"You need to understand limits of your current knowledge (or, put another way, you need to know when to go looking for new knowledge). This may be as simple of coming across new terms and concepts that you don’t understand, through to having the sensitivity to realise that your lack of progress in a task is due to the knowledge (the ideas and skills) that you’re applying being insufficient, and you need to find a new approach that is based on different knowledge.
You need to be aware of what additional knowledge you might draw on, so that you can you can reach out and pull it in as needed. This is a process of eliminating the unknown unknowns: reading blogs, going to conferences, participating in communities of practice, and even having conversations at the water cooled, so that your aware of the other ideas out there in the community, and other other individuals who are working in related areas. You can only draw on new knowledge if you’re aware that it exists, which means you must invest some time in scanning the environment around you for new ideas and fellow travellers.
You also need the habits of mind – the attitudes and behaviours – that lead you to reach out when you realise that you’re knowledge isn’t up to the task as had, explore the various ideas that you’re aware of (or use this awareness to discover new ideas), and then pull in and learn the knowledge required.
Finally, you need to be working in a context where all this is possible. To many work environments are setup in a way that prevents individuals from either investing time in exploring what is going on around them (and eliminating unknown unknowns), taking time out from the day-to-day to learn what they need to learn on-demand, or from taking what they’ve learnt and doing something different (deviating from the defined, approved and rewarded process)."
"And the majority illusion can occur in all of them. “The effect is largest in the political blogs network, where as many as 60%–70% of nodes will have a majority active neighbours, even when only 20% of the nodes are active,” they say. In other words, the majority illusion can be used to trick the population into believing something that is not true.
That’s interesting work that immediately explains a number of interesting phenomena. For a start, it shows how some content can spread globally while other similar content does not—the key is to start with a small number of well-connected early adopters fooling the rest of the network into thinking it is common.
That might seem harmless when it comes to memes on Reddit or videos on YouTube. But it can have more insidious effects too. “Under some conditions, even a minority opinion can appear to be extremely popular locally,” say Lerman and co. That might explain how extreme views can sometimes spread so easily.
It might also explain the spread of antisocial behavior. Various studies have shown that teenagers consistently overestimate the amount of alcohol and drugs their friends consume. “If heavy drinkers also happen to be more popular, then people examining their friends’ drinking behavior will conclude that, on average, their friends drink more than they do,” say Lermann and co."
Top 200 content curation tools - organised and vetted in 34 categories - ready to be used
"Content curation is the art of finding, selecting, contextualizing, personalizing and illustrating relevant information items on a specific topic and for a specific audience "
"This system comes down to 4 basic concepts:
Dream It. What do you really want from life? What are your goals, dreams and ambitions? If you don’t know, none of the rest of this stuff is going to matter.
Dump It. Get it all out of your head and onto paper. Clear your mind so you can truly be productive.
Map It. Use a mind map to create a simple system to manage your overall goals (both big and small picture).
Chunk It. Harness the power of a Japanese productivity technique from the 1940’s and a simple kitchen timer to break everything down into simple, visual tasks."
"I’ve mentioned in previous posts that I am really interested in the marketing industry, specifically content marketing and branding, as I think there are some things that they do really well that can apply to the learning landscape and vice versa. Now that I am getting into a PKM routine my attention has started to shift more in this direction. Here is what I noticed this week:
A post by Seth Godin (former VP of Direct Marketing at Yahoo and bestselling author) found via Feedly on giving people what the want: This post, to me, is a reminder of what value we can add to those in the marketing industry. Seth sums it up nicely:
“Don’t say, “I wish people wanted this.” Sure, it’s great if the market already wants what you make… Instead, imagine what would happen if you could teach them why they should.”
A post on the hottest Uber links by Marshall Kirkpatrick who runs Little Bird (a company thatcreatesinfluencer discovery and engagement tools) found. Two things struck me as interesting:
Marshall chose to work out loud and share his links with the world instead of emailing them to a friend. I just tlove finding examples of others outside the L&D industry using the term “work out loud.” It means it’s resonating!
Marshall mapped the Uber community (using Little Bird) to find the most influential members of that community online and see what they are talking about. It had me wondering how software like this could help people trying to build their personal learning networks.
