Knowledge Worker 2.0
Power to the people
by Stephen Collins acidlabsWho am I?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
#Knowledge Worker?Ò... works primarily with
information or... develops and
uses knowledge in theSo whatÕs the problem?
idealised
#
true in theory
#
true in reality (but only from the self-
#
labelled KWs POV)
unrealistic in reality (organisations donÕt
#
recognise KWs and their work in every
instance)So what is the reality?Knowledge Management (and therefore
Knowledge Work) is largely stuck in the
past, with a focus on...process...... and tools.Old skool kills innovation
management layers risk aversion
# #
(hierarchies)
skewing to high-level
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paperwork, reports thinking
#
& reviews
valuing deadlines
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overplanning over doing it right
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competition demanding
# #
consensus
favoring the go-
#
getters
adapted (a little) from Un-Managing: Unleashing the Creative Beast in your Team
Tara Hunt, GOVIS 2007widgetsunderstanding of what constitutes
knowledge work is narrow
http://flickr.com/photos/pinkmoose/314519606/What does this
mean for
Knowledge Workers
and Knowledge
Management?KM and KWs are often limited to...here...
http://flickr.com/photos/laracee/59170361/... and hereBigCorp Pty Ltd
But not here. Or here. Or here. Or here. Or here.
Where they should be.This creates an
environment where
good KM is
impossible
http://flickr.com/photos/zoomzoom/304135268/a closed cultureinformation is owned and held selfishlytrapped within fiefdoms holding that informationKnowledge workers are
forced to look like this
limited in scope and location
custodian of information
knowledge as process
use rigid ways of organising
informationSo?KWs are demotivated and restrictedZzzzzzz...Say goodbye to all
your tacit knowledgeThere is an alternativeÒ...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.Ó
Luis Suarez, KM Consultant, IBM
defines ÒKnowledge Management 2.0Ó
http://www.elsua.net/2007/05/07/apqc-km-innovation-1007-the-disconnect-between-km-10-and-km-20/the long tail of peopleDay of the Long Tail
Peter Hirshberg, Chairman, Technorati
http://www.youtube.com/watch?v=7xAA71SsidsThe three forces of the long tail
Democratise the tools of production
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Democratise the tools of distribution
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Connect supply and demand
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Chris Anderson
The Long Tail - How Endless Choice is Creating Unlimited Demandbetter toolsThe Machine is Us/ing Us
Dr Michael Wesch
Digital Ethnography Working Group, KSU
http://mediatedcultures.net/, http://www.youtube.com/watch?v=NLlGopyXT_gintroduce social software inside the wall
to engage with your organisation
and through the wall to engage with your
clients, peers and communitieseasy to use
web-based
bottom up, not top down
less feature bloat
more GTD
from Meet Charlie: What is Enterprise 2.0?
Scott Gavinblogs
wikis
podcasts
social networking
online collaboration
tagging
social bookmarking
from Meet Charlie: What is Enterprise 2.0?
Scott GavinFour quick take aways
70% of Folksonomy tag terms not in Taxonomy
Jennifer Trant on Steve.museum projectFour 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 2007Four quick take aways
65% of workers in big (>1000 employees) companies rely on each
other, not management, to solve problemsÉ 37% ignore company
rules because they have a better way to get things done
The Informal Organisation, Katzenbach Partners, July 2007Four 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 2007Social computing can be
a powerful force for collaborationgood process
focussed on peopleDavid Gurteen
Gurteen Knowledge
http://www.youtube.com/watch?v=buEMIYNIYVYThis isnÕt your fatherÕs KM
bring people together
let them share
encourage collaboration
break down barriersThree basic rules of KM
Knowledge will only ever be
#
volunteered it can not be
conscripted
We only know what we know when
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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/%3ECase Study: US Intel Community
Intellipedia
http://commons.wikimedia.org/wiki/Image:CIA_New_HQ_Entrance.jpgWhatÕs needed is a...Culture shiftÒYou canÕt manage knowledge Ð
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.Ó
Chris Collison and Geoff Parcell
Learning to Fly: Practical Knowledge Management
from Leading and Learning Organizationsthe gates to information are openknowledge is
shared freelyÒ...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.Ó
Peter Senge
The Fifth DisciplineCase Study: IBM
Innovative communities
http://www.wirednewyork.com/images/ibm_building_sculpture_3feb02.jpgKnowledge
Management 2.0Conditions for KM and KW creativity
#anyone can say anything #celebrate risk-taking - fail
- there are no ÒlesserÓ 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 2007Knowledge Worker 2.0Now, knowledge workers
look like this
all over the organisation
#
# understands Òthe way we
do things around hereÓ
#shares and distributes
information freely
uses information systems
#
focussed on people
# centralised control is
an option
#uses taxonomies,
folk taxonomies
and folksonomiesGet the shirt!
http://cafepress.com/kwtwoImagine
http://www.flickr.com/photos/midnight_trucker/376653652/Licensing
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://www.slideshare.net/tribLike the cool pictures?
Mostly from iStockphoto.com and Flickr.
Others as noted on slides.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/Stephen Collins
trib@acidlabs.org
skype: trib22 twitter: trib
+61 410 680722
www.acidlabs.org
strategies, tools and processes to empower knowledge workers