What really is the value of feedback?

Happy new year everyone!

I hope 2019 brings you health and well-being, happiness, peace, fun, inspiration and success!

I also hope it brings you and us all lots of opportunities to get better at feedback. Both giving and receiving it. When I developed my motto ‘fun, focus and feedback‘, I didn’t expect that this third word would weigh so heavily not only in my life but in my practice and that of people I support.

Feedback seems like its a formality; Such a small thing and yet is can be so powerful that it is a heresy to ignore it.

The power of feedback (Credits: Denise Krebs / FlickR)

This year offers a great opportunity for me to work on feedback too as I’m developing a plan with some colleagues to strengthen the culture of giving and receiving feedback in that organisation.

And on that note, let me share fragments of a rationale for feedback:

[start of segment]

Feedback is a crucial source of learning

Receiving feedback is a great way to understand both what one is doing very well (and should keep doing) and which ‘improvables’ someone has. How ‘what we do’ is received by others is not always known or apparent to us. Feedback makes those unclear or hidden effects come to the fore. It is thus a great way to get us out of ‘we don’t know what we don’t know’ and to be more intentional on behaviours and activities that matter.

In the process we potentially improve in a number of ways:

• In our technical skills and expertise (knowing what works and what doesn’t);
• In our communication skills and understanding of each other;
• In the way our individual role and responsibilities impacts collective performance.

Not only is this a useful source for individual development, but it is also a very welcome boost to the entire group (or organisation)’s ability to cope with fast changing conditions. A fast-paced world requires short feedback loops that help any collective of people track the direction of things in a more conscious manner.

It is all the more normal that interpersonal feedback contributes to this ability to see opportunities and risks more quickly.

Feedback thus makes business sense.

Mutual feedback is a powerful source of trust

The practice of giving and receiving feedback is not straightforward. A lot of sensitive interpersonal dynamics is involved in it. And that is beneficial for ourselves as individuals and as a whole collective:

• Accepting and showing our vulnerability develops our humility and empathy – essential proxies for developing trust, a critical driver of high performing teams;
• Being able to talk about problems helps us being uncompromising with the issues we really need to focus on, and can develop our sense of solidarity towards the challenges we face;
• Acknowledging mistakes or even failures, accepting one’s share of responsibility and the consequences of ‘incidents’ we have caused fasten our learning and create an environment where progressively everyone becomes mutually accountable;

In addition, for the people giving feedback, the very act of giving feedback stimulates:

• Using sharper language – which leads to becoming clearer on where we put our intent and efforts;
• Not shying away from difficult conversations – even if that can take some time to build up;
• Our own creativity to find constructive solutions to the behavioral issues we are seeing in ourselves and around us.

[end of segment]

Thanks for the feedback

It comes as no surprise then that the excellent ‘Thanks for the feedback…’ has become one of the cornerstone books in this effort.

The really helpful premise of this book is that it focuses not so much on how we give feedback but on how we receive it and how we can get much better at that.

Kudos and thank you to Nelli Noakes from Community At Work for sharing this book with me and for being my coach on Group Facilitation Skills, which is the track that definitely ensured feedback was going to remain an important theme of my working (and personal) life.

Now I can only encourage you to read the book, practice your giving and receiving feedback and also doing that with me on this blog and elsewhere 🙂

And my best wishes for this new year again!

Related stories:

• A new year of fun, focus, feedback and some new ideas
• The feast of fools of feedback

Advertisements

The ‘meta’ reflex, that little knowledge ‘extra’ that makes a difference

My head is still boggling about the relation that some people can have with time. Particularly about what they do with time, this fascinating uber-theme of humanity alongside with love, death and the meaning of life.

The meta reflex – Anticipation before the next ‘groundhog day’ wave (Credits: T Sea / FlickR)

I’ll be blogging a couple of posts about time. Starting today with this: the little extra time that smart workers and seasoned KMers take to invest in ‘meta’ reflexes and the world that offers.

What is this ‘meta’ world? The world that is visible with one step back, or aside, or with a helicopter view, or with your third eye. Essentially the vision you get when you step out of your ‘here and now’ and realise there is something important you can do about it for the future – to avoid a Groundhog Day scenario. And here is how it plays out:

Imagine you’re trying to fix a problem, dealing with a crisis, or even just replying to someone, responding to a query, thinking about a possible solution. Most people deal with the issue at hand. That’s great already!

