Sunday, October 07, 2007
Slide 1: Knowledge Worker 2.0 Power to the people by Stephen Collins acidlabs
Slide 2: Who am I?
Slide 3: What are we talking about? ‣ Knowledge Worker? ‣ KM realities ‣ Knowledge Worker and Knowledge Management 1.0 ‣ The alternative ‣ Culture shift ‣ Knowledge Management 2.0 ‣ Knowledge Worker 2.0
Slide 4: Knowledge Worker?
Slide 5: “... works primarily with information or... develops and uses knowledge in the workplace.” Peter Drucker, Landmarks of Tomorrow, 1959
Slide 6: So what’s the problem? ‣ 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)
Slide 7: So what is the reality?
Slide 8: Knowledge Management (and therefore Knowledge Work) is largely stuck in the past, with a focus on...
Slide 9: process...
Slide 10: ... and tools.
Slide 11: Old skool kills innovation ‣ management layers ‣ risk aversion (hierarchies) ‣ skewing to high-level ‣ paperwork, reports thinking & reviews ‣ valuing deadlines ‣ overplanning over doing it right ‣ competition ‣ demanding consensus ‣ favoring the go- getters adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
Slide 12: widgets
Slide 13: understanding of what constitutes knowledge work is narrow http://flickr.com/photos/pinkmoose/314519606/
Slide 14: What does this mean for Knowledge Workers and Knowledge Management?
Slide 15: KM and KWs are often limited to...
Slide 16: here... http://flickr.com/photos/laracee/59170361/
Slide 17: ... and here
Slide 18: BigCorp Pty Ltd But not here. Or here. Or here. Or here. Or here. Where they should be.
Slide 19: This creates an environment where good KM is impossible http://flickr.com/photos/zoomzoom/304135268/
Slide 20: a closed culture
Slide 21: information is owned and held selfishly
Slide 22: trapped within feifdoms holding that information
Slide 23: Knowledge workers are forced to look like this limited in scope and location custodian of information knowledge as process use rigid ways of organising information
Slide 24: So?
Slide 25: KWs are demotivated and restricted
Slide 26: Zzzzzzz...
Slide 27: Say goodbye to all your tacit knowledge
Slide 28: There is an alternative
Slide 29: “...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, IBM defines “Knowledge Management 2.0” http://www.elsua.net/2007/05/07/apqc-km-innovation-1007-the-disconnect-between-km-10-and-km-20/
Slide 30: the long tail of people
Slide 31: Day of the Long Tail Peter Hirshberg, Chairman, Technorati http://www.youtube.com/watch?v=7xAA71Ssids
Slide 32: The three forces of the long tail ‣ Democratise the tools of production ‣ Democratise the tools of distribution ‣ Connect supply and demand Chris Anderson The Long Tail - How Endless Choice is Creating Unlimited Demand
Slide 33: better tools
Slide 34: The Machine is Us/ing Us Dr Michael Wesch Digital Ethnography Working Group, KSU http://mediatedcultures.net/, http://www.youtube.com/watch?v=NLlGopyXT_g
Slide 35: introduce social software inside the wall to engage with your organisation and through the wall to engage with your clients, peers and communities
Slide 36: easy to use web-based bottom up, not top down less feature bloat more GTD from Meet Charlie: What is Enterprise 2.0? Scott Gavin
Slide 37: blogs wikis podcasts social networking online collaboration tagging social bookmarking from Meet Charlie: What is Enterprise 2.0? Scott Gavin
Slide 38: Four quick take aways 70% of Folksonomy tag terms not in Taxonomy Jennifer Trant on Steve.museum project
Slide 39: Four quick take aways 86% of workers use an unsupported tool at work to boost productivity Zen and the Art of Rogue Employee Management, Yankee Group, July 2007
Slide 40: Four quick take aways 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 done The Informal Organisation, Katzenbach Partners, July 2007
Slide 41: 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 posting Mike Prosceno, Vice President, Global Communications, SAP Social Media Today Podcast, 18 April 2007
Slide 42: Social computing can be a powerful force for collaboration
Slide 43: good process focussed on people
Slide 44: David Gurteen Gurteen Knowledge http://www.youtube.com/watch?v=buEMIYNIYVY
Slide 45: This isn’t your father’s KM bring people together let them share encourage collaboration break down barriers
Slide 46: Three basic rules of 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 David Snowden Complex Acts of Knowing - Paradox and Descriptive Self Awareness http://www.cognitive-edge.com/articledetails.php?articleid=13%3Cbr%20/%3E
Slide 47: Case Study: US Intel Community Intellipedia http://commons.wikimedia.org/wiki/Image:CIA_New_HQ_Entrance.jpg
Slide 48: What’s needed is a...
Slide 49: Culture shift
Slide 50: “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 Parcell Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations
Slide 51: the gates to information are open
Slide 52: knowledge is shared freely
Slide 53: “...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 Senge The Fifth Discipline
Slide 54: Case Study: IBM Innovative communities http://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpg
Slide 55: Knowledge Management 2.0
Slide 56: Conditions for KM and KW creativity ‣ anyone can say anything ‣ celebrate risk-taking - fail - there are no “lesser” gloriously (and often) voices ‣ transparent and open - ‣ move from owned to everyone contributes communal - information ‣ change of environment - openly available knowledge work is ‣ multiple perspectives everywhere ‣ experiment with new ‣ fun, laughter and tools - wikis, blogs, enjoyment of activity tagging, RSS ‣ lots of encouragement adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team Tara Hunt, GOVIS 2007
Slide 57: Knowledge Worker 2.0
Slide 58: Now, knowledge workers look like this ‣ all over the organisation ‣ understands “the way we do things around here” ‣ shares and distributes information freely ‣ uses information systems focussed on people ‣ centralised control is an option ‣ uses taxonomies, folk taxonomies and folksonomies
Slide 59: Get the shirt! http://cafepress.com/kwtwo
Slide 60: Imagine http://www.flickr.com/photos/midnight_trucker/376653652/
Slide 61: Licensing http://creativecommons.org/licenses/by-nc-sa/3.0/ http://www.slideshare.net/trib
Slide 62: Like the cool pictures? Mostly from iStockphoto.com and Flickr. Others as noted on slides.
Slide 63: Extra credit ‣ ‣ Un-Managing: Unleashing the Creative Meet Charlie: What is Enterprise 2.0? Beast in your Team by Scott Gavin @ Enterprise 2.0 Tara Hunt @ GOVIS 2007 Evangelist http://www.govis.org.nz/ http://scottgavin.info/?page_id=11 conference2007/, http://www.blip.tv/ ‣ file/244008/, steve: the art museum social tagging http://www.slideshare.net/missrogue/ project unmanaging-unleashing-the-creative- http://steve.museum/ beast/ ‣ The Informal Organization ‣ Government 2.0: Architecting for Katzenbach Partners Collaboration http://www.katzenbach.com/Work/ Tara Hunt @ GOVIS 2007 (Day 2 Publications/PublicationInstance/ Keynote) tabid/73/Default.aspx?Entity_ID=550 http://www.blip.tv/file/242668/, ‣ http://www.horsepigcow.com/ Zen and the Art of Rogue Employee 2007/05/25/government-20-butterfly- Management wing-storm/ Yankee Group http://www.yankeegroup.com/ ‣ The Long Tail: Why the Future of ResearchDocument.do?id=16465 Business is Selling Less of More Chris Anderson http://longtail.com/
Slide 64: Stephen Collins email@example.com skype: trib22 twitter: trib +61 410 680722 www.acidlabs.org strategies, tools and processes to empower knowledge workers