Bertrand Duperrin's personal annotations on this page
Are you a fully engaged knowledge worker? If the answer is “No,” then the boss needs to know why knowledge workers can’t be managed in the traditional sense.
Here’s the message you need to convey to your employer.
The need for change to modern management is firmly grounded in our increasing insights regarding the power of “emergent” human behavior.
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Knowledge workers are an investment rather than an expense. They not only desire considerable personal autonomy but also the responsibility and accountability for running at least some part of an organization. They need to be treated as partners or associates and not as typical Industrial Age employees.
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Further, tacit knowledge must be allowed to “emerge” through voluntary collaboration or self-organization. People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
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The organizational sweet spot is like the sweet spot on the strings of a tennis racket. In a general sense, the sweet spot of the racquet is the area of the string bed that produces the best combination of feel and power. In an organization, the sweet spot is created by the overlap of a formal and an informal system.
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Therefore, we need to place greater emphasis on developing constructive social contexts that support the dynamics that allow people to establish meaningful relationships and in the process share tacit and explicit knowledge to the fullest extent possible.
This link has been bookmarked by 10 people . It was first bookmarked on 22 May 2009, by Joan Vinall-Cox.
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Bertrand Duperrin
Are you a fully engaged knowledge worker? If the answer is “No,” then the boss needs to know why knowledge workers can’t be managed in the traditional sense.
Here’s the message you need to convey to your employer.
The need for change to modern management is firmly grounded in our increasing insights regarding the power of “emergent” human behavior.-
Knowledge workers are an investment rather than an expense. They not only desire considerable personal autonomy but also the responsibility and accountability for running at least some part of an organization. They need to be treated as partners or associates and not as typical Industrial Age employees.
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Further, tacit knowledge must be allowed to “emerge” through voluntary collaboration or self-organization. People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
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- Controlled-Access System: Where access to the resources of a group and its activities are controlled by one or a few select individuals.
- Shared-Access System: Where resources of a group and its activities are impartially dealt with by all members of an organization.
As I’ve suggested in Unleashing Intellectual Capital and in Hidden Assets, organizational ecologies, from my perspective, fall into the following two general categories:
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Emanuele QuintarelliThe organizational sweet spot is like the sweet spot on the strings of a tennis racket. In a general sense, the sweet spot of the racquet is the area of the string bed that produces the best combination of feel and power. In an organization, the sweet spot is created by the overlap of a formal and an informal system.
This overlap is a very desirable state for any enterprise. That spot, in essence, represents the area where the formal and informal systems of an organization have reached “a meeting of the minds” over the fundamental goals, policies and processes of an organization.
What we must keep in mind is that the sweet spot can’t be managed. What can be managed or adjusted is the organizational context or ecology that surrounds the sweet spot.
Whether we like to admit it or not, all activities and interactions between people are governed by emergent relationships or self-organization.
Therefore, we need to place greater emphasis on developing constructive social contexts that support the dynamics that allow people to establish meaningful relationships and in the process share tacit and explicit knowledge to the fullest extent possible.
Complex adaptive systems’ thinking is vital today in order to properly address never- before anticipated problems or new opportunities. -
António TeixeiraUm bom artigo sobre o tipo de liderança em áreas em que o meio de produção é o conhecimento.
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You’ve got a pretty good boss, yet he or she still heeds the traditional creed of command and control. But it doesn’t work for you. You’re engaged in knowledge work and you’d like to tell the boss to back off. What do you do? Explain it to the boss first chance you get. Here’s a good way to do it.
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People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
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a natural outgrowth of day-to-day interactions, or self-organization by the people representing both management and the informal networks of a given venture.
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