Friday’s Finds: November 9th Edition

by alison

A visualisation of those who mentioned a public health organisation on Twitter. Organisations are increasingly operating in a similar way.

My week had me thinking a lot about resistance to change while I continued to read about the new skills and abilities we need to possess in contemporary organisations. Our working methods are changing—we are collaborating more and more in matrix situations and we are working more virtually. What’s the delay to networked, knowledge work?

A few related things that I read this week:

        • Two more general articles on why it’s important to ‘expose expertise‘ in organisations and some of the ways that collaborative technology can enable this new way of working. However, employees will need to ‘learn how to learn’ in this way in order to do so. How can an HRD practitioner demonstrate the strategic value of this to decision-makers for the initial buy-in needed to enact this shift?
        • It’s not enough to have just have the technology, it’s a culture change. Lessons learned from other large organisations’ fostering of collaborative workplace methods.
        • Julian Stodd discusses our need to become ‘agile’ learners in order to be adaptable to rapid change.
        • “Routine workers might need organised and designed learning solutions; but knowledge workers (can) organise their own learning…” – Jane Hart.
        • Harold Jarche suggests why we need to get on board with this as learning professionals.

Questions that developed:

        • What holds us back—as individuals and as organisations—from developing the capacity to work collaboratively?
        • Does this come down to fear, and if so, can it be overcome by modeling the new working behaviours and showing openness to help others to do the same? Knowledge Management (KM) expert Dave Snowden says that ‘…just sharing and having conversations will not scale, easy to argue with hindsight … Curiosity is a key point.’ So, overall thinking must change. But how?
        • Is support best championed at the top or can change come from the bottom? Or is it situational? Kotter’s change management theory suggests that it starts at the top by creating a sense of urgency.

What has been your experience?