A lot has been happening over the past couple of weeks, quite a few things I want to write about and ideas to explore. It’s just been a very busy couple of weeks, and all of my writing (and coding and much of my thinking) has been aimed at my day job. You know, the […]
Many of the key practices and approaches that enable the transformation of organisation receive pushback from managers initially because they don’t fit into a traditional management mindset of task efficiency. … Employees will often push back on new digital practices like collaboration, design thinking, agile and experimentation. If you are busy, the returns of this […]
I finally realized one day that the problem has become not, “How do we remember all this knowledge that we’ve learned?” but rather, “How do we forget all this knowledge we’ve accumulated that we no longer need so we can focus on what we do need?”
After a moment of seeming incredulity, a senior analyst spoke up and said, “I don’t really care what that senior leader thinks intel should provide — he’s not an intelligence officer and doesn’t know anything about what constitutes good intel.” The group laughed heartily in collective endorsement. The analytic tradecraft specialist who had just told […]
At the Strange Loop conference last month, I met a couple of guys wearing Vibram Five Fingers shoes. They both highly recommended them, so I figured I’d give them a try. I went for the KSO model in black and orange (shown at right). I’ve been wearing my KSOs pretty much everywhere for the past […]
A couple of summers ago I read Management of the Absurd by Richard Farson. The book lives up to its title and one that I heartily recommend. It contains a wealth of ideas and views on management that you don’t often come across. For example, this on the management of creativity: Real creativity, the kind that […]
From Seth Godin’s recent article Why ask why? The secret to creativity is curiosity… The student with no curiosity… is no problem at all. Lumps are easily managed. Same thing is true for most of the people we hire. We’d like them to follow instructions, not ask questions, not question the status quo. This reminded […]
Though I hate to say it, this explains a lot. I don’t know if I buy into it completely, but I think anyone who fits the description of “innovator” given above can probably recount more than one story like this from personal experience.
Just because everyone is told the same thing doesn’t mean that everyone hears the same thing.
Or, to be more specific to the world of knowledge management and knowledge work: Just because all of your knowledge workers have the same knowledge doesn’t mean they all “know” the same thing.
From my M. C. Escher calendar: Any schoolboy with a little aptitude can perhaps draw better than I; but what he lacks in most cases is that tenacious desire to make it reality, that obstinate gnashing of the teeth and saying, “Although I know it can’t be done, I want to do it anyway.” This […]