Knowledge worker 20
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Transcript of Knowledge worker 20
‣Knowledge Worker?
‣KM realities
‣Knowledge Worker and Knowledge Management 1.0
‣The alternative
‣Culture shift
‣Knowledge Management 2.0
‣Knowledge Worker 2.0
What are we talking about?
“... works primarily with information or... develops and uses knowledge in the workplace.”
Peter Drucker, Landmarks of Tomorrow, 1959
‣ idealised
‣ true in theory
‣ true in reality (but only from the self-labelled KWs POV)
‣ unrealistic in reality (organisations don’t recognise KWs and their work in every instance)
So what’s the problem?
Knowledge Management (and therefore Knowledge Work) is largely stuck in the
past, with a focus on...
‣ management layers (hierarchies)
‣ paperwork, reports & reviews
‣ overplanning
‣ competition
‣ favoring the go-getters
‣ risk aversion
‣ skewing to high-level thinking
‣ valuing deadlines over doing it right
‣ demanding consensus
Old skool kills innovation
adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
understanding of what constitutes knowledge work is narrow
http://flickr.com/photos/pinkmoose/314519606/
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here...http://flickr.com/photos/laracee/59170361/
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BigCorp Pty Ltd
But not here. Or here. Or here. Or here. Or here.Where they should be.
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This creates an environment where good KM is impossible
http://flickr.com/photos/zoomzoom/304135268/
limited in scope and location
custodian of information
knowledge as process
use rigid ways of organising information
Knowledge workers areforced to look like this
“...the focus is pretty much around the subject of people... And, like we all know, a successful KM strategy is one that combines into a perfect balance a focus on the people, on the tools and on the processes.”
Luis Suarez, KM Consultant, IBMdefines “Knowledge Management 2.0”
http://www.elsua.net/2007/05/07/apqc-km-innovation-1007-the-disconnect-between-km-10-and-km-20/
Day of the Long TailPeter Hirshberg, Chairman, Technorati
http://www.youtube.com/watch?v=7xAA71Ssids
The three forces of the long tail
‣ Democratise the tools of production
‣ Democratise the tools of distribution
‣ Connect supply and demand
Chris AndersonThe Long Tail - How Endless Choice is Creating Unlimited Demand
The Machine is Us/ing UsDr Michael Wesch
Digital Ethnography Working Group, KSUhttp://mediatedcultures.net/, http://www.youtube.com/watch?v=NLlGopyXT_g
1, !e:.. -:h-1 ~: .•. - ------- - --
introduce social software inside the wall to engage with your organisation
and through the wall to engage with yourclients, peers and communities
easy to use
web-basedbottom up, not top down
less feature bloat
more GTD
from Meet Charlie: What is Enterprise 2.0?Scott Gavin
blogs
wikis
podcasts
social networking
online collaboration
taggingsocial bookmarking
from Meet Charlie: What is Enterprise 2.0?Scott Gavin
Four quick take aways
70% of Folksonomy tag terms not in TaxonomyJennifer Trant on Steve.museum project
86% of workers use an unsupported tool at work to boost productivityZen and the Art of Rogue Employee Management, Yankee Group, July 2007
Four quick take aways
Zen and the Art of Rogue Employee Management
yankee) gr~
Ex~cutiv~ Sumn ary The evolution from mainframe to network computing. and all the stops in between, had one important commonality. centrali-zed control Command and control structures auured IT e:xecuti~s that the p~m was played on their terms. However. consumerization threate-ns to sha~ 1
fundamental tenet of technolo&Y management: m~trol control
Suddenly. along comes some roaue employft> With con ... m<f technolo&Y and devices that Mlenlvnct produ<IH•ty u wtil uhdp bolinct-'tond fom~lylft. and thty insert th<1n 11to tht tntefpn,. tcosystem. Cons.....nzation. tht odoptJon of consum<f technc:Jk)gi6 10to the c~tr envlr'Of'II'Mnl
is one oi tht r,.. Cs (Cons-. Conttnt.. Clitnt. ConoteiMty and Colobor>bon) of
WNW.ycnkeegroup.cort
Tablo of Contonh
MothodoiO&Y 2 End u,.n AreChanginc the rT Environment 2 Conu.m ... lubon Can Cripple IT 4
Tradiiional Approach os to Managing Consumeriz.ation Are Faoing 4 Z.n IT: Embr«inc Consumerization S s.v.,, Timt, Money ond IT Sanity through Sttf-S.rvice S S.st Practices in IT Care Co-ops 7
faait>tt Onlint Soo.l Ne~ing Communitits 7 $et S.CIKrty lla$<1in<s 8 Pro.ide Corponte ltecommtndations 9 Reconmendabons £or Enterpr~ I 0
furthor Read11g 11
lhe Anr-t- Enteft~!sellol (set tht March 2007 Yanl:te Grov) Report. ,,.._,. Dtfint tht An,,.,htrr Enttrprl~). Consumeriubon ,. bo a rir;htmar< fcx IT dtf)lrtments. crtlbnl m11ntenance 1nd >uppo<t problems U.,t wdl swrftJy o"'""'elm IT rtsourtts. unltu thty tmbr.ct new •pp!Ooche> to man•ging the 10gue .,..~•s. How shoo Id IT respond I
Banning the use of consumer ~ts n tht ..oocplace a.otes .., endlen pne of whad<-a-mole as IT support tnes to atch and suppress each ne"'lt devtct ar.d appicotion Ignoring tht odoption oi the~ technologitcs leads to a potential y hamdous milt of StcUred and unstcllred applications within tht <nterprist. And IT groups that are wiiiO!g to try to managt it al will soon bo overwflolmed (see £xhobrt I).