But if your KM meta reflex kicks in, all of a sudden you see another arc:

Hold on a minute! Is this a one-off? Or something likely to happen again? What can I do here and now that will not only help in the moment, but save time for me, and possibly others, in the future?

THAT is the meta reflex that gives you an edge. And it’s personal knowledge mastery at work. It is to knowledge management what meditation is to life. It’s the open secret that helps you avoid the hole in the road. Repeatedly.

Through a practice that I set up a while back with some ideas gleaned here and there (“Steal with pride”, rightfully encourages Chris Collison), I reflect everyday on what worked or didn’t, and every week I also reflect on what I did in the week that helps me get more productive and successful in the future. That weekly look back is my moment of dedication to the meta reflex. At least that. Hardly any week I haven’t e.g. set up a list about xyz, developed a template for abc, cooked up a blog post that I can point back at when people ask me about ___, thought of standard questions for a given context etc.

Sometimes it takes just 30 sec, sometimes 5 minutes, sometimes a whole hour. But the payoff is huge. It means I’m better prepared. I’m mentally sharper. And I avoid some crisis scenarios in the future and having to deal again with the same issue.

A related thought: At the moment, I’m also working on the culture of feedback in the organisation I’m part of (and realise how useful ‘fun, focus and feedback‘ is, as a motto). Just like the more you practice giving and receiving feedback, the better you get at it, so too with practicing your meta reflex. It’s a muscle. Go to the gym, and better still: use every single opportunity to use it in your life!

It’s a real time saver – a life hack factory.

And it’s scalable at the level of a team. It’s the essence of after action review and learning on the spot… so let’s go meta!

What are your thoughts, tricks, heuristics to develop meta reflexes in your life and (collective) work?

Related stories:

• KM… the extra mile that saves (y)our time
• Opportunity costs of documentation and how to make it work
• X reasons not to learn, not to share, not to progress
• Reinventing the wheel: it’s ok… kind of…
• Don’t want to understand KM? Don’t bother, business as usual is the best thing ever
• Peter and Justin: when and how does information make sense
• Use PACMAN to beat information overload and fix filter failures!

Knowledge management – a visual guided tour of ‘KM as a mindset’

Last week I was invited to help a group unravel the mysteries of knowledge management. It was a great opportunity to intervene both as facilitator and subject matter specialist.

Triggered by the opportunity to connect with my main area of expertise I quickly realised I was hit by the ‘curse of knowledge’ ie. how could I sum up something as complex as knowledge management and something that I have worked on for the past 15 years or so in one presentation (even though we unpacked various aspects of this through the entire workshop)?

I decided not to look closely at the typical KM approaches and tools – from communities of practice to social media, from facilitated participation formats to information systems – but rather to frame everything around the motto of “Knowledge management is a mindset”. In some ways, I thereby echoed Knoco’s definition of KM as “The way we manage our organisation when we understand the value of knowledge”.

And in order to fully appreciate every slide on this presentation, mind the presentation notes that are in the outline of the presentation on Slideshare and explain every bit of information.

A visual guide of knowledge management and learning from Ewen Le Borgne

In the process it was really helpful to have to challenge myself going through the references and bookmarks that I have about this topic, and to find out that quite a few of my go-to references are also a bit out of date.

Many more reflections are cropping out on the basis of this workshop – I will try and process a couple on this blog over the next few days and weeks… starting with: what is the minimum you can do when you think there’s really no time for KM…

Meanwhile, while I know this presentation is far from touching upon every important aspect, let me know what you think 😉

Related blog posts:

• Harvesting insights (1): back to (KM) basics
• Videos: What is KM/Why KM? Taking stock
• KM=CDL, on the journey to universal sense-making
• Knowledge management in cartoons – A selection
• The tool obsession, a serious(ly) childish posture
• Walking my talk: “quick and dirty”… on the edge of knowledge

What is KM? Really…

I pondered this a couple of days ago: when I have to explain to someone that I don’t know what I do (at least for the knowledge management part of my work), despite previous attempts I still struggle.

Chisel, chisel, keep on chiseling (at that KM definition then!) (photo credit: Shawn Clover / FlickR)

Off the cuff this is what came up to me, when thinking about describing my KM work.

Essentially, what any group or organisation needs to do is to achieve its goals to the best of its abilities right now, and to be prepared to achieve the goals of tomorrow to the best of its abilities too.

