of sense-making processes. Sometimes they are the same. People who are too far ahead of our own understanding may be difficult to comprehend. but not always. models.Harold Jarche > finding perpetual beta As a seeker of knowledge. There are two types of people one wants to find. or one can wind up in what is known as an ‘echo chamber’. you may be interested in knowledge management but also work in the legal field.com > 2014 Page 49 of 75 . only further ahead of us. We should be looking for experts who are more knowledgeable or experienced than we are in our journey. which has some special requirements. one should also be looking for others who share their knowledge. Connectors can be practice partners who help keep us focused. Jarche. They do not have to be ‘the experts’. it becomes very important to ensure diversity of opinions and perspectives. They understand our work or life context. Finding someone who discusses issues particular to your field may help you make connections in your own sense-making. In seeking out knowledge connections. as they may use metaphors. For example. com > 2014 Page 50 of 75 .Harold Jarche > finding perpetual beta Figure 11 PKM Roles high sharing Connector Catalyst high sensemaking low sensemaking Consumer Expert low sharing Jarche. Many others were able to carve out new niches in this connected economy by getting rid of the middlemen and going straight to their customers. like-minded. Actually.. the nature of work had changed. There is a similar phenomenon with Jarche..com > 2014 Page 51 of 75 . But how could people make sense of it all? Part of the answer was in taking control of their learning and professional development. Remember when someone older than you first got an email account? They probably sent you at least one joke. who were now all over the world. you have to take charge of your own learning and development. and interested professionals. people became almost overnight successes. Whether you call yourself a knowledge artisan or are just trying to keep up with your profession. as the corporations called it. By the second decade of the 21st century. scattered across the globe. and lucky. Another part of the answer was in connecting with other. Even so-called knowledge workers were being regularly downsized. and then share with their new peers. A lot of work was getting automated but a few creative. and it was likely to a long list of recipients. in the future. once the sole purview of institutions.Harold Jarche > finding perpetual beta Sense Once upon a time . they probably sent a lot of jokes. Start by asking what value you can add. Those who succeeded were able to seek and build new knowledge networks in order to make sense of the changing environment. Work was getting more complex. The value I added when sharing my bookmarks was not so much in terms of adding my own insights. I shared this tag when the occasion arose. As good social learners. This is called discernment. Follow their examples of adding value. I passed on a tagged collection of social bookmarks as a result of a conversation in an online community of practice. The most important and difficult part of PKM is sense-making. Both Maria Popova at brainpickings. sharing is not as important as knowing when to share. or knowing when and with whom to share. but it should make us consider appropriate ways to share. I did not post every time I created a new bookmark.it where he always adds his perspective. For example. Jarche. This does not preclude us from collecting lots of information (Seek). But posting your latest collection of webpages in an activity stream like Twitter or Yammer is public sharing. The context for sharing was optimal.org demonstrate how to add value through their curation.Harold Jarche > finding perpetual beta social media. We should be ready to share when the time is right.com > 2014 Page 52 of 75 . but there was value in the timing. we are inundated with over-sharing of the same stuff. Maria provides detailed insights and comments while Robin uses scoop. This is making your work public. There are some people who are very good online curators. First of all. Doing it poorly adds more noise than signal in working out loud. there is a difference between sharing and making something public. While it may not be jokes. Posting a social bookmark to a service like Delicious does not create additional noise for your peers in a social network. Little should be shared if there has been no value added. which were negligible.org and Robin Good at MasterNewMedia. or does this even change my thinking about what I already know. often slowly. one must be able to distill its essence. The process of seeking out information sources. “Understanding that one percent.Harold Jarche > finding perpetual beta Thinking of adding value should be the first stage in PKM . and being able to explain it to others. or the one percent that gives life to the other ninety-nine percent. e. or any professional online sharing. —Jane Hart. is the hallmark of strong minds”. My Daily PKM Routine As author Dan Pink remarked in his book To Sell is Human. Sense-making is knowledge distillation through repeated practice. Find ways to separate signal and noise. asking myself does this add something key to what I