Tag Archives: knowledge management

Learning Insights ….

Kineo, the e-learning company, have issued a new report on e-learning insights based on interviews with “learning leaders” to identify key emerging trends. I’m not going to repeat the report but will look at a few of their ten key insights:

1. Learning is pervasive. Learning is continuous, collaborative and connected and most learning lives outside a learning management system. This has implications for the learning architecture and intervention models adopted by Learning and Development departments.

ZypadI see this as a key insight. Not as some new trend in learning but rather as something that L&D is (finally) waking up to. Most learning at and for work occurs through working: by solving problems; collaborating with others; being challenged and being observant. Much of this learning occurs vicariously and by serendipity and well outside much of the activities and service offers of L&D functions. The weaknesses were always that organisations were failing to understand that all this learning was going on and that staff weren’t being recognis

ed for making this learning happen. In addition, learning and knowledge was being lost because no attempt was made to capture it, staff were not always making best use of it as learning wasn’t either intentional or the main goal and also that employees had under-developed capabilities in “learning to learn“. What *has* changed is that digital technologies, especially digital working, has made such learning and knowledge more visible and these informal learning processes more transparent.

4. Design higher empathy learning. …It is not so much about meeting learning objectives as about empathy with the learner, their position, their challenges and personalising their experience.

Which I take to mean L&D should seek to get the right knowledge to the right people at the time they need to use it … No argument here and this may well prove to be a crucial focus for future developments around predictive learning analytics; knowledge management and knowledge resource development and work/ learning integration.

7. Informal learning must not become chaotic. There is a danger with the pervasive nature of learning and the wide range of informal opportunities that learning can become chaotic.

Is an interesting pronouncement but I’d argue not a key issue as most workers will be seeking to get the job done to the best of their abilities. L&D should be concerned with developing an enabling infrastructure, establish baseline (learning to learn) competence in employees but then largely get out of the way.

10. Where web technology goes, learning will follow. It is difficult to overstate the degree of change in web technology.

This seems to me to point to a shift from LMS  to Personal Learning Environments/ Networks that span the boundaries of any organisation and where significant components are owned by the employee – see Jane Hart’s post here

Its an interesting a useful report.


[Image of the ZYPAD, rugged wrist wearable computer from Arcom Control Systems licensed under the Creative Commons Attribution-Share Alike 3.0 Unported]

Personal knowledge networks

I’ve just been reading Knowledge Management: A Personal Knowledge Network Perspective in the Journal of Knowledge Management. The Author, Mohammed Chatti has made a pre-publication version available here.

As stated in the abstract:

The PKN model views knowledge as a personal network and represents a knowledge ecological approach to KM

the emphasis here is on knowledge as a *personal* resource which chimes with my own research on social media and professional learning. An interesting “zooming” out from this research is on the implications for how we (especially researchers) view the organisation: what does an organisation mean; what do (knowledge) workers “engage” with; what are the implications for the intangible value of a firm?; what is the role of management and so much more.

Innovation as knowing, experience and action?

These are some very rough initial thoughts that I hope to develop over a couple of posts.

Building on an earlier post on learning, creativity & innovation summarising

that (a) innovation occurs through learning and (b) learning is a social/ collaborative process (and so innovation is also a collaborative process)

it is clear that innovation is about people involved in interactions with an emphasis on action. It is only through doing things together that tacit knowledge can be exchanged. This is not about converting tacit knowledge into explicit knowledge which is probably a bit a of a myth. Rather this is about social interaction for co-creation of knowledge by doing together – so we can’t just be talking about imitation. So innovation is about novelty, co-creating new knowledge within existing interactions or through new and novel connections. As Ekvall noted, there is value in openess, trust, playfulness and humour in work. So the highly intangible assets of an organisation such as its culture are critical here, pointing to how innovation links HR practices and knowledge management. So innovation practices are intensely practical and organisation specific and wide – innovation cannot be concentrated in the R&D unit, new product development functions or a skunkworks

The Knowledge Management Observatory™ Global 2011 Survey

This survey at https://www.survey.ed.ac.uk/kmoglobal2011 has been designed for senior managers, executive managers or knowledge managers in organisations; consultants are encouraged to contribute, but this data will be separated out in the data analysis.