A tweet by Jane Hart linking to an article by Tom Spiglanin on the demise of the e-learning brand. I love seeing others in the L&D indutry make the marketing connection as well. This also made me ponder what e-learning would look like if we had actually followed the brand principles he outlined from the start.
"the e-learning brand has eroded, become diluted, & has therefore outlived its usefulness" http://t.co/4LgaMivb1G <grt piece @tomspiglanin
— Jane Hart (C4LPT) (@C4LPT) February 5, 2015"
"Dans une démocratie participative, on le sait, l’éducation est l’autre grande institution, outre les médias, à laquelle il incombe, de manière privilégiée, de contribuer à la réalisation d’une vie citoyenne digne de ce nom. Mais elle aussi est mise à mal. On trouve dans ses récents développements des raisons graves de s’inquiéter : par exemple, on semble renoncer avec une réelle légèreté à poursuivre l’idéal de donner à chacun une formation libérale. Cela m’indigne particulièrement, d’autant que cette formation est, justement aujourd’hui, plus que jamais nécessaire au futur citoyen. Les dérives clientélistes et le réductionnisme économique qu’on décèle actuellement chez trop de gens, et en particulier parmi les décideurs du monde de l’éducation, constituent donc, à mes yeux, d’autres graves raisons de ne pas être rassuré quant à l’avenir de la démocratie participative."
"It’s been almost twelve months since I reviewed my professional network, so it was timely to look at it again. Once again I’ve used Mark McNeilly’s article Ask These Questions About Your Professional Network Before It’s Too Late to guide my review. I also used Twitter Analytics and the free network visualisation tools TweepsMap to look at my Twitter network and socilab to look at my LinkedIn network."
"A network weaver closes a triangle by introducing two unconnected people. This is valuable when those two people gain mutual benefit from knowing one another. Skilled network weavers share the value of the introduction, and even name the small first step to take. "
"My PKM practice doesn’t have to take hours, nor should it: As I am still working through and trying to refine by PKM practices, espcially with the use of twitter, I found the article Joke shared a great reminder of this.
#LrnToday is a way to add value to Twitter: Its fun to find and share articles but I really love placing it in this context. It’s also been fun seeing what everyone else is trying to learn. Here’s an example of how I have been using #LrnToday"
"Curated Knowledge at its Finest.
Have you ever wondered what someone else’s thought patterns and connections might look like? Would you like to navigate from theories of religion, to animal intelligence all the way to hot trends like the sharing economy?
If so, then you need to dive into Jerry’s Brain. This app features acclaimed tech analyst and futurist Jerry Michalski. See his thinking all connected in his digital Brain like you’ve never seen ideas woven together before!
For the first time ever, Jerry Michalski has released an app on his very popular internet Brain. Thousands of people have used Jerry’s Brain as a resource on the Internet for the latest and greatest business practices, social and economic theories as well as thousands of trending technology topics. Now it’s all rolled in one app for the iPhone and iPad (the larger the screen, the better it works)."
"Have you ever wondered what a Twitter conversation looks like from 10,000 feet? A new report from the Pew Research Center, in association with the Social Media Research Foundation, provides an aerial view of the social media network. By analyzing many thousands of Twitter conversations, we identified six different conversational archetypes. Our infographic describes each type of conversation network and an explanation of how it is shaped by the topic being discussed and the people driving the conversation."
"Building one’s own toolkit | The variety of helpful tools and approaches available today is large and growing, and system leaders should be knowledgeable about what is available. In our work, tools we use regularly come from a variety of places, including a few mentioned here: the “five disciplines” approach to systems thinking and organizational learning, Theory U and Presencing, Appreciative Inquiry, Immunity to Change, Roca’s peacekeeping circles, and the Change Labs and scenario planning of Reos Partners.16 Recently, several of us have started a process of organizing these tools to provide an integrated tool kit for systemic change.17 But it is important to remember that building a tool kit is more than just putting arrows in your quiver. It is about learning, over time, through disciplined practice, how to become an archer."
"We know that getting out and taking a walk can boost creativity and a little mindfulness can help with all sorts of things. But neither of those is useful if you're still gazing at your navel. Being observant means watching people, situations, and events, then thinking critically about what you see. We miss a lot in the world while we're busy shuffling between here and there. While there's no way to quantify how that affects our well being, it's clear the more you pay attention, the more often you'll come up with new ideas. If nothing else, you'll expand your worldview. First, you have to train yourself to pay attention again"
"Literalism of metaphors is a path to collapse. Adapting metaphors based on the literal world is a path to survival."
