This link has been bookmarked by 67 people . It was first bookmarked on 10 Oct 2008, by someone privately.
-
01 Jan 12
-
30 Dec 11
-
05 Jun 11
-
05 Apr 11
dean groom@sthcrft @deangroom Asking people to predict what they want is almost useless. one set of reasons http://bit.ly/eyFrSP
-
11 Mar 11
-
08 Nov 10
-
22 Oct 10
Sahana ChattopadhyayKnowledge can only be volunteered it cannot be conscripted. You can’t make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can’t determine if a senior partner h
-
21 Oct 10
-
14 Oct 10
-
27 Sep 10
-
20 May 10
-
25 Mar 10
-
15 Nov 09
-
01 Nov 09
-
15 Oct 09
-
24 Jun 09
-
23 Jun 09
-
Gardner CampbellSeven principles of knowledge.
blog learning article design collaboration psychology cognition knowledge 2008 management epistemology cognitive km thinking knowledge_management cck08 enterprise2.0 knowledge-management knowledgemanagement principles davesnowden dave_snowden dave-snowden
-
22 Jun 09
-
13 May 09
-
Ewen Le BorgneSeminal blog post about rendering knowledge - some of the key principles of learning and knowledge management according to Dave Snowden
Management (KM) Snowden learning blog complexity knowledge principles cognitive KM (knowledge management)
-
20 Apr 09
-
05 Apr 09
-
27 Feb 09
Patrick ScheuererDave Snowden's 7 principles of knowledge management
-
23 Feb 09
-
28 Jan 09
-
26 Nov 08
Rob Witte2008/10 - Cognitive Edge [Dave Snowden shares a paper length opinion piece for a report ARK are producing on KM in the Legal Profession. Principles of Knowledge Management]
-
compart user2008/10 - Cognitive Edge [Dave Snowden shares a paper length opinion piece for a report ARK are producing on KM in the Legal Profession. Principles of Knowledge Management]
-
-
11 Nov 08
-
10 Nov 08
-
* Knowledge can only be volunteered it cannot be conscripted. You can’t make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can’t determine if a senior partner has truly passed on all their experience or knowledge of a case. * We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. * In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. * Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. * Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of fai
-
* Knowledge can only be volunteered it cannot be conscripted. You can’t make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can’t determine if a senior partner has truly passed on all their experience or knowledge of a case. * We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. * In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. * Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. * Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of fai
-
-
21 Oct 08
-
16 Oct 08
-
-
Knowledge can only be volunteered it cannot be conscripted
-
We only know what we know when we need to know it
-
In the context of real need few people will withhold their knowledge
-
The way we know things is not the way we report we know things. There is an increasing body of research data which indicates that in the practice of knowledge people use heuristics, past pattern matching and extrapolation to make decisions, coupled with complex blending of ideas and experiences that takes place in nanoseconds. Asked to describe how they made a decision after the event they will tend to provide a more structured process oriented approach which does not match reality. This has major consequences for knowledge management practice.
-
We always know more than we can say, and we will always say more than we can write down.
-
-
-
14 Oct 08
Todd Suomelarender which is allowing me to play games between the poetic meaning and that of rendering something down to fat. As a part of that paper I updates by original three rules of knowledge management to seven principles which I share below.
-
13 Oct 08
Harold Jarche"We always know more than we can say, and we will always say more than we can write down."
-
Stephen DaleDave Snowden updates three original rules of knowledge management to seven core principles.
-
-
12 Oct 08
-
-
11 Oct 08
-
Knowledge can only be volunteered it cannot be conscripted
-
We only know what we know when we need to know it
-
In the context of real need few people will withhold their knowledge
-
The way we know things is not the way we report we know things. There is an increasing body of research data which indicates that in the practice of knowledge people use heuristics, past pattern matching and extrapolation to make decisions, coupled with complex blending of ideas and experiences that takes place in nanoseconds. Asked to describe how they made a decision after the event they will tend to provide a more structured process oriented approach which does not match reality. This has major consequences for knowledge management practice.
-
We always know more than we can say, and we will always say more than we can write down.
-
-
Dave Briggs"...I updated my original three rules of knowledge management to seven principles which I share below"
Would you like to comment?
Join Diigo for a free account, or sign in if you are already a member.