The Knowledge Management Observatory™ Global 2011 Survey has been designed to examine Knowledge Management activity across countries and sectors. Your responses will contribute to the contextualisation of current Knowledge Management practice and underlying satisfaction or dissatisfaction in performance.
All participants who fully complete the survey will receive an extended Executive Summary by email, detailing top-level findings; the full report is due to be published in first quarter 2012.
The report will be anonymous and all responses kept confidential, please see our data protection statement for further details. The Knowledge Management Observatory™ and K3cubed™ Ltd. exist as spinout projects from the University of Edinburgh, an institution with a valued reputation as a highly trusted research partner. For more information on current Knowledge Management research, practice, training and/or consultation please go to our website: www.K3cubed.com
Thank you for taking the time to participate in this project and we hope the intelligence gathered will bring added value to your Knowledge Management activities. The survey should take approximately 25-30 minutes to compete.
Once you have completed the survey, you will be provided with the opportunity to print off your responses. You may choose to do this as a method of monitoring your Knowledge Management responses within the organisation; this facility is only available for 15 minutes after the completion of the survey.

Influences on Cognitive Edge

From Seneca to a General Theory of Love, a list of books that influenced Cognitive Edge. Who says organisational studies is dull!

Which reminds me to follow up on:

A Narrative Approach to Organization Studies. By: Barbara Czarniawska;
Explorations in Information Space: Knowledge, Agents, and Organization. By: Boisot, Macmillan & Kyeong Seok Han
Complex Knowledge: Studies in Organizational Epistemology. By: Haridimos Tsoukas

in fact, there’s a lot on that list that seems relevant to my research interests – oh boy

And to be honest, A General Theory of Love just ahs to be read!

personal knowledge management

Harold Jarche has produced what I think is perhaps the clearest and most useful description of personal knowledge management (PKM) I have seen. A succinct description of PKM as a process and the tolls he uses. Excellent.

predictions for learning in the workplace

Lots of predictions are being made – see here and here.

My own two-cents is that over the next few years, we’ll see that expansive/ double loop learning will increasingly be driven by self-directed, informal and social/ network learning activities – done by me for me, just in time, problem and reflection centred. Individuals will increasingly enable and develop such learning activities using social software applications that span the organisational firewall. Such personal learning environments will be part of the portfolio of knowledge assets that largely travels with an employee from employer to employer as well as being an embedded part of that individual’s day-to-day work practices.

On the other hand, the learning and development function (as an identifiable part of an organisations formal structure) may retrench in to being a transactional service providing adaptive and compliance based learning ‘events’. The alternative will involve, for many (albeit, not all), a significant change effort away from the delivery of learning to focus on identifying, developing and supporting agents of change/ agents of learning (Godkin 2008 ) to drive forward the development of capabilities in organisations.

Of course, like most predictions, I’m expecting this to be mostly wrong but with a small amount of ‘rightness’ to it which could prove to be very interesting….

Situated knowledge management

Thinking through the links between knowledge management and learning via this post from Jack Vinson, reinforces to me the importance of situated learning, ie, that powerful learning occurs when it takes places directly in the situation the learning will/ should be applied. Thus the continued focus on work-based learning, learning by doing, informal learning, sitting next to Nellie, etc. And what applies to learning can and should apply to knowledge management as KM is more about context, understanding and application than tools and technology

Some interesting stuff

Here’s a link to some interesting links on creativity and innovation – worth exploring.

Further interesting and thoughtful argument on Google‘s branding from Umair Haque although I’m not convinced that a traditional approach to branding automatically leads to plastering your home page with Ads – altho’ that would be a traditional strategy from an advertisers and marketers’ perspective. I’d suggest good (as in high quality branding) should project in some form something of the ethos and values of a company. In the case of Google or, from a different sector, Muji that might not involve traditional approaches to advertising and marketing. The post is also very good on what makes Google such a value creating company in a powerful, structural and systematic form.

And here is an interesting post on networks and social capital – which has important implications for generating and supporting an adaptive and innovative organisation.

A post on Toyota’s Blue Ocean Strategy – its always good to see operational excellence, which is what the Value Innovation programme seems to be about, getting its due kudos in a discourse on strategy.

Hope you find these useful!