already know. Jarche. Merely tagging an article does not create knowledge. It is definitely not filling activity streams with massive amounts of unwanted information.com > 2014 Page 53 of 75 . Although I trust my network to feed me valid resources. it is always important to check any resources personally to ensure they meet my own high quality control standards. making sense of them through some actions. and then sharing with others to confirm or accelerate our knowledge are interlinked activities from which knowledge emerges. in order to sell an idea. That value could be just parking things for easy retrieval. I use a range of sense-making techniques.g. does this take my own thinking forward. filters to separate the signal from the noise. and techniques to validate any sources of information I receive — which I have developed over time. The knowledge gained from PKM is an emergent property of all its activities. I then synthesise any new valuable pieces of information with what I already know. identified five ways of adding value to information. based on some criteria. Practice: This is absolutely critical. sharing without adding value is passé. can give new insights. Synthesis: describing patterns. We have passed the initial infatuation stage with social media and now it is time to use them to get things done. make connections. Get it from yourself: Sometimes it is better to work things out for yourself than get a quick answer from someone else.Harold Jarche > finding perpetual beta Professional and enterprise social networks are becoming the norm. Ross Dawson. Customization: describing information in context. Jarche. Walk around it: Looking at something from a different perspective. a most interesting character and worth an Internet search. in his book.com > 2014 Page 54 of 75 . Validation: ensuring that information is reliable. especially away from the mainstream. Presentation: making information understandable through visualization or logical presentation. Filtering: separating signal from noise. You Can Do Anything. solve problems. identified several skills for acquiring knowledge. current or supported by research. This is a good list to start with. social business networks will be nothing more than noise amplification. It is primarily through experience-performance-reflection that we learn. Unless each person has effective sense-making processes. futurist and business consultant. James Mangan. In 1936. Like those email jokes most of us now snicker about. and improve our creativity. trends or flows in large amounts of information. you can then make changes if evidence or circumstances change. job descriptions. Crediting & Attributing: While attribution may just seem like a nice thing to do. Illustrating/Visualizing: Good info-graphics are very useful. Curator and web publisher Robin Good has identified five more curation skills. American statistician Nate Silver has made a living from this. With proper attribution to the original source. Imagine if someone could compare all your mobile telephone options in a clear. Jarche. being able to compare related items becomes more valuable. as opposed to a more conventional position within an organizational hierarchy. Good comparisons are quite useful.Harold Jarche > finding perpetual beta Experiment: Use a probe — make sense — then respond. and here is how they relate to sense-making: Comparing: With increasing complexity. For example. and obfuscation by competing interests. Visualizing takes great skill but can be exceptionally useful. I have several bookmarks on shareable workspaces that I have passed on to many people interested in starting a work commons. and other institutional trappings. but too often they obscure.com > 2014 Page 55 of 75 . simple way. Evaluating: Being able to set criteria and evaluate from a neutral point of view can add real value to what otherwise would just be data. and save others time. Finding related items: Collecting a series of resources on a subject over time can be useful. We have become used to titles. It can sometimes be difficult to see oneself as a node in multiple networks. approach with both work and learning. it is very important to trace how knowledge is constructed. visualizing network relationships can give the initial leverage of getting complex new ideas accepted into general management thinking. The SNA study of pro-Israeli and pro-Palestinian news outlets showed that only one was trusted by both sides. Adding value to the information in our fields helps make our knowledge networks smarter and this is how we can collectively deal with more complex problems. not a hierarchy. In business. Visualization. but its moderate position was losing hard line viewers from both sides. The added value of using a sense-making tool like SNA to further examine information is the core of PKM . This was obvious when all arrows pointed toward the user community. they saw it mapped as a value network. For the first time. Visualization can be a very powerful tool in sharing complex knowledge. They immediately realized that they were pushing solutions instead of listening to their community. Seeing this polarization may help to understand it. As a result. are essential to understand systemic change. When NASA released