Earlier | Home | Later
Wednesday, October 16, 2002
Organisational learning is about building networks
Business 2.0: The management secrets of the brain [via elearningpost]
Your brain is the ultimate example of a complex, decentralized organization. And because we (usually) behave coherently, smoothly integrating new circumstances as they arise, the brain is also the epitome of an adaptive organization, a learning organization, a shared-vision organization -- in short, the ideal modern company.
Management rules we can learn from our brains:
- Never try to micromanage a large, complex organization
- Don't let bottom-up self-organization go wild
- The best way to control your subordinates is to just point them in the right direction
- Be careful listening to the voice of experience -- that voice could be your own
- The organization can't succeed without passion.
I would add one more parallel: <organisational> learning is about building networks. [I'll try to search for the good reference about this process in our brain].
What would be the metaphor for KM?
So far I wasn't able to find the reference, but I know from somewhere in my studies that within the brain learning is about making connections.
The funny things is that I found something else: Brain-Based Learning article in The Encyclopedia of Educational Technology. And I loved this piece (bold is mine):
Like a symphony orchestra, the various parts of the brain are instruments that play collaboratively to provide meaningful learning. Learning is the music of the brain.
Recent SynapShots with Channeling Innovation link:
Channeling Innovation : By James L. Fahey; Published October 14, 2002 - "Despite its importance to business, innovation can be a confusing distraction. An effective process for managing innovation allows organizations to respond to markets while remaining focused on business objectives … Seven Steps for Channeling Innovation:
1. Clearly articulate business objectives and priorities
2. Include all the right people
3. Pick a leader and an administrator
4. Create a list of recommended innovations
5. Publish the list and give all participants access
6. Meet regularly with a clear objective
7. Stick to the lists
Although the process for channeling innovation appears somewhat elaborate, it is actually quite efficient and consumes relatively little human resource time.
Special Interest Group on KM Research - Quaerere
[This is a follow-up of KM Summer School]
Hard work and a lot of e-mails of last two weeks had paid off: Special Interest Group on KM Research - Quaerere was created at Knowledge Board.
From Quaerere: goals and objectives
«Quaerere - Research and Action on the Learning Society - constructing meaning and knowledge through interaction»
Quaerere - from Latin (pronounced Kuerere), means to inquire, to search, to investigate and also to want.
Motto: "Truth emerges more readily from error than from confusion" (Originally from Francis Bacon, Novum Organum)
Purpose: to promote the building blocks of the Learning Society
Goal: Theory building and practice improvement on knowledge management and organisational learning through reflexive interaction
- To work on-line and to meet regularly face-to-face
- To develop peer support and personal commitment to research goals
- To report on the process while we go through our work and interaction
- To work in an interdisciplinary way
- To invite other researchers in Knowledge Management related areas
Earlier | Home | Later
© Copyright 2002-2007 Lilia Efimova.
This weblog is my learning diary. Sometimes I write about things related to my work, but the views expressed here are personal and do not necessarily reflect the views of my employer.