"PKM is distinct from organizational knowledge management, which is widely used today. The latter might be defined as, “the process of capturing, developing, sharing, and effectively using organisational knowledge.”1 Because knowledge itself is tacit, it’s virtually impossible to manage at the organizational level. Knowledge management systems only manage documents, or knowledge artifacts. Such systems are woefully inadequate to meet our personal knowledge needs in this fast-paced network era.
That’s why I believe in the importance of personal knowledge management. Only PKM can meet my needs, which only I know at any given time. My needs are dynamic and subject to change based on current circumstances and as situations evolve. Often I recognize a need only after I’ve accidentally discovered something remarkable."
"The following factors emerged from the result of the literature study, survey and interviews. We have grouped the factors into three main sections: (i) factors relating to the professional learner’s personal interests; (ii) factors relating to the contact and their relationship with the learner; and, (iii) external characteristics of the work environment.
The first group of factors relates to the professional learner’s personal professional interests, largely determined by certain immediate professional needs.
Communality. While creating new connections, people look out for common ground with an unknown person. This can be in the form of topics of interest, organisation or common connections (network) (Adamic and Adar, 2005; Douglas, 1994). The survey results indicated that professionals also use communality on topic and organisation to decide whom to maintain connections with in a personal learning network. In activating a connection within a personal learning network, the key factor that emerged from the survey is the suitability of that person’s experience or expertise for the particular topic or need sought (cf., experts, zone of proximal development, etc.). The personal attachment between the individual and the person also plays an undeniable role. The location where new connections are created is also important: a trusted, known environment is often chosen to expand networks (Paulos and Goodman, 2004).
The next group of factors on contact’s qualities relate to features of the contact in question (the contact’s organisation, network or reputation), or indicate the personal attachment between the learner and the contact (benevolence, like–mindedness). They can also indicate the professional’s assessment of the potential value of the tie (potential for collaboration or learning).
Organisation of the contact. The organisation the contact belongs to may influence choices made regarding the nature of a tie (Morrison, 2002).
Network of a contact. The network of a contact may also be a decisive factor in the management of professional ties (Jackson and Rogers, 2007).
Reputation. Reputation plays a role in network ties with others in general, and also in the creation of a new connection (Davies, 2003; Podolny and Baron, 1997).
Benevolence. Another factor that plays a crucial role is benevolence or the general “good contact” between an individual and a new contact (Rusman, et al., 2010). People connect with others whom they like or trust, or with whom they feel a particular connection.
Like–mindedness. The surveyed interviewees often mentioned that sharing a common vision on the domain of work creates a trusted platform where they feel comfortable further pursuing the conversation. Further discussions could reveal more communality, and thereby new scope for connecting. Building new connections in a personal network consists of identifying relevant skills and competence in others and establishing a trusted platform through conversation where the potential of the connection can be explored.
Real potential for collaboration. Discussions could deal with the details of common interest and reveal a clear potential for collaboration.
Real potential for learning. More than that, through an extended conversation, the interviewees indicated they could identify a potential for learning through maintaining the connection.
The final group of factors relate to external characteristics of the work environment in which the tie between the professional learner and the contact is situated.
Trends in work environment. The professional interests of a learner can be largely determined by circumstances and trends in the work environment of the professional (Birkinshaw, et al., 2007). For example, the increasing popularity of a particular domain might make it more relevant to connect to ties working in that domain."
""Here juxtaposition is revealed as the basic formal operation of synchronicity, as two apparently unrelated events or elements suddenly form a secret link that strikes, in the mind of the perceiver, an evanescent lightning bolt of meaning." - Erik Davis"
"Working with one small team as my “pilot program for social learning” over the last few months, I have noticed the team bond (despite pressures to cross-specialise); they are more open to new ideas; everyone contributes to their own learning and more importantly, my subject matter experts who were initially obstructive with comments like, “there’s no way you can learn this subject X in such a short time!” are now open to the idea that their team don’t have to be experts instantly – but we give them the tools to be able to self direct their learning, to learn and grow in the role; “Seek, Sense and Share” with others (this is from Harold Jarche’s Personal Knowledge Management Framework); and apply to their learning to their work in their workplace."
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