tag:blog.jackvinson.com,2007://1/tag:blog.jackvinson.com,2006://1.7845- 2007-12-03T11:48:31Z Comments for Work and Working Jack Vinson writes about knowledge management, personal effectiveness, theory of constraints and more. As of December 2007 Jack will likely start writing about product management too. Movable Type 4.01 tag:blog.jackvinson.com,2006://1.7845.3367 Comment from Chas Martin on 2006-04-13 Chas Martin http://blog.bettermanagement.com Knowledge Management, in my estimation, is painfully boring. That is why the social networking idea has taken hold relatively quickly. It's not boring. People will share information with strangers in anecdotal form (story telling). They enjoy sharing facts, fears and links to other persepctives. This is people sharing and (in a different form) managing the transfer of knowledge. If that is what KM was originally intended to accomplish, social media has succeeded where KM systems have failed. My experience is that KM systems are as valuable as trash baskets. They provide a repository for information that sits undisturbed until it is disposed of eventually. If you have ever had to dig through a trash basket to retireve something, it's about as much fun as digging through a KM system for a piece of information.
I believe Lilia Efimova's suggestion may be correct. Social networks add a layer to knoweldge sharing that's been missing. If people find a reason to converse and share, they will eventually link to the information stored in the KM system. Others will find it because it was recommended, referenced, praised, criticized or somehow identified as worthy of attention.

]]> 2006-04-13T20:56:37Z 2006-04-13T20:56:37Z tag:blog.jackvinson.com,2006://1.7845.3368 Comment from Ton Zijlstra on 2006-04-14 Ton Zijlstra http://www.zylstra.org/blog Hi Jack,

Interesting distinction work and working.

In my work I often see organizations spending most of their mgmt energy on controlling working (making procedures so tight you have but one way to move), as a way to control the work (output). They do that by requiring additinal work (docs, reports whatever) on the way to the actual work (that's sold).

Me and my colleagues try to make them move towards having a lot of control and steering, but not on behaviour but on results. And having a lot of freedom and space for people to move around in (let them have their own working routines). Most orgs tend to treat control/steering and freedom/space as opposites. I'd say you'd have to maximize both to have a high ability to change as an org (my number 1 aspect for healthy orgs in this day and age).

Then we start looking with clients how to facilitate working, in order to make the work more effectively realized.

]]> 2006-04-14T05:36:34Z 2006-04-14T05:36:34Z