“In a traditional Cartesian educational system, students may spend years learning about a subject; only after amassing sufficient (explicit) knowledge are they expected to start acquiring the (tacit) knowledge or practice of how to be an active practitioner/professional in a field. But viewing learning as the process of joining a community of practice reverses this pattern and allows new students to engage in “learning to be” even as they are mastering the content of a field. This encourages the practice of what John Dewey called “productive inquiry”—that is, the process of seeking the knowledge when it is needed in order to carry out a particular situated task.”—John Seely Brown and Richard P Adler http://snipr.com/22t8h
“We need to make people less dependent upon email and sequential task processing and instead cultivate more autonomous behaviours, where individuals use their social networks to filter useful information and then carve out the time and the space in which to collaborate around actionable information and signals.”—Lee Bryant http://snipr.com/lee_auto
Echoes of Ross Dawson on client relationships - “To differentiate yourself from the competition, you can no longer rely on price and service, or even on best practices. You will differentiate your company from the others by how you do business..if you deal more consistently, openly, and honestly with your suppliers and investors, and more decently with your employees, you engender loyalty that brings them all back and trust that enables greater collaboration.”
This rings true with autonomy in a km 2.0 culture - “Employees in most companies are basically underemployed. Their responsibility does not match their capacity. Employees must be held responsible for setting the goals for their own work and for managing themselves…this is not democracy; it is citizenship.”
The following sounds like the whole notion of km2.0 (social computing, collaboration, horizontal workforce, networks).
"The ideal country in a flat world is the one with no natural resources, because countries with no natural resources tend to dig inside themselves. The try to tap the energy, entrepeneurship, creativity, and intelligence of their own people…"
"Last century, machines proved they could replace human muscle. This century, technologies are proving they can outperform human left brains-they can execute sequential, reductive, computational work better, faster, and more accurately than even those with the highest IQs."
"What the carpenter or nanny has to sell can be bought by only one factory or one family at a time…while what the software writer or drug inventor has to sell-idea based products-can be sold to everyone in the global market at once."
"…free trade theory of competitive advantage, which stipulates that if each nation specialises in the production of goods in which it has a comparative cost advantage and then trades with other nations for the goods in which they specialise, there will be an overall gain in trade, and overall income levels should rise in each trading country."
A friend attempted to be a vegetarian and was feeling more unhealthly so he decided that a vegetarian diet is bad - wrong, he just didn’t know how to properly be a vegetarian.
Now that it’s in vogue for enterprises to go all web 2.0, I think we are going to see some major failures as people assigned with the web 2.0 task won’t know what they are doing…and this will give enterprise 2.0 a bad name.
This always happens when things are in vogue, people do it, just ‘cause everyone else is, and most of the time they don’t know what they are doing.
Why…because they didn’t reach this point from a passion or a drive or a genuine need, they reached this point because everyone else is doing it so I need to as well, and I’ll just use this recipe approach. Deployment and adoption methods are one thing, but why you need it, and what current things you do now will be replaced with new tools, has to be known up front…of course you find out other gifts as you go along.
More than anything, these new tools are the catalyst for a change to a more collaborative culture. We have always wanted to enable a workforce that leverages the social capital, and we can change this way of working now that we have the right tools.
More than anything it’s about a change of culture in the way you get things done, so it’s more a learning organisation thing, and the tools are the conduit for this culture change…plus the tools are just that, the tools to get things done the new way.
So I say to the enterprise 2.0 movement, this is really about changing to a more collaborative and networked work culture, and you can’t do this unless you have the tools, and that time is now.
But remember everytime we use these tools, it’s about replacing and complemeting the tools we currently use, we still do the same work tasks only with new tools, plus these new tools have some unique magic of their own.
So it’s about people and culture change, you can’t just throw some tools at people.
I’d say that a change management program is more important than knowledge management at this stage.
"Why did’nt the IT revolution lead to more productivity right away…needed more than just new computers…you needed new business processes and new types of skill to go with them. The new way of doing things makes the information technologies more valuable, and the new and better information technologies make the new ways of doing things more possible."