NetworkedLearning

Networked learning

organizational knowledge

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Please read this comment from Stan Garfield first:

Harold, that article appears to have been written using GenAI, with multiple errors. Here is one example (since corrected after I wrote to the author), that related to you:

“Meena Arivanantham is a knowledge management specialist at the United Nations Development Programme and one of the most experienced practitioners of knowledge management in international development contexts. She presented at the SIKM Leaders Community in May 2024 on sense-making in complexity, demonstrating the application of KM principles to the particularly challenging environment of large multilateral organisations working across dozens of national contexts simultaneously.”

Her correct name is Meena Arivananthan (not Arivanantham), she is not at UNDP, and she never presented to the SIKM Leaders Community. A GenAI tool seems to have partially taken this from the title of your February 2024 SIKM presentation on Sensemaking in Complexity.

Meena and Bruce Boyes pointed out errors by replying to the LinkedIn post linking to the article, as did I.

See the comments below.

A lengthy article on organizational knowledge and the people in the field highlights a number of common mistakes, all of which I have witnessed in my almost three decades of professional practice.

  1. Treating organizational knowledge as an IT problem. This is evident in the budget for the technology purchase compared to human implementation. The latter often has no budget.
  2. Focusing on explicit knowledge and ignoring tacit knowledge. This often comes in the form of offering a training course to cover the new knowledge of a system with no thought to helping people discuss how they will use the new system.
  3. Ignoring the need for trust in order to share knowledge. As I have noted for years, knowledge flows at the speed of trust. No imposed system will generate trust.
  4. Launching a KM initiative without visible leadership support. I have often seen organizational knowledge initiatives launched for the good of employees but with no engagement by executives. The lack of leadership by example dooms the project.
  5. Underestimating the knowledge loss that happens during workforce transitions. With knowledge loss not evident in the next fiscal quarter, executives often ignore its impact.

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disorientation and exploration

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“We become what we behold. We shape our tools and then our tools shape us.” —Father John Culkin (1967) A Schoolman’s Guide to Marshall McLuhan

Disorientation and exploration are essential for human learning. By using Generative AI (GPT/LLM) are we bypassing these two stages of learning in search of efficiency and robotic productivity?

“John Nosta, founder of the NostaLab think tank, says AI trains humans to think backward by providing answers before they understand.” — link via Archiv.Today

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learning as rebellion

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Is human learning now an act of rebellion?

Since 2017 I have made this observation — For the past several centuries we have used human labour to do what machines cannot. First the machines caught up with us, and surpassed humans, with their brute force. Now they are surpassing us with their brute intelligence. There is not much more need for machine-like human work which is routine, standardized, or brute.

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farewell little bird

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I started using Twitter in late 2007, at the urging of several friends, who felt that as a blogger it would be a good way to extend my reach. And it did. From 2012 to 2021 Twitter (Tweetbot) was one of my top three tools for learning. It dropped to fourth place after Musk bought the company and then it dropped completely off my list.

Over the years I have noted that the micro-blogging platform let me stay in loose touch with many people. I wrote that next to my blog, Twitter was my best learning tool and allowed me to stay connected to a diverse network [SEEK & SHARE]. For several years Twitter was the largest source of visitors to this blog. It even eclipsed Google search.

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our machines are tools and not our friends

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Do I contradict myself?
Very well then I contradict myself,
(I am large, I contain multitudes.)
—Walt Whitman (1855)

For over a decade, social media have helped me explore different aspects of my learning and my profession, much more than I could have on my own or in my community. I often feel more affinity for some of my online connections than for my local neighbours. Living with contradictions can help develop critical thinking. Social media have enabled more of us to live like artists, constantly redefining ourselves and our work. Despite what is happening at Twitter, other options for connecting online are emerging, such as the open covenant ‘fediverse’ and Mastodon.

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how ideas become ideology

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Several times I have referred to this observation about how ideas connect to ideology.

“Ideas lead technology. Technology leads organizations. Organizations lead institutions. Then ideology brings up the rear, lagging all the rest — that’s when things really get set in concrete.”—Charles Green (2009)

Here are some examples of these shifts.

Ideas lead technology

Hedy Lamarr invented spread spectrum technology in 1941 but its value as a technology accelerated half a century later as it would, “galvanize the digital communications boom, forming the technical backbone that makes cellular phones, fax machines and other wireless operations possible.”

Peter Senge’s book, The Fifth Discipline, ushered in the idea of the learning organization but it was only recently that organizations had the Web 2.0 technologies to enable distributed team learning or share systems-thinking across the enterprise.

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reflecting on a decade past

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Looking back on my blog posts from 10 years ago — March 2013 — here are some that remain valid [in my opinion anyway].

perpetual beta is the new reality

Work in networks requires different skills than in directed hierarchies. Cooperation is a foundational behaviour for effectively working in networks, and it’s in networks where most of us will be working. Cooperation presumes the freedom of individuals to join and participate so that people in the network cannot be told what to do, only influenced. If they don’t like you, they won’t connect. In a hierarchy you only have to please your boss. In a network you have to be seen as having some value, though not the same value, by many others.

we need to learn how to connect

Increasing connections should be a primary business focus. It should also be the aim of HR and learning & development departments. Connections increase as people cooperate in networks (not focused on any direct benefits for helping others). Diverse networks can emerge from cooperation that is supported by transparency and openness in getting work done. Basically, better external connections also make a worker more valuable internally. Fostering this perspective will be a huge change from the way many organizations work today.

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an agile sensemaking framework

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Agile sensemaking could be described as how we make sense of complex challenges by interacting with others and sharing knowledge. More diverse and open knowledge flows enable more rapid sensemaking. I discussed the idea of agile sensemaking in 2018 and later created a sensemaking model (framework). This week on Twitter [yes, it’s still there], Ismael Peña-López shared how the framework resonates for him.

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from platforms to covenants

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I wrote in agile sensemaking (2018) that radical innovation only comes from networks with large structural holes which are more diverse. This is why social networks cannot also be work teams, or they become echo chambers. Work teams can focus intensely on incremental innovation, to get better at what they already do. Communities of practice, with both strong and weak social ties, then become a bridge on this network continuum, enabling both individual and interactive creativity.

Connecting work teams, communities of practice/interest, and professional social networks ensures that knowledge flows and that people have the information needed to make well-informed decisions, especially when dealing with complexity and chaos. I have noted before that the world has become so complex and interconnected that the individual disciplines developed during The Enlightenment — like medicine — are no longer adequate to help society in our collective sensemaking, especially during global crises.

Experts in all disciplines have to get out of their silos and connect in multidisciplinary subject matter networks. A lone expert, or even a lone discipline, is obsolete in the network era. Only cooperative networks will help us make sense of the complex challenges facing us — climate change, environmental degradation, pandemics, war, etc. In today’s world, connections trump expertise.

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Whither Twitter?

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To tweet or not to tweet, that is the question.

Certainly everyone has heard of the recent private acquisition of Twitter. Many people say they will leave the platform and some have moved to the federated Mastodon system. I have been on Mastodon since 2016 and it’s nice to see a bit more action there — https://mastodon.social/@harold

I joined Twitter on New Year’s Eve 2007. After a year I realized I was writing a lot but it seemed to just go into the void. In 2009, I started my Friday’s Finds as a way curate some of what I found useful on Twitter and other social media sites. Even if I left Twitter today, I would still have over 400 posts of curated content here.

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