the photograph of the earth as seen from space. Jarche. showing our planet as a small dot in a black void. and new metaphors.Harold Jarche > finding perpetual beta But network thinking (and seeing) can fundamentally change our view of hierarchical relationships. I once used value network analysis (VNA ) to help a company’s research steering group see their internal community of practice in a new light.com > 2014 Page 56 of 75 . and no tangible or intangible value arrows pointed out. This is a visualization technique that maps a system and looks at tangible and intangible asset flows. The visualization of social network analysis (SNA ) can give us significant new perspectives. known as the ‘blue marble’. it gave new impetus to the environmental movement. They give us new ways to describe and discuss phenomena. Seeing is believing. not available from looking at a series of data points. An empty restaurant on a Saturday night may have indicated that the locals did not think it was any good. For centuries. magazines and newspapers. We exchanged opinions.com > 2014 Page 57 of 75 . Thinking in terms of networks enabled them to see their community with new eyes. There are flows of conversation around us all the time. If we seek out interesting people with different ideas we may learn more and broaden our horizons. sometime without knowing it. We exchange and note ideas and information all of the time. Conversations help us make meaning. For those of us with access to the digital surround we have no excuses not to connect. Who we know helps to improve what we know. Share We need to be reading. Author and professor Clay Shirky has brought up the concept of a cognitive surplus that is a result of the leisure time that we gained about fifty years ago. The quality of our conversations is affected by the quality of the company we keep. knowledge exchanges were limited to elites but we now have access to world’s largest and most open exchange ever created. A stock exchange is designed to help capital flow and we need to use knowledge exchanges to allow ideas to flow. The variety and depth of our connections are indicators of how seriously we take our sense-making efforts. watching and listening to find out what is happening in our professional fields. In the age of print we lent out or gave away books.Harold Jarche > finding perpetual beta they decided to change their Charter and develop more network-centric practices. As a society we were in a state of shock and did not have the tools to deal with all Jarche. Finding conflicting viewpoints on a subject is as easy as going to Wikipedia and reading the comments on the Talk tab on any controversial subject. Nancy Dixon looked at tacit knowledge-sharing.com > 2014 Page 58 of 75 .Harold Jarche > finding perpetual beta of this time. inspired by Rob Cross and Lee Sproull who identified five categories of responses that can be given by experienced workers to those needing help in seeking knowledge. Our institutions have not prepared us to be ongoing contributors to human knowledge. Wikipedia only needed 10 million hours to get to where it is today as the leading online encyclopedia.” Legitimizing: “As with validation.” Jarche.” Meta Knowledge: “This category was about where to go to get more information on the issue. It also serves to head off arguments others might raise. or conversely where not to go because a certain report was out-dated. Answers: “The seekers were looking for the application of facts or principles in order to develop a solution. We are poised to be able to contribute to more Wikipedia-style efforts but many of use just don’t know how. In addition. as we have been led to believe that this is the domain of ‘experts’. legitimizing can save the seeker time by reducing the amount of proof or data that may need to be collected before the client is willing to act.” Validation [also earlier identified by Ross Dawson]: “Validation also provides seekers the certainty that they have done enough background work. saving the seeker the time it would take to gather further data. so television filled the void. Shirky says that television collectively takes up about 200 billion hours in the US per year. or superficial.” Problem Reformulation: “To gain meta-knowledge and/or problem-reformulation requires the source to be willing “to understand the problem as experienced by the seeker and then shape her/his knowledge to the evolving definition of the problem” and is best served by the give and take of conversation. whether it be with words. It would not make sense to make professional introductions as one person is going on a long vacation or when the other is extremely busy with an unrelated project. or actions. and then identify something that might be useful to share.com > 2014 Page 59 of 75 . This is when one person introduces two unknown associates to each other. but this would take someone else much longer. Discernment is a very human quality and one that machines are not yet replacing and it adds value to knowledge by sharing when conditions are right. Discerning when to do this is also important. I can quickly find something on my blog in the thousands of posts I have written. In the PKM framework. like all PKM practices. requires mindfulness. Humans