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Links 1 through 10 of 3441 Harold Jarche's Bookmarks

%22Ton may have started her research in retail%2C but she believes her core findings are relevant in nearly every industry. After re-evaluating the relationship between worker management and profit%2C she argues that many corporate leaders will realize that paying their workers more and treating them better will actually make everyone better off. And this%2C indeed%2C would foment a small revolution. For generations%2C technology has been a source of misery for many low-paid workers%2C rendering their jobs tedious or eliminating them altogether. Gallup recently reported that only 29 percent of North American workers feel engaged with their work. Yet Ton suggests that a more sophisticated use of those same technological tools could reverse those trends. It%E2%80%99s possible that the lousy commodity jobs that we think of as central to an industrialized economy %E2%80%94 from Charlie Chaplin%E2%80%99s %E2%80%9CModern Times%E2%80%9D to %E2%80%9COffice Space%E2%80%9D to the latest disaster in Bangladesh %E2%80%94 may not be a sad but inevitable result of a bigger%2C more efficient economy%3B it may just be a math error. Ikea%E2%80%99s decision to improve conditions for its workers is a major step forward. Persuading Walmart%2C with its 1.3 million U.S. employees . . . well%2C that might be a revolution.%22

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%22%22Here juxtaposition is revealed as the basic formal operation of synchronicity%2C as two apparently unrelated events or elements suddenly form a secret link that strikes%2C in the mind of the perceiver%2C an evanescent lightning bolt of meaning.%22 - Erik Davis%22

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Key insights include The need to manage rising complexity drives the value of collaboration.%0A 67%25 of workers say that fewer than half the meetings they attend are worth the time%2C according to research by Ovum.%0A Properly deployed%2C today%E2%80%99s technologies deliver exponential improvements in the ability to collaborate.%0A Advancements in the ability to collaborate are driving extraordinary improvements in overall business performance.%0A 74%25 of executives say collaborative tools are increasing speed to access knowledge%3B 58%25 say they are reducing communications costs.%22

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%22Working with one small team as my %E2%80%9Cpilot program for social learning%E2%80%9D over the last few months%2C I have noticed the team bond %28despite pressures to cross-specialise%29%3B they are more open to new ideas%3B everyone contributes to their own learning and more importantly%2C my subject matter experts who were initially obstructive with comments like%2C %E2%80%9Cthere%E2%80%99s no way you can learn this subject X in such a short time%21%E2%80%9D are now open to the idea that their team don%E2%80%99t have to be experts instantly - but we give them the tools to be able to self direct their learning%2C to learn and grow in the role%3B %E2%80%9CSeek%2C Sense and Share%E2%80%9D with others %28this is from Harold Jarche%E2%80%99s Personal Knowledge Management Framework%29%3B and apply to their learning to their work in their workplace.%22

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%22According to a 2013 study led by Matej Cerne of the Center of Excellence for Biosensors%2C Instrumentation and Process Control in Slovenia%2C knowledge-hiding %E2%80%9Cprevents colleagues from generating creative ideas%2C but it may also have negative consequences for the creativity of the knowledge hider.%E2%80%9D In other words%2C you can%E2%80%99t generate new ideas if you%E2%80%99re suspiciously guarding your territory.%0A%0AMany people try to rationalize their withholding ways. They may tell themselves that they are thinking of the greater good of the organization%2C or that they are in danger of losing their jobs if they don%E2%80%99t keep their superior knowledge status intact.%0A%0A%E2%80%9CKnowledge-hiding is not necessarily intended to harm an individual or the organization%2C%E2%80%9D according to the study by Professors Connelly and Zweig. But in some cases the practice sounds downright Machiavellian%2C where%2C as Professor Zweig put it%2C people look at others as pawns and consider themselves experts in self-serving manipulation. That is something he would like to investigate%2C he said.%0A%0AHow can organizations stop the damaging effects of knowledge-hiding%3F %E2%80%9CPut in incentives to reward people on team outcomes versus solely on individual outcomes%2C%E2%80%9D Professor Zweig said. He noted that many companies devote considerable resources to systems that encourage the transfer of knowledge. But if managers continue to reward individual achievement over group efforts%2C all that expense may well be for naught.%22