What helps you get there? It’s knowledge (know what, why, who, when, where), know-how (the skills to get there) and the learning that came with it and that will continue to sharpen these knowledge fields. It’s experience, expertise and a gift for permanent reflection (and -serendipity- hereby some thoughts to institutionalise reflection in your everyday organisation life).

What KM tries to do is to manage (or more to the point facilitate) all the processes, systems and people’s interactions in a way that they contribute to this, that they facilitate this.

So my role is to work with these people (using these processes and systems) to help them maximise their experience, expertise and reflection.

And it happens through many activities: journaling (blogging), sharing knowledge, cultivating their reflection alone and in groups, gathering around smart conversations,  clarifying their communication to remove all noise that gets in the way of clear, concerted, agreed, sustainable solutions, and making these reflections and their digital traces available to others, so as to connect all the nodes of our collective brain, eventually.

I’m wondering how this connects with David Griffith’s recent questioning about ‘what makes you a knowledge manager‘ as he comes back to some of these basics too.

It’s not quite there yet, I know, but every chiseling step gets me closer to the statue I’m trying to mold.

Which angle you think I should chisel at some more right now?

Related posts:

• Harvesting insights (1): back to (KM) basics
• KM=CDL, on the journey to universal sense-making
• Videos: What is KM/Why KM? Taking stock
• How do I describe my ‘work in KM’?

Linking knowledge management with monitoring and evaluation

A short while ago, I gave a small brown bag seminar on the connections between knowledge management (KM) on the one hand and monitoring and evaluation (M&E) on the other hand, for a group of people from the Centre for Development Innovation (CDI) and the Technical Centre for Agricultural and Rural Cooperation (CTA), both located in Wageningen in the green heart of the Netherlands (the country where I now live).

It was somewhat intimidating to give this seminar in front of a really savvy audience, particularly for the M&E part, since I haven’t directly worked much on M&E since I joined ILRI in late 2011.

The seminar I prepared was on Prezi – see hereby:

https://prezi.com/view/Jww1idvEC608G7wyA8bn/ or https://prezi.com/p/wgggdcmwxz-v/

(Just as an aside: It was done using ‘Prezi Next’ which is related to the classic Prezi everyone knows but has new features. A new learning curve to adapt to the latest design options and it’s clear that since their heyday a few years ago Prezi have gone some way to reduce the motion sickness effect that was the biggest drawback of their otherwise great application. Unfortunately, at this stage, it’s not possible to embed a PreziNext into WordPress, though this might be fixed some time in the near future).

In any case, what was interesting, as with every piece of information that is being presented, is how people reacted to it, and what they reacted on.

The key points we discussed in the interaction revolved around:

How KM is perceived as dead or not

The notion that ‘KM is dead’ was perhaps difficult to digest for some of the KM heads around the table, though in the conversation it became clear that as much as the field is disappearing, the lessons and principles and approaches of KM live on. And in certain areas, sectors and organisations KM is still very much vivid as a field in and of its own.

We agreed that the importance was to shape collective norms about what is KM (or whatever a group calls it) and that a label (such as KM) should only be adopted if it helps clarify matters for a given group. But the conversation about what it is called is useful too.

Archetypes of KM and M&E heads

Another interesting aspect we touched upon was the stereotypes of people working in KM and in M&E. I made a very rough caricature to introduce some of the KM archetypes and the M&E archetype (of the cold-blooded scientist) which luckily has changed over the years. Particularly the M&E community is really transforming, with booming activity as I can judge on the aliveness of the Pelican Initiative. And so it’s only encouraging to expect that there will be more and more alignment between KM and M&E in the future as many individuals that I know are trespassing the borders of either field and are working across the disciplines.

How KM adds value, what makes it special or different? Why bother?

This was one of the challenges posed by the director of one of the host institutes I was presenting to. “Why should we do KM if it’s so similar to M&E, and what are the trends and the approaches we need to embrace from that field”. That’s where we came back to the bottom line of KM=CDL and the fact that KM is a useful lens looking at knowledge and learning, ensuring we leverage knowledge at all stages. It was interesting also to hear that some people assumed KM to be systematically about learning (but what about the ‘KM portals‘?). But the conversation showed that the connection between KM and M&E is not automatically grasped – and perhaps that my presentation didn’t hit home base 😉

 

KM and M&E is not all about the M&E of KM (Credits: MSH/Pathfinder)

What is the real connection between KM and M&E?