are good at recognizing contextual signals in the workplace or social environments. Since it is easier for me to find something I have created. it may be our social responsibility to be contributors to our common knowledge. pictures. This is why it is also important to use discernment in knowledge sharing. My own knowledge artifacts are almost always more “at hand” to me than they are to others. For example. Not only that.Harold Jarche > finding perpetual beta In a connected world it is getting much easier to contribute. Sensing the right time and place to make connections is important in network weaving. then I should be open to opportunities to share. Jarche. I have the contextual memory of having created each post. One example of discernment is in ‘closing triangles’. It is the same with sharing knowledge. music. Discernment. and they can make implicit connections. thus closing the triangle. sharing may seem easy but it does not always equate to other people finding what you have shared. in order to optimize knowledge management in my workplace. Harold Jarche > finding perpetual beta Seek > Sense > Share Curating Knowledge Seeking Knowledge • • • • • Ask Desire Read Listen Observe —Mangan Knowledge Filters • • • • • Naïve Expert Network Heuristic Algorithmic —Kastelle • • • • • Comparing Finding related Items Illustrating/Visualizing Evaluating Crediting and Attributing —Good Acquiring Knowledge • • • • Practice Get it from Yourself Walk Around It Experiment —Mangan Adding Value • • • • • Filtering Validation Synthesis Presentation Customization Sharing Knowledge • • • • • Put in Order Define Teach Write Reason —Mangan Helping Seekers • • • • • Answers Meta Knowledge Problem Reformulation Validation Legitimizing —Dixon —Dawson Jarche.com > 2014 Page 60 of 75 . Harold Jarche > finding perpetual beta PKM Tips Begin by seeking playfully to connect with others. Don’t worry about doing everything correctly. Categorizing (seek): Once we have found something of interest or value. Strive to make sense and be empowered through learning. But make sure that you go farther than just seeking new knowledge. Jarche. then try another. That means that we can have as many categories as we want. share to inspire through your work by modelling behaviours of those who have shared and helped you. Test out an expression medium. Finally.com > 2014 Page 61 of 75 . Take regular time out for reflection. Continue to narrate your work and always try to add value to what you share. One of the important aspects of PKM is triage (a medical term) also known as sorting or prioritizing. acting on knowledge. Try new activities and test out new tools from time to time. more importantly. Also put yourself out there and remember that it is fine to fail. Tags are labels that can be attached to digital knowledge objects and an objects can have many labels. Spend time in sense-making and. as we did with a physical object or even on your computer desktop. and if it does not work for you. The big change with the Web is that we no longer have to put one object in one file folder. we will need to categorize it. So keep trying and think of sense-making as a craft that has to be mastered over time. Be curious and willing to stray outside your comfort zone (not your usual networks). Therefore developing good triage techniques takes time and practice. It is not at all straight forward. Today. everything is miscellaneous. what you may view as useless today could be quite important tomorrow. Unfortunately. Find out what others have done. as some good practices are quite old. It is the ability to separate the important from the useless. categorizing and making explicit develop into a large amount of information we can begin to see its value. Slides (Slideshare). As years of sorting. Image Sharing (Pinterest) Retrieval (seek): The importance of retrieval becomes more obvious with the passing of time. It also encourages peer discussions and reinforces the outward looking aspect of PKM . Retrieving Tools: With all tools. engage in debate. Photos (Instagram) Going Public (share): Even more powerful than making our knowledge explicit is to make it public. Scoop. These are our thoughts and ideas but they are connected to the ideas that sparked them and have been reinforced or questioned by our peers. This can start some interesting conversations about things that matter to us. We can talk about it.it) Making Explicit (sense): There are many ways of making knowledge explicit. Social Bookmarks (Delicious. write about. Presentations (Slideshare).Harold Jarche > finding perpetual beta Categorizing Tools: Feed Readers (Feedly). Sharing Tools: Social Networks (Facebook).com > 2014 Page 62 of 75 . you should take note of who owns your data and how you can retrieve it later. The great benefit of using digital tools and Web platforms is that we can retrieve our knowledge artifacts (or information that has special meaning to us) anytime and anywhere. Sense-making Tools: Writing (WordPress. or are you bound to that tool only? Jarche. Audio (podcasts). The act of making it explicit provides the discipline necessary to examine our thought processes. Can the data be exported and used in another tool. Going public makes our professional knowledge much