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" Effective organizational collaboration comes about when workers regularly narrate their work within a structure that encourages transparency and shares power & decision-making. I have also learned that changing work routines can be a messy process that requires significant time, much of it dedicated to modelling behaviours. "

behaviors collaboration sharing personalknowledgemanagement

"Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of the evidence that supports it and the further conclusions to which it tends. It also generally requires ability to recognize problems, to find workable means for meeting those problems, to gather and marshal pertinent information, to recognize unstated assumptions and values, to comprehend and use language with accuracy, clarity, and discrimination, to interpret data, to appraise evidence and evaluate arguments, to recognize the existence (or non-existence) of logical relationships between propositions, to draw warranted conclusions and generalizations, to put to test the conclusions and generalizations at which one arrives, to reconstruct one’s patterns of beliefs on the basis of wider experience, and to render accurate judgments about specific things and qualities in everyday life."

criticalthinking problemsolving personalknowledgemanagement seek sense share sharing

"he sense-making part of the process requires action and it takes practice to be good at it. How to make sense of one’s experiences is up to the individual. Sense-making is an activity, a regular practice. It can be a simple as creating a list (Filtering) or as complicated as a thesis (Customization). People with better sense-making skills are able to create higher value information and when this is shared, they contribute to their networks. This strikes me as the core of collaborative knowledge work."

sensemaking personalknowledgemanagement

"The case for E2.0 inside the firewall is considerably more difficult. As Tom Davenport points out, is essentially the case for what used to be called Knowledge Management, or KM. The term KM fell out of favor with consultants and analysts because it didn’t deliver enough of these benefits. There are a lot of folks hoping that flexible, easy-to-use “2.0″ applications might succeed where centrally managed KM failed.

But it likely won’t, because most E2.0 vendors are doing it wrong.

If the #1 benefit is personal knowledge management, why are all the big players selling to the CEO, CIO, and IT departments? Where are the tools targeting individual knowledge workers?"

enterprise2.0 personalknowledgemanagement

In Sense-making with PKM I described some personal knowledge management processes using various web tools. The overall process consists of four internal actions (Sort, Categorize, Retrieve, Make Explicit) and three externally focused ones (Connect, Contribute, Exchange). Personal knowledge management is one way of addressing the issue of TMI (too much information).

personalknowledgemanagement connect contribute exchange km

«Apprendre est une activité individuelle qui souvent se réalise et qui est appuyée par d’autres. On peut apprendre seul, mais pas par soi-même. À moins de vivre sur une île déserte, nous apprenons socialement.»

contribute exchange learning connect knowledge personalknowledgemanagement

These are to Connect, Exchange and Contribute. These internal and external activities are a way of moving from implicit to explicit knowledge by observing, reflecting and then putting tentative thoughts out to our “community”.

personalknowledgemanagement knowledgemanagement connect exchange contribute implicit explicit knowledge