Unmanaging knowledge - How to tell the boss to back off | Sma...
Popularity Report
 |
|||
|
|||
|
|||
|
|||
|
|||
|
Rank
URL Tag Cloud
Bookmark History
Saved by 9 people (0 private), first by anonymouse user on 2009-05-22
- Nisaga on 2009-09-15 - Tags KM
- Max_rohde on 2009-06-03 - Tags knowledge management , tacti , explicit
- Bertrandduperrin on 2009-06-02 - Tags knowledgemanagement , management , tacitknowledge , knowledgeworkers
- Midmarketplace on 2009-05-27 - Tags km2.0
- Dmcolon on 2009-05-25 - Tags Leadership
Public Sticky notes
You’ve got a pretty good boss, yet he or she still heeds the traditional creed of command and control. But it doesn’t work for you. You’re engaged in knowledge work and you’d like to tell the boss to back off. What do you do? Explain it to the boss first chance you get. Here’s a good way to do it.
Highlighted by fqprof
Knowledge workers are an investment rather than an expense. They not only desire considerable personal autonomy but also the responsibility and accountability for running at least some part of an organization. They need to be treated as partners or associates and not as typical Industrial Age employees.
Highlighted by bertrandduperrin
Further, tacit knowledge must be allowed to “emerge” through voluntary collaboration or self-organization. People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
Highlighted by bertrandduperrin
People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
Highlighted by joanvinallcox
The organizational sweet spot is like the sweet spot on the strings of a tennis racket. In a general sense, the sweet spot of the racquet is the area of the string bed that produces the best combination of feel and power. In an organization, the sweet spot is created by the overlap of a formal and an informal system.
Highlighted by bertrandduperrin
a natural outgrowth of day-to-day interactions, or self-organization by the people representing both management and the informal networks of a given venture.
Highlighted by joanvinallcox
As I’ve suggested in Unleashing Intellectual Capital and in Hidden Assets, organizational ecologies, from my perspective, fall into the following two general categories:
- Controlled-Access System: Where access to the resources of a group and its activities are controlled by one or a few select individuals.
- Shared-Access System: Where resources of a group and its activities are impartially dealt with by all members of an organization.
Highlighted by tsuomela
personal commitment rather than compliance is the dominant success factor.
Highlighted by joanvinallcox
Therefore, we need to place greater emphasis on developing constructive social contexts that support the dynamics that allow people to establish meaningful relationships and in the process share tacit and explicit knowledge to the fullest extent possible.
Highlighted by bertrandduperrin
Public Comment