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%22This episode taught me a few things about innovation and creativity%2C which I list below%3A%0A%0A Interesting opportunities lurk in unexpected places%3A A kitchen sink - who would have thought%E2%80%A6.%0A %E2%80%A6but it takes work and training to recognise opportunities for what they are%3A If I hadn%E2%80%99t the background in the physics of fluid jets%2C I wouldn%E2%80%99t have seen the stationary waves for what they were.%0A A sense progress is important%2C even when things aren%E2%80%99t going well%3A Tony left me to my own devices initially%2C but then nudged me towards a productive direction when he saw I was going nowhere. This had the effect of giving me a sense of progress towards a goal %28my degree%29%2C which kept my spirits up through a hard time.%0A It is best to work on things that interest you%2C not those that interest others%3A I stuck to my primary interest %28mathematical modelling%29 rather than do something that was not of much interest but may have been a better career choice.%22%0A%0AMy stint in the polymer lab%2C very different from my solo research experience%2C taught me a few more things about creativity and innovation. These are%3A%0A%0A Collaboration between diversely skilled individuals enhances creativity. It is important to interact with others%2C particularly professionals from other disciplines. I%E2%80%99m grateful to my colleagues from the lab for drawing me out of my %E2%80%9Ccomfort zone%E2%80%9D of theoretical work.%0A Being part of a larger effort does not preclude creativity and innovation - although I did not do any experiments%2C I was able to develop models that explained some of the phenomena that my colleagues found.%0A Even modest contributions add value to the end product - great insights and epiphanies aren%E2%80%99t necessary - none of the modelling work that I did was particularly profound or new. It was all fairly routine stuff%2C done using existing methods and algorithms. Yet%2C my contributions to the research added a piece that w

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%22Mikhail Bulgakov spent his first couple of years %281916-1917%29 after graduating as a doctor in the depths of rural Russia. He wrote a number of semi-autobiographical short stories about the experience. In one of them%2C he is called out in the middle of the night to deal with a difficult and dangerous pregnancy%2C a transverse lie%2C in which the baby is lying horizontally with its shoulder nearest to the birth canal. His two experienced midwives looking on%2C Bulgakov tries to give an impression of competence%2C but while he aced his obstetrics paper%2C he knows the task of turning the baby - called a version - in the womb is hazardous%2C and all his book knowledge flies from him. On the pretext of getting his cigarettes while the midwives prep the mother%2C he rushes to his room and goes through his obstetrics textbook. Then as he scrubbed up for the procedure%2C his midwife %E2%80%9Cdescribed to me how my predecessor%2C an experienced surgeon%2C had performed versions. I listened avidly to her%2C trying not to miss a single word. Those ten minutes told me more than everything I had read on obstetrics for my qualifying exams%E2%80%A6%E2%80%9D%0A%0AAfter the procedure%2C which was successful%2C he returns to his room and starts flipping through his obstetrics manual again. %E2%80%9CAnd an interesting thing happened%3A all the previously obscure passages became entirely comprehensible%2C as though they had been flooded with light%3B and there%2C at night%2C under the lamplight in the depth of the countryside I realised what real knowledge was.%E2%80%9D%0A%0AWe sometimes think of explicit technical knowledge and tacit experiential knowledge as distinct things%2C because they come in different forms. In knowledge management we certainly manage them in different ways. But Bulgakov%E2%80%99s story reminds us of how intimately connected they are. The knowledge in the obstetrics manual is codified for reading no doubt. But it is itself a hardening and crystallisation of centuries of experiential knowledge. And get

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%22Another set of behavioral questions would be%3A%0A%0A%2A Do you actively seek information outside of your own comfort zone%2C or %E2%80%98domain of expertise%E2%80%99%3F%0A%0A%2A Do you consider the perspectives of others independently of your own %E2%80%98set of rules%E2%80%99 or %E2%80%98set of beliefs%E2%80%99%3F%0A%0A%2A Do you read a post in its entirety before firing off opinions%2C or taking a position about a theme or a topic%3F%0A%0A%2A Can you sit with a post or piece of information%2C say%2C for a few hours or even a few days%2C months even%2C before responding or expressing an opinion%3F%0A%0A%2A Can you build on ideas in a respectful conversation format%E2%80%8A%E2%80%94%E2%80%8Aideas that feel %E2%80%98uncomfortable%E2%80%99 or %E2%80%98strange%E2%80%99 or %E2%80%98extreme%E2%80%99 relative to what you%E2%80%99ve learned about the world%3F%0A%0A%2A Can you concede being %E2%80%98right%E2%80%99 or being %E2%80%98wrong%E2%80%99%3F%0A%0A%2A Most importantly%2C can you resign yourself to the simple declaration%3A %E2%80%9CI don%E2%80%99t know%E2%80%9D%2C or %E2%80%9CI might not know%E2%80%9D%3F%22

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This is how diversity works%3A by promoting hard work and creativity%3B by encouraging the consideration of alternatives even before any interpersonal interaction takes place. The pain associated with diversity can be thought of as the pain of exercise. You have to push yourself to grow your muscles. The pain%2C as the old saw goes%2C produces the gain. In just the same way%2C we need diversity%E2%80%94in teams%2C organizations and society as a whole%E2%80%94if we are to change%2C grow and innovate.

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%22Drawing a direct comparison with fracking technology chief scientist Mark Walport%E2%80%99s annual report said%3A %E2%80%9CHistory presents plenty of examples of innovation trajectories that later proved to be problematic %E2%80%94 for instance involving asbestos%2C benzene%2C thalidomide%2C dioxins%2C lead in petrol%2C tobacco%2C many pesticides%2C mercury%2C chlorine and endocrine-disrupting compounds%2C as well as CFCs%2C high-sulphur fuels and fossil fuels in general.%22

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