Here are some of the insights and observations that were shared via Twitter this past week.
Image: Mimi and Eunice
@ValaAfshar – “Stop chasing best practices, instead chase the best people.”
@counternotions “notion of a 3-5 yr technology road map is untenable & unrealistic outside of mainframes, ERP, retirement tracking & nuclear containment”
Thabo Mophiring, @Thabo99 posted this to me: @hjarche I just blogged for the first time and now finally understand your comment on blogging in the old days and social curation. [in response to my earlier comment that when blogs were one of the few available social media, the curation included much more commentary and required more work]
Why Britannica failed on paper by @dweinberger
Paper doesn’t scale.
Paper-based knowledge can’t scale.
The Net scales.
The Net scales knowledge.
IM vs KM by @JBordeaux
The difference between IM [information management] and KM [knowledge management] is the difference between a recipe and a chef, a map of London and a London cabbie, a book and its author. Information is in technology domain, and I include books (themselves a technology) in that description. Digitizing, subjecting to semantic analysis, etc., are things we do to information. It is folly to ever call it knowledge, because that is the domain of the brain. And knowledge is an emergent property of a decision maker – experiential, emotional framing of our mental patterns applied to circumstance and events. It propels us through decision and action, and is utterly individual, intimate and impossible to decompose because of the nature of cognitive processing. Of course, I speak here of individual knowledge.
Knowledge Inventories via @IsabelDeClercq
Unfortunately, every few years, the ‘knowledge inventory’ baloney pops up again. It is always proffered by arrogant and unfortunate Western rationalists. They think they can apply analytic reductionism to complex phenomena like knowledge, networks and value. They ALWAYS fail and eventually go away.
In summary, business productivity and knowledge inhabits complex networks. It CANNOT be broken down and reassembled. Rather, praxis and phronesis achieve social comprehension, knowledge cohesion, leadership maturity, new capabilities, productivity, growth, business prosperity and optimal outcomes overall.
The question was: why all the members of the first group were capable to share knowledge independently from the difference in ages, hierarchy or sex in the group members for generations, while in the second group new discoveries were owned by small groups of orangutans and then disappearing with them? What allowed the widespread of a knowledge inside the whole group and why new ideas did not disappear after inventor’s death but continue for generations?
How could the new knowledge become a group’s assets?
In this exceptional natural scenario van Schaik discovered that this fact has a cultural cause!
The cultural difference in the group characterized by a shared culture was a physical and emotional code of proximity that allowed members of the group to approach and interact between them easily. We are in the knowledge’s economy and the cultural proximity code is the first secret to transform knowledge in a evolutive boost.