Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
and
Knowledge Management
Rearning
Knowhow Synergy Pool sources Show & Share / Forum / Proceeding 6 / Exchange Experience /
1 Topic sentence Idea ... Post It Show & share
Motivator Party Booper Culture bluff (Respect individual) choice Decision making & Risk analysis Movie
DeFragment ... Child Centered Education ... How to think How to ask Play & Learn
() () Do what U love Money (Success) will follow ... Select Knowledge ( ) Decision matrix ... Personal consultant Die
. Goolgle / Pantip.com Timing ... No gap ..... recruit . ( ) ..... Mental model .... .... ... ... .... (tacit >Explicit) ... Innovation
0 6 5 4 7 . . 9 8 3 2 1
0 6 5 4 7 . . 9 8 3 2 1
5 communication / Foreign 6 Scholar / Familyman /love 7 Philosophy / Religious 8 Risk taker / Businessman 9 Talent / Gift / Master 0 Power / Angels
0 3 2 1 1 6 8 7
BASIC Brain
. . 20 10 76
Emotion /Heart
0 5 4
Home: 02 2596897
1.1
1.2
1.3
LO & KM
ISO
2.1
2.2
LO & KM
4
KM LO
LO
2.3
2.4
2.5
...
5
Share Vision Team Learning ..
Sen
Personal Mastery
Patter ...
2.6
Mental model Systemic Thinking -> Personal mastery
Sen
Systemic Thinking
Personal mas
Share vision
Systemic Thinking
Mental mode
Learning
( ) ( ) () ( ) Learning Any where by Any time doing / by mistakes / Plan Do Check Any teacher Action / Define Measure Analysisnot any subject But improvement Control Learn how to learn (Knowledge) /
Personal Mastery
...
Systemic Thinking
Learn how to think Plan Do Check Action ( ) / / Butterfly Effect De Bono DMAIC / Six Sigma Logic ( ) / Technique ( ) / Discipline ( )
Personal Mastery
......
Mental Model
( Entertainment : Respect Individual ( )
) Self-
Moral
Share Vision
(Strategic Roadmap) (KPI : Outcome / Output ) / Balanced Scorecard Change Management ( )
Team Learning
Individual learning & Portfolio Group learning & Portfolio Company learning & Portfolio Inter-organization learning / Alliance
10.1
LO & KM
&
strategy roadmap core competency change management coaching leadership coaching computer KPI portfolio
10.2
10.3
KM CC Core competency LO
coaching
11.1
Learning by doing
Text
Mental model
(Ignorant)
Know how
!!!
Fact
15.1
/ / / / / / /
24
Input
/ /
/ / /
Phase I : / / ( ) / / Phase II : ( ) Phase III : Phase IV : (Knowledge) / Learner centered education Phase V : (transfer) (Implement) Phase VI:
.
Knowledge
Justified true belief:
Tacit
Explicit
.
Interaction
Think
- -
- Engagement : Building Trust - Presence - Communication : , Feedback , Show & Share , Reflection - Control - Assessment : Intervention - Consistency
Competencies
- , Heart of Change
Heart
1. New Method 2. New Innovation Sustainable Growth 2. New Innovation 3. New Strategic 3. New Strategic 4. Happy Human Capital 4. Happy
to dS l Mi
ne
ne
24
on St ld Mi
St ild M
e on
n ar Le
w ho
n ar Le to
e
PDCA Motivation
Explicit I plicit
KM
(1) Identify
2) Capture
Outside Knowledge sources -- > Inside Buying -- Black box / Grey box Digging - Child centered Education Tacit transform to Explicit
3) Select
TQM vs LO & KM
LO HRD HRD