more personal. Video (YouTube). Blogging (Blogger). That is quite a powerful professional asset. Tumblr). create a video or even develop a hypothesis. Activity Streaming (Twitter). I need to start asking for/seeking inputs from a wider array of people. I hear and see new things from others. many participants have added reflections on their own experiences. It is opened up a whole new world and it is just made me eager to know more. to explore and learn new things. and model the skills everyone will need as an individual.” “There is a risk of getting stuck in seeking and not going further into sensing and acting on information.com > 2014 Page 63 of 75 .Harold Jarche > finding perpetual beta In conducting several PKM workshops over the past few years. I share. As I learn.” “I think I’ve been resting on my SEEKing laurels for a bit too long. thoughts and writing. “There is no higher validation of your idea than others sharing it. It is cleaning out my crap filters so the right information can come through so I don’t feel overwhelmed with information.” “So for my development it is refining the filters — it is becoming smarter about seeking. It is also made me realise that our learning will never stop — and we should get comfortable with that idea.” “I have to start with myself. As I share.” “PKM is not linear.” Jarche.” “I have worked in many roles in many industries and was not conscious that with each new engagement I was breaking connections to make new ones. and as a result I learn … and share…” “I feel as if PKM allows me to be a bit more open and creative with my ideas. the same mistakes are made by others and every day the admin person solves them. to isolate any frictionless sharing. it is simply not possible to divert that entire river of stuff into your drinking glass. LinkedIn..Harold Jarche > finding perpetual beta “My PKM plan would embrace the following: —To improve and refine my ”seek’ filters —To spend more time on my ”sensing” to ensure better understanding of what I consume. —To share higher quality curated content. etc.com > 2014 Page 64 of 75 . to maintain and improve my blogging. It doesn’t take too much imagination to work out what these people have become as a result. Twitter.” “If you follow more than X active people in blogs.” PKM — Getting Started Seek Sense Share Pick a Tool to Aggregate Sources Mix People & Mechanical Filters Capture & Annotate Interesting Finds 15 minutes twice daily Select a Sense-making Method Make it Public Identify Networks & Join a Community Comment Commit to Regular Practice Share with Discernment 1 hour per week Twice per day Jarche. Facebook.” “Everyday. where possible. ” One approach to working smarter starts by organizing to embrace diversity and manage complexity. We cannot predict what will emerge from continuous learning.Harold Jarche > finding perpetual beta Learning is the Work As we learn in digital networks. Gender. “For every complex problem there is an answer that is clear. tweeted or posted does not mean it will be understood and eventually internalized as actionable knowledge. the more time it will take to be understood. organizational and network level. from which you seek information and knowledge. The challenge becomes how to continuously weave the many bits of information and knowledge that pass by us each day. needs to be diverse. Just because something was blogged. with respect to: Age.com > 2014 Page 65 of 75 . A professional learning network. Your learning network. Conversations help us make sense. The more complex or novel the idea. As American satirist Henry Mencken wrote. Credentials and certifications often act as blinders and stop us from recognizing the complexity of a situation. as it is abundant. Location. with its redundant connections. or Perspective? Jarche. co-creating and sharing at the individual. There is always more than one way to communicate or find some information. and wrong. is a much more resilient system than any designed development program can be. Profession. while conversation becomes more important. Programmers often say that you are only as good as your code. content loses significance. simple. repetition of information and indirect communications. But we need diversity in our conversations or we become insular. How diverse is your learning network. Diversity is a key factor in innovation. this has meant a move from waterfall to agile methods. It begins with seeking out and building knowledge networks. Here are some suggestions for working and learning in the networked workplace. Accept Life in Perpetual Beta Not just rapid change. For complex problems there are no established answers and we need to engage the problem and learn by probing. In programming. go into the back room and develop something to address our challenges. • Be an active and continuous learner. requires practices that evolve as they’re developed. Jarche. and it never ends. economies and societies are becoming highly networked. Master Complexity Established practices work when the environment or the challenge is simple or complicated. • Communicate what you observe. That means the transmission of ideas can be instantaneous. other practices are sure to follow. Beta releases are the norm for Web applications and as we do