Indeed the big question is: what really is the difference or the overlap between KM and M&E. And it has to be learning, though we recognized, as a group, that not all KM and not all M&E are learning-focused, but both hold that promise and can make it happen. How to bring them together and how to make them benefit from each other is the question. Perhaps this is really worth blogging more about, just as it might be useful to blog about iterative and upscaling cycles of CDL that take KM from a very individual to a societal level with social learning – one of the thoughts that played around my head during this rich learning day…

 

…which leads me to the bottomline of all of this though is that I can sense how much intellectual effusion there is around Wageningen and the development society of the Netherlands at large and I sense that this might fuel another burst of blogging for me. Which can only be good for the short and longer run for me (and hopefully for you then ;)…

Related blog posts:

• Harvesting insights (1): back to (KM) basics
• Complexity in aid: An interview (by Ben Ramalingam) with Jaap Pels
• Research, KM and multi-stakeholder processes: cross interview with Cees Leeuwis and Mark Lundy
• Where is KM and its spirit?
• KM=CDL, on the journey to universal sense-making

 

Ban info-dumping and think carefully how much information you can handle

The paradox of the knowledge age is that we feel ever more lost with information and our capacity to filter it, and yet…

We always want more, more and more of it.

How much information can you eat, really? (Credits: Internet Business Mastery)

But as much as slow-food and eco-citizen trends are teaching us (again and again), the best can be the enemy of the good and looking at our real situation is just common sense.

I’ve been involved in a few work assignments and projects where I (or other people) were asked to submit a lot of information. In fact, so much so that it seemed absurd how much of that information was going to be absorbed by the receiving end.

Information greed is the ugly relative of information glut, like a monstrous yin and yang that keeps feeding off each other.

But think carefully, if you are asking to get all that information, how much information can you really handle? What are you going to do with that information? I know it’s tempting to gather information ‘just in case’, and generally to learn, but the central question is and remains: learning to do what? Why? Why? Nine whys!

 

 

Or perhaps you’re just trying to hoard it and keep sole access to it? In any case you’re indulging in unhealthy and unnecessary ‘info dumping‘.

If you are sure you won’t be doing something concrete about each piece of information you’re asking for, don’t bother asking for that information, whether you’re setting up a survey, organising a call for proposal or giving an assignment to someone. If you insist on receiving all kinds of extra information, you run the risk of a) being drowned in information yourself as you add a lot of ‘noise’ around what you actually really need b) losing your credibility as a person/team/institution that knows what they are doing and c) turning off the people you are asking to get that information and ensuring there won’t be more work with you in the future.

I’ve seen teams prepare baseline survey questionnaires including over 200, sometimes 300 questions, basically requesting many individual farmers (who are hard working on their plot of land) to spend three, four or more hours on a questionnaire that doesn’t gratify them with any instant result. This is utterly absurd, and disrespectful.

Information is precious, so keep it this way and don’t indulge in ‘info dumping’ please…

Related posts:

• Use PACMAN to beat information overload and fix filter failures!
• Peter and Justin: when and how does information make sense?
• ‘Open’ as default, not the exception – oh, and please get over your self importance

Nothing new under the sun? Here’s what’s new: your dying thirst for learning

It’s a natural tendency of skeptics, experts, people who’ve been in a field for a while: they’ve seen it all, nothing is new, why bother?

This is happening currently on KM4Dev in relation with a conversation on what is different about communities of practice now and then. Some people have the tendency to say that indeed nothing is genuinely new.

Every rediscovery of an old topic is like a kaleidoscopic reflection on the same ‘ingredients’. Let’s keep being amazed! (Credits: EllenM1 / FlickR)

 

How can that be? That people ask similar questions then and now is not so surprising: it takes much more time to answer questions than to raise them. But then, there’s always new aspects to identify, examine and appreciate. New layers of subtlety, new and recombined ways of looking at things, new perspectives on old topics.

That’s why there’s values in the phoenix conversations (such as M&E of KM), and in reinventing the wheel.

Not recognising the subtleties of change is simply renouncing our curiosity and our -at least as specialised knowledge workers- sacro-sanct thirst for learning. That’s a risky trade-off for appearing to have ‘been there, done that’.

Let’s not fall in that trap, shall we?