65% of workers in big (>1000 employees) companies rely on each other, not management, to solve problems… 37% ignore company
rules because they have a better way to get things doneThe Informal Organisation, Katzenbach Partners, July 2007
Four quick take aways
SAP has nearly 900000 people involved in its community helping each other develop solutions and solve problems around SAP products
In any month, over 10 per cent actively participate by postingMike Prosceno, Vice President, Global Communications, SAP
Social Media Today Podcast, 18 April 2007
Four quick take aways
David GurteenGurteen Knowledge
http://www.youtube.com/watch?v=buEMIYNIYVY
bring people togetherlet them share
encourage collaborationbreak down barriers
This isn’t your father’s KM
‣ Knowledge will only ever be volunteered it can not be conscripted
‣ We only know what we know when we need to know it
‣ We always know more than we can tell and we will always tell more than we can write down
Three basic rules of KM
David SnowdenComplex Acts of Knowing - Paradox and Descriptive Self Awareness
http://www.cognitive-edge.com/articledetails.php?articleid=13%3Cbr%20/%3E
Case Study: US Intel CommunityIntellipedia
http://commons.wikimedia.org/wiki/Image:CIA_New_HQ_Entrance.jpg
“You can’t manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.”
Chris Collison and Geoff ParcellLearning to Fly: Practical Knowledge Management
from Leading and Learning Organizations
“...where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.”
Peter SengeThe Fifth Discipline
Case Study: IBMInnovative communities
http://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpg
‣ anyone can say anything - there are no “lesser” voices
‣move from owned to communal - information openly available
‣multiple perspectives
‣ experiment with new tools - wikis, blogs, tagging, RSS
‣ celebrate risk-taking - fail gloriously (and often)
‣ transparent and open - everyone contributes
‣ change of environment - knowledge work is everywhere
‣ fun, laughter and enjoyment of activity
‣ lots of encouragement
adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
Conditions for KM and KW creativity
‣all over the organisation
‣ understands “the way wedo things around here”
‣ shares and distributesinformation freely
‣ uses information systemsfocussed on people
‣centralised control isan option
‣ uses taxonomies,folk taxonomiesand folksonomies
Now, knowledge workerslook like this
Get the shirt!
http://cafepress.com/kwtwo
knowl~ ker 2.0
Imagine
http://www.flickr.com/photos/midnight_trucker/376653652/
Licensing
http://www.slideshare.net/trib
http://creativecommons.org/licenses/by-nc-sa/3.0/
Extra credit‣ Un-Managing: Unleashing the Creative
Beast in your TeamTara Hunt @ GOVIS 2007http://www.govis.org.nz/conference2007/, http://www.blip.tv/file/244008/, http://www.slideshare.net/missrogue/unmanaging-unleashing-the-creative-beast/
‣ Government 2.0: Architecting for CollaborationTara Hunt @ GOVIS 2007 (Day 2 Keynote)http://www.blip.tv/file/242668/, http://www.horsepigcow.com/2007/05/25/government-20-butterfly-wing-storm/
‣ The Long Tail: Why the Future of Business is Selling Less of MoreChris Andersonhttp://longtail.com/
‣ Meet Charlie: What is Enterprise 2.0?by Scott Gavin @ Enterprise 2.0 Evangelisthttp://scottgavin.info/?page_id=11
‣ steve: the art museum social tagging projecthttp://steve.museum/
‣ The Informal OrganizationKatzenbach Partnershttp://www.katzenbach.com/Work/Publications/PublicationInstance/tabid/73/Default.aspx?Entity_ID=550
‣ Zen and the Art of Rogue Employee ManagementYankee Grouphttp://www.yankeegroup.com/ResearchDocument.do?id=16465
Stephen Collins
[email protected]: trib22 twitter: trib
+61 410 680722
www.acidlabs.org
strategies, tools and processes to empower knowledge workers