This is an updated version of the article originally published in Business Information Review, January 2015. Content creation is no longer the exclusive domain of journalists, newspapers and advertisers. As Clay Shirky has famously pointed out, publishing is no longer a job or an industry; it’s a button. We’re all creating content, as originators or commentators, which is then shared and re-shared many times over. As a result, online publishing is now ubiquitous and incessant, with the consequence that…
This article was originally published in June 2015 Vol 32 (2) edition of Business Information Review. References and links were checked and updated on 29th July 2018. Abstract A heuristic is a word from the Greek meaning “to discover.” It is an approach to problem solving that takes one’s personal experience into account. Heuristics provide strategies to scrutinise a limited number of signals and/or alternative choices in decision-making. Heuristics diminish the work of retrieving and storing information in memory; streamlining the decision making process…
From the NetIKX website, details of the next NetIKX Seminar on 21st September. A year ago, NetIKX, with the cooperation of a number of other organisations in the field of knowledge and information management, ran a meeting called “Connecting Knowledge Communities”, at which representatives of a number of professional membership organisations, including NetIKX , talked about their membership, their focus and their mode of operation. The organisations were: Henley Forum for Organisational Learning & Knowledge Strategies, the Knowledge and Innovation…
Why is it that some organisations still focus on the document, and being able to hold ‘the strategy’ in their hands. We need to be able to hold the strategy in our heads, not our hands and this happens when its implementation is embedded in what the organisation does, day in and day out.
A presentation for the Managing Partners’ Forum. Separating the needs of the individual and those of then organisation has always been an issue for KM and Learning. At times these needs align, sometimes they need to be reconciled and at other times they diverge, particularly when an individual moves to another organisation. The presentation looks specifically at the changing nature of organisations and the emergent power of networks and networking. Personal Knowledge Management (PKM) is a competence we must all learn in order to remain relevant to our organisation. But who ultimately “owns” the ‘corporate’ knowledge that we gather through the workplace networks we nurture and sustain, and do the organisations we work for even recognise the importance of these networks as places for continual learning, knowledge sharing and incubators for innovation?
If you are not familiar with this kind of tool, its key purpose is one of actively and persistently search for a set of keywords you specify and to report to you, via RSS/email of any instances of new content mentioning your selected keywords.
MOOCs and online programs primarily help those who are self motivated to learn, and the vast majority of these people would have figured out how to educate themselves, whether in college or on their own, regardless of whether or not online courses are available.
If organisations stopped spending so much time on processes and technology solutions and uncovered the latent potential in employees then real value could be harnessed through Personal Knowledge Management. The goal is to make knowledge workers better at capturing, using and sharing knowledge, and maximising their personal effectiveness in the social and relationship-building part of their jobs.
In this Part 2 piece I wanted to look at some of the social ecology trends, and specifically:
– collaborative platforms (or the technology that underpins social networks),
– email (because it is still the biggest consumer of time)
– personal knowledge management (the human algorithm)
– the growing importance of the community manager and the digital curator
What Personal Knowledge Management means to me.