Meanwhile, that conversation on communities of practice, and the upcoming issue of the KM for development journal will provide excellent opportunities to blog further about this topic on this blog in the coming months… So keep watching this space 🙂

Moving on after nearly 6 years in Ethiopia, in 6 epitomising posts of the ‘habesha phase’

This Friday – 2 June 2017 – I will be leaving Ethiopia as a resident for good.

I will still be working with ILRI but based in The Hague, the Netherlands. Personal matters have taken precedence over professional ones and we have to be back in Europe. It’s a pity in some way, but it’s also a great opportunity, as every change is. I personally like change. However uncomfortable it is. However difficult it is. However unavoidable it is.

So this change will mean probably adding different perspectives to this blog and to my other blog on agile facilitation.

Good bye Addis! (credits: Wardheernews)

The past – nearly – six years have been extremely rich, as testified in this post about personal changes, just from last year to this one. I haven’t been able to keep up my blogging practice over the past few months because of the personal reasons forcing us to move back to Holland and because ever since I’ve been back in Ethiopia, in late April, I’ve been super busy winding things down here and turning the page of our Ethiopian life chapter. But I thought it might be worth a shot to look back at the ‘Ethiopian (habesha) years’ in six posts that marked the most prolific blogging phase of my professional life.

Here they are, I hope you enjoy them (again, perhaps) and please share your reactions and ideas about these and possible future posts!

Communication, KM, monitoring, learning – The happy families of engagement 

I wrote this post very soon after leaving IRC and joining ILRI. And those first few months were actually very prolific and qualitatively strong for my blogging. Perhaps stronger than any other blogging period for me. Hence my anticipation about this new period of change. In any case, this post has been referred to by various people and institutions as an inspiring one. I’m not sure about that but I had fun writing it. It is all about ‘engagement’ which became my ‘bread-and-butter’ at ILRI in various shapes and forms.
KM=CDL, on the journey to universal sense-making

This is the post that finally helped me nail down my own definition of what knowledge management is and I keep referring to it for that reason. In an environment where there was no KM or comms strategy (for ILRI) and no unified understanding of what knowledge or KM is, writing this post proved very helpful to me. I hope it is somewhat to you too.

I share because I care!

A lot of my ILRI work is about role-modelling behaviours that I hope others will take up to some extent. And when it comes to knowledge sharing, this was the post that helped put in writing what I felt intuitively all along. It’s been my gospel at ILRI and beyond ever since.

I hope you care to read it and to share your own spark too!

Portrait of the modern knowledge worker 

We are in the knowledge age, and knowledge workers are everywhere. This is probably the reason why this post was picked up by the World Bank and was thus promoted quite vividly for a while. I offer some characteristics and traits of a typical knowledge worker. I’d love to hear your views on what that entails.

Tinkering with tools: what’s up with Yammer?

This is the post that got most popular on my blog ever, with a (humble) peak of nearly 350 views on one day, when the Yammer team found out about it. Yammer has also been an interesting experience for me with ILRI as we’ve promoted it as the social network that our colleagues should use to access information they want to pull. With measured success. Bottom line for me: I don’t care about the tool – I do care about the result (sharing is caring).

Of ‘healthy human systems’ beyond ‘the field’ and facilitating conversations that change the world: an interview with Sam Kaner and Nelli Noakes

The post is an interview with two people that radically changed my personal work life, with their ideas, practice, reflections, and an ongoing conversation about our collaboration. Sam Kaner is one of the inventors of the field of facilitation, and together with his partner Nelli Noakes they share here their very generous overview of why they try to get people to collaborate.

Ok, and because 7 is a magical number, here is my #7 pick:

Jungian types, personality pigeonholing and finding my pathway and ‘contribution’

 

This is one of the most personal posts I’ve published on my blog, as it explains what I see as my calling in (the professional) life. I hope you find and share your own contribution. And I look forward to engaging a lot more with all of you from my future new home, The Hague 🙂

Hello The Hague! (credits: unclear)

Bonus info: this happens to be my 300th post on this blog 😉

The (social) economics of gift and burying “knowledge is power” once and for all

“Giving a gift makes you indispensable. Inventing a gift, creating art-that is what the market seeks out, and the givers are the ones who earn our respect and attention.” (Seth Godin,).

