If you look closely at people who are succeeding in this new digital world of work, you’ll notice they have something in common: they’re fast learners and they’re willing to adapt. If you want to grow as a person and a worker and if you want to gain skills that will help you take that next step in your career, you’ll probably have to learn those skills on your own.
In the post-recession workplace, your company probably isn’t going to send you to a conference so you can learn that new skill that will make you an even more valuable employee … Your boss probably doesn’t have time to hold your hand as you figure out how to use a new tool that will make your team more efficient. And it’s unlikely you’ll be encouraged to spend your workday focusing on forward-looking, innovative projects that will really help you grow.
Standard document management methods have been shown to fail over the years, as most workers do not personally adopt them. Developing good network learning skills, on the other hand, can aid in observing, thinking and using information and knowledge. Learning in networks also prepares the mind to be open to new ideas and can result in “enhanced serendipity.”
One of my objectives with the current PKM Workshop was to review most of my resources and work on developing new ones. Much of my work on PKM has been inspired by others. I have put these pieces together into a framework that I think makes sense and may be of some use.
The Power of Pull by John Hagel. John Seely Brown & Lang Davison looks at how digital networks and the need for long-term relationships that support the flow of tacit knowledge are radically changing the nature of the enterprise as we know it. It is also an excellent reference book for understanding many facets of personal knowledge management. I have had this book on my reading list for quite some time and luckily Jay Cross gave me a copy which I read on the flight back from the west coast this week.
PKM helps people stay focused on the edges of their knowledge and look for innovation and opportunity. I have written, in embrace chaos, that I think the edge will be where almost all high value work gets done in organizations. Core activities will be increasingly automated or outsourced. Value is moving to the edge. The core is being managed by fewer internal staff and any work where complexity is not the norm will be of diminishing value. PKM enables tacit knowledge flows from the edge to the core and back."