more on the Web. There is no time to pause. for work and for life. The integration of learning and work is not some ideal. • Be a lurker (passive participant) & LISTEN. This requires a completely different mindset from training for defined problems and measurable outcomes. Understand Networks Our workplaces. The problem will have changed by then. it is a necessity in a complex world. but continual change.Harold Jarche > finding perpetual beta We all need to understand how to become contributing members of networks.com > 2014 Page 66 of 75 . On the positive side. learning work” — that is all Ye know on earth. Complicated work.Harold Jarche > finding perpetual beta • Continuously collect feedback. unlike explicit knowledge. Social media tools and platforms give us a better way to engage in collaborative work and help us integrate learning into our daily practice. • Identify learning skills in others and develop them for yourself. for which standardized processes or software can be developed. we are seeing that simple work keeps getting automated.com > 2014 Page 67 of 75 . these are where long-term value for human work lies. Because complex work is difficult to copy and creative work constantly changes. as well as more potential problems. Jarche. On the negative side.* *apologies to the poet John Keats Our increasing interconnectedness is illuminating the complexity of our work environments. • Make it easy to share information by simplifying & synthesizing. Both complex and creative work require greater implicit knowledge. PKM and the Future of Work “Work is learning. usually gets outsourced to the lowest cost of labour. It is also difficult to transfer. complex work can provide unique business opportunities. More connections create more possibilities. and all ye need to know. • Use networks as research tools. Implicit knowledge. like automatic bank machines. is difficult to codify and standardize. It requires trust before people willingly share their know-how. then learning amongst ourselves is the real work in any organization today.Harold Jarche > finding perpetual beta Implicit knowledge is best developed through conversations and social relationships. Keeping track of digital information flows and separating the signal from the noise is difficult. The ubiquity Jarche.com > 2014 Page 68 of 75 . There is little time to make sense of it all. Few people want to share their ignorance with the boss who controls their pay cheque. and learn from. Social networks can enable better and faster knowledge feedback for people who trust each other and share their knowledge. Developing. We may feel like we are just not able to stay current and make informed decisions. If we agree that complex and creative work are where long-term business value lies. social learning is how work gets done. But hierarchies and work control structures constrain conversations. PKM gives a framework to develop a network of people and sources of informa- tion that one can draw from on a daily basis. PKM is a process of filtering. The mainstream application of knowledge and learning management over the past few decades has had it all wrong. supporting. Becoming a successful social organization will require more than just the implementation of enterprise social technologies. We over-managed information because it was easy and we remain enamoured with information technology. and discerning. are both required. the constant stream of information that workers encounter from social channels both inside and outside the organization. creating. and it also helps manage individual professional development through continuous learning. Individual skills. PKM skills can help to make sense of. in addition to new organizational support structures. In this emerging network era. and encouraging people to use a range of new social workplace skills will be just as important. Organizations should support the individual sharing of information and expertise between knowledge workers. often on a mobile device. Experienced workers should not be constrained by work structures like teams but rather be given the flexibility to contribute how and where they think they can best help the organization. Social businesses should leave teams for the sports field. As enterprises begin to understand the Web. but networked. The same rule of thumb applies to knowledge management. Simple protocols can facilitate this sharing. using PKM methods and tools. People who are adept at learning how to learn will be better prepared for jobs of the future because they know how to engage with a community and tap into networks for support.com > 2014 Page 69 of 75 .Harold Jarche > finding perpetual beta of information outside the organization is showing the weakness of centralized enterprise systems. But they often lack the means or internal support to connect their knowledge with others to get actually get work done. More and more workers have their own sources of information and knowledge. Knowledge bases and traditional knowledge management (KM ) systems should focus on essential information. PKM frameworks can help knowledge workers capture and make sense of their knowledge. Now use the same principle to get work done. Capture and codify the 10% that is essential. Structure