As I am continuing to listen to this excellent ‘Linchpin‘ book, at least one whole section of

Linchpin (Seth Godin)

the book is worth exploring from an agile KM perspective. Godin talks about the gift economy, or rather the gift and the social economics around it. This is a final opportunity to put to rest the idea of ‘knowledge is power’ (among other reasons for not sharing knowledge) and to focus on the knowledge ecology our world can and should replace it with.

Essentially Godin’s point is that we’ve lost the universal tradition of gifts – in most human societies gift had a place and the person sharing the gifts was the person that earned the respect. The commodity-focused capitalism has replaced gifts with economic transactions – paying for a good – and has turned the tradition of gifts to become a tribute. The person with power became the person getting gifts, not giving them away.

However the social economy we are in is now turning this on its head again and making space for the ‘linchpins’ – the indispensable positive deviants that are following their passion, developing their art (regardless of the reactions expected) and thus making themselves indispensable. And one of the things that linchpins do is to share their gifts again as they connect with people around them. All those behaviours are the key to success.

Every successful organization is built around people. Men and women who don’t merely shuffle money, but interest, give gifts, and connect. (Seth Godin)

The social economics of giving in the knowledge ecology

‘Knowledge is power’ states that there is more advantage in hoarding knowledge for one’s advantage than sharing it freely. And that might be true. For a while… A short while.

In the longer run, however, we thrive as we are connected to a vast network of people.

Knowledge ecology – from the archives of ‘share fairs’

And that’s where the social economics of giving reveals its true advantages:

1. ‘Selling’ knowledge is a zero sum game.

When someone is hoarding knowledge, no fertile work comes out. And when someone systematically and only charges for sharing their knowledge, that person is merely entering into a transaction. Commoditising knowledge, with all the problems that come with – one of them being that knowledge really isn’t a commodity. But if it is considered a commodity, knowledge becomes desacralised, stripped off of its power which is unique and close to only a few other importants things in life, like love. That power is its social nature.

In any case, when we are selling knowledge there is no transformation, there is no(t much) added value here.

When instead…

2. Sharing knowledge transforms our relationships

When art is created solely to be sold, it’s only a commodity. A key element for the artist is the act of giving the art to someone in the tribe. (Seth Godin)

Give gifts (Credits: Neil Cummings / FlickR)

Indeed, when we share our knowledge, not only do we make available that handy knowledge to others, for them to do something perhaps useless but perhaps useful, or even amazing. In addition, and whatever happens with that knowledge, something else happens: when we share gifts (of knowledge or otherwise) with specific people, we are also developing, changing, transforming our relationships with them. We expand our tribes, we bring people in them. We also reach out to the people in the tribes of our tribe members – and so we are connecting to all the nodes of our global collective brain.

Of course, for this social transformation to happen most completely, there needs to be some sense of appreciation from the person receiving the gift too. That’s where the gift of your attention becomes so precious. And perhaps why your engaging in conversations (because that’s the work) is essential too.

3. Sharing knowledge creates power

One of the final points of Godin is that the person giving the gifts is showing that they have plenty of potential to give more, plenty of creativity, plenty of art to share. They show their uniqueness, and that uniqueness is also power – not that I would encourage you to focus on this. But indeed ‘Knowledge sharing is (caring) power‘ – both collective and individual.

This goes to show that even in a knowledge ego-logy, where we are serving (also) our own interests, but out of the principle of sharing our gifts, we are cultivating the knowledge garden and we are cultivating our connections with each other in that whole ecology.

So what can we do now?

There are many lessons one can take from such a rich book as ‘Linchpin’:

• Develop your art with passion – in the knowledge world this means developing learning approaches that have failed safely and keep on going higher because you drive them with all of yourself.
• Stop hoarding knowledge – share it and pay it forward instead, as it’s the best way to get that knowledge to lead to grand work, art crafts, masterpieces!
• Offer your respect in return: part of the ecology is to cultivate it too by paying respect to the artists around us who are sharing their art as gifts.
• Trust that people are not so interested in buying products, but as Seth Godin points out, they are interested in “relationships, stories, magic“!
• Turn to ‘Open’ and ‘Working out loud’
• Read, listen to or watch Linchpin…

I’m on to seek my next Godin book now… Any recommendation?

