kSensei Blog

A Problem Shared Is a Problem Solved

Not so long ago, companies created departments to create innovation. But the result was often that innovation was turned into a state secret. The only people who knew what was going on — and therefore the only people who could really contribute — were the Chosen Ones inside the innovation department. Not surprisingly, this approach limits both the quantity and quality of ideas so companies have started to search for new ways of developing new ideas.

FO Fast Company

Are Great Teams Less Productive? — HBS Working Knowledge
While studying teamwork, Harvard Business School professor Amy Edmondson chanced upon a seeming paradox: Well-led teams appeared to make more mistakes than average teams. Could this be true? As it turned out, good teams, which value communication, report more errors. In a recent research paper Edmondson and doctoral student Sara Singer explore this and other hidden barriers to organizational learning.

First on HBS Working Knowledge

Hacking Knowledge: 77 Ways to Learn Faster, Deeper, and Better | OEDb

Here are 77 tips related to knowledge and learning to help you on your quest for knowledge.

First on OEDB.ORG

Communication Nation: Hacking the Human OS

Hacking the Human OS is a series of posts that investigates the mechanics of the human mind. Understanding your Operating System (OS) will help you think better, and help you get better, more consistent results from your interactions with other people.

Peter Drucker - New Priorities

Knowledge has become the central resource. [But] the productivity of knowledge workers is incredibly low. Does anybody here believe that the teacher of 1991 is more productive than the teacher of 1900? The productivity of service workers is even lower…. Over three-fourths of our workforce are service and knowledge workers. By the end of the century, 90 per cent of total workers will be knowledge and service workers. Productivity of knowledge work and dignity of service work are the two great priorities

Creating Passionate Users: Crash course in learning theory

Crash course on some of our favorite learning techniques gleaned from cognitive science, learning theory, neuroscience, psychology, and entertainment (including game design).

First On Creating Passionate Users

Learning is finding out what you already know. Doing is demonstrating that you know it. Teaching is reminding others that they know just as well as you. You are all learners, doers, teachers …

Richard Bach
Author
Illusions

Source: Gurteen Knowledge Quote

Knowledge is like money: to be of value it must circulate, and in circulating it can increase in quality and, hopefully, in value.

Louise L’Amour
(1908-1988) Writer
Source: Gurteen Knowledge Quote

To attain knowledge, add things every day. To attain wisdom, remove things every day.

Lao-Tzu
(604BC - 531BC) Chinese Taoist Philosopher

Source: Gurteen Knowledge Quote

Information is about who did what, where and when while knowledge is more about how and why.

David Gurteen
(b. 1948) Knowledge Consultant

Source: Gurteen Knowledge Quote

Business is a conversation because the defining work of business is conversation - literally. And knowledge workers are simply those people whose job consists of having interesting conversations.

Christopher Locke
Journalist & Author
The ClueTrain Manifesto

Source: Gurteen Knowledge Quote

Trust is the bandwidth of communication.

Karl-Erik Sveiby
Consultant & Professor in Knowledge Management

Source: Gurteen Knowledge Quote

HBS Working Knowledge: Technology: How Toyota and Linux Keep Collaboration Simple

The Toyota and Linux communities illustrate time-tested techniques for collaboration under pressure: Share knowledge widely, frequently, and in small increments, and use universally available tools to do it. From Harvard Business Review.

HBS Working Knowledge: The Leadership Workshop: Truth and Trust: They Go Together

Trust can be gained once and lost once. Once lost, it’s lost forever.

The Value of Trust - 01 Nov 2002

Realmente revelador este documento de John Moore, ayuda a entender el valor de la confianza en un organización o en una relación personal.

Apuntando a dejar claros los efectos de la presencia o ausencia de confianza, tambien se revelan alternativas para encarar en forma conciente la generación de confianza y el caracter dinamico de la misma.

Trust is the life-blood of an organization.

Stephen R. Covey
Author & Consultant

The only people who value your specialist knowledge are the ones who already have it.

William Tozier, On trivia and details and miscellanea

Source: Seb’s Open Research

Learning Organizations

In a way those who work in a learning organization are “fully awakened” people. They are engaged in their work, striving to reach their potential, by sharing the vision of a worthy goal with team colleagues. They have mental models to guide them in the pursuit of personal mastery, and their personal goals are in alignment with the mission of the organization. Working in a learning organization is far from being a slave to a job that is unsatisfying; rather, it is seeing one’s work as part of a whole, a system where there are interrelationships and processes that depend on each other. Consequently, awakened workers take risks in order to learn, and they understand how to seek enduring solutions to problems instead of quick fixes. Lifelong commitment to high quality work can result when teams work together to capitalize on the synergy of the continuous group learning for optimal performance. Those in learning organizations are not slaves to living beings, but they can serve others in effective ways because they are well-prepared for change and working with others.

Fast Company | A Problem Shared Is a Problem Solved

Not so long ago, companies created departments to create innovation. But the result was often that innovation was turned into a state secret. The only people who knew what was going on — and therefore the only people who could really contribute — were the Chosen Ones inside the innovation department. Not surprisingly, this approach limits both the quantity and quality of ideas so companies have started to search for new ways of developing new ideas.

One new idea is distributed or open source innovation in which customers (or anyone else for that matter) are the co-producers of the products and services they consume.

Source: Fast Company

KM as a Framework for Managing Knowledge Assets

To successfully understand and manage knowledge in an organization, we need to have a fundamental grasp of an organization’s origins and intent. Why it was founded and what it was supposed to achieve. What are the inputs and what is the planned output? Only humans can communicate those ideas that are the foundation for an organization. Ideas are clearly rooted in the knowledge of the founder. We can all agree that without ideas and the means to communicate, a founder’s knowledge could not be used or useful to an organization.

Source: elearningpost/ KM as a Framework for Managing Knowledge Assets