the essential 10% and leave the rest unstructured. and what is necessary for inexperienced workers. especially for new employees. Teams are too slow and hierarchical to be useful for the network era. so that workers can group as needed to get work done. This is what PKM is all about. and managing knowledge for each worker. We know that formal instruction accounts for less than 10% of workplace learning. on their terms. It starts by seeking people and Jarche. the principle of ‘small pieces loosely joined’ is permeating thick industrial walls. researchers. Our networks need to be diverse and varied in order to be exposed to new ideas. your job. In seeking knowledge sources. A resilient learning network. managers. creates a more resilient framework from which to make decisions about the future. whether it be your profession. while filtering out the good stuff so we can find it again. It is all about continuous learning. make sense of our own knowledge. and the most important aspect is being aware of how we seek sources of information. Jarche.com > 2014 Page 70 of 75 . preparing for their next job. with filtering. PKM practices can help make sense of the current environment. We need to constantly lump things together. There are only processes that work. and then share it at work. There is no right answer in PKM . while making sense of only a small portion at a time. that can develop from practicing PKM . PKM makes for more resilient individuals and the companies they work in. A person’s PKM practices will change over time. but we cannot keep track of everything. in communities or through networks.Harold Jarche > finding perpetual beta knowledge sources and the Seek > Sense > Share cycle finishes by sharing with communities and social networks. or getting as much information as possible. but the organization gains from employees who take control of their learning and freely share their knowledge. It is like breathing information in and out. sometimes built by many grains before trying to express our knowledge in order to make sense of it. executives. or ensuring that we have more signal than noise. from freelancers. The test of PKM is whether it works for you. we have to balance aggregation. There is a need for PKM skills in all types of organizations and for people at all levels. and many more. Much of PKM is about finding balance. These processes are not taught in schools or training programs. or your areas of interest. The benefits are not just for individuals. so we have to be judicious with our time. Harold Jarche > finding perpetual beta The more you give to your networks. manner. The result is enhanced serendipity. > Jarche. PKM provides a way to do this in a more structured.com > 2014 Page 71 of 75 . the more you will receive from them. but personal. always an advantage in a changing world. com/exec/obidos/ASIN/1594487715/stevenberlinj-20 Maria Popova http://www.uk/blog/creativity-versus-robots The Deming Institute https://www.amazon.org/ NESTA: ‘Creativity vs Robots’ http://www.org/ Jane Hart C4LPT http://c4lpt.reinventingorganizations.org/ Tim Kastelle http://timkastelle.Harold Jarche > finding perpetual beta References The Alexis de Tocqueville Tour Exploring Democracy in America http://www.brainpickings.deming.org/ Jarche.co.nhsiq.com/ NHS White Paper: The new era of thinking and practice in change and transformation http://www.uk/ Frederic Laloux: ‘Reinventing Organizations’ http://www.com/ Steven Johnson: ‘Where Good Ideas Come From’ http://www.org/futureworkskills Jon Husband http://wirearchy.aspx Thierry de Baillon http://www.org.debaillon.com/ Institute for the Future: ‘Future Work Skills 2020’ http://iftf.nhs.tocqueville.com > 2014 Page 72 of 75 .uk/resource-search/publications/white-paper.nesta. wikipedia.masternewmedia.com/ Henry Mencken https://en.google.amazon.Harold Jarche > finding perpetual beta Value Network Analysis http://www.com > 2014 Page 73 of 75 .valuenetworksandcollaboration.com/weblog/archives/2010/03/5_ways_to_add_v.html Clay Shirky: ‘Cognitive Surplus’ http://books.com/contributors/nate-silver/ Nancy Dixon: Conversation Matters: Sharing Tacit Knowledge http://www.com/exec/obidos/ASIN/B002AK0U4E/braipick09-20 Nate Silver http://fivethirtyeight.org/ Ross Dawson http://rossdawsonblog.nancydixonblog.org/wiki/Ode_on_a_Grecian_Urn Robin Good http://www.orgnet.html?id=OXbEDGo9WdkC > Jarche._Mencken John Keats: ‘Ode on a Grecian Urn’ https://en.html James Mangan: ‘You Can Do Anything’ http://www._L.com/ Social Network Analysis http://www.wikipedia.com/books/about/Cognitive_Surplus.org/wiki/H.com/2013/10/ part-ii-we-know-more-than-we-can-say-how-to-use-tacit-knowledge. 3.0. Proof-reading by Steve Scott.0 (iOS) — PDF-based workflow Jarche. Software: • Adobe InDesign CC 2014 — page layout • OmniGraffle Professional 6. Set in Hoefler & Co.1.com > 2014 Page 74 of 75 . layout. & Adobe Photoshop CC 2014 — graphics & illustrations • Smile Software PDFpen Pro 6. Adobe Illustrator CC 2014.1 (iOS). & illustration by Christopher Mackay of Tantramar Interactive Inc.1 (OS X) & OmniGraffle 2.2 (OS X) & PDFpen 2.’s Whitney and Mozilla’s Fira Mono OT.Harold Jarche > finding perpetual beta Colophon Design. com > 2014 Page 75 of 75 .Harold Jarche > finding perpetual beta Jarche.