Related blog posts:

• The constant knowledge gardener
• From ego-tripping to ego-rippling: the knowledge ego-logy paradigm
• We are a system, you cannot I-solate yourself, so surf and co-create the wave of our collective grace
• I share because I care!
• Go organic, go civic! #KMalreadyHappensAnyways
• Agile KM from ‘SMART goals’ to ‘practice SMARTS’
• ‘Open’ as default, not the exception – oh, and please get over your self importance 😉
• Open knowledge, working out loud, sharing ideas and our mind at large

A knowledge management primer (3): JKLMNO

The KM alphabet primer continues (Credits: Le web pedagogique)

This is a new series of posts, an alphabet primer of agile knowledge management (KM), to touch upon some of the key concepts, approaches, methods, tools, insights in the world of KM. And because there could have been different alternatives for each letter I’m also introducing the words I had to let go of here.

Today, after the ABC of KM and the next six letters (DEFGHI), I’m pursuing the alphabet discovery with JKLMNO.

---

 

J for Journey

Any and every KM initiative is a journey unto itself and because it is a learning journey with no fully guaranteed results, the journey matters as much as the destination. It brings up lots of ideas, feedback, insights and more.

J could also have been…

Journaling – A great practice for documentation, journaling (as blogging is) has the potential of revealing deeper patterns that explain a lot of things. For KM, journaling on the KM initiative, documenting the process, and even impressions of individuals involved can be the difference between success and failure, between quick and slow, between good quality and sloppy.

Knowledge (Credits: Iqbal Osman)

K for Knowledge

Of course, what else? Knowledge is the capacity to turn information to action, and if it’s the sum of insights we have, but not a commodity that can be transferred. There are many (also visual) understandings of knowledge. I’m just offering my definition here. But knowledge is certainly what puts KM in a mystical world, as it relates to how our brains work and how we connect with each other to form a collective intelligence.

K could also have been…

Know-how – Next to what we know there are also many processes set know that help us to do things. Practical knowledge, hands-on, instructional stuff to move from theory to practice, including practice smarts.

L for learning

I wouldn’t leave the last part of my definition of KM as it is the most important one to justify the existence of knowledge management. And whether it’s about learning how to retain institutional memory or how to innovate, learning is the driving force to make us every better equipped to deal with challenges and to increase our capacity to adapt and anticipate, to be resilient etc.

L could also have been…

Management versus Leadership (Credits: David Sanabria)

Leadership – leadership is the vision that drives initiatives, shows the way  and rallies support all along. No KM endeavour survives without strong leadership and leading by example – and innovating. And this is true at all levels, not just about top management. The KM project leader, management and personnel alike must demonstrate that sort of leadership – but they can only do so if they have all been properly involved and empowered to do so of course.

Library – Libraries used to be the crude epitome of knowledge management in the times of old. The vast quantity of information that codified the knowledge of the ancients was so great that it’s no wonder the first era of KM wanted to mimic this in the digital world. But that was not enough. Online brochures’ advocates learned that at a high cost.

M for Management

Leadership is key in KM. But management is also very important. Managing change, managing assets, managing processes, managing tools and managing people to make sure all these elements work in synergy and support each other.

M could also have been…

Monitoring – Part of the management of KM is monitoring how it is going, collecting metrics that give indications of visibility, use, appreciation and gains in produce of any kind. Monitoring is at the heart of learning and thus of KM too – even though it is usually the reason why people give up on KM because it is so difficult to go beyond the use of information platforms and learning processes to point to what people are doing with it.

Meta tags – An essential element of curation are the meta tags that allow to describe a resource and make it easier to retrieve later through search.

N for Network

From networkshops to communities of practice and assessing networked value, from personal learning networks to engaging in social networks, networks are ubiquitous. The world of KM in 2016 cannot avoid this fact, and it explains why so much emphasis goes nowadays on distributed learning, on massive open online courses, on cultivating personal learning networks etc. Knowledge management always was a network thing in itself. It now hast just become utterly obvious.

Networks, interconnection (Credits: Rob/FlickR)

N could also have been…

Your suggestions?

O for Open 

If the ultimate goal of knowledge management is to connect and convert everyone to cultivating our collective intelligence, then a general state of Open-ness is central to it. Open knowledge, open source, open access, working out loud and all the rest of it.

The reality is still a bit more subtle than this: in certain areas where the mindset is not all that open, agile KM has to create safe closed spaces where progressively people can taste the power of Open, little by little, in smaller groups first. But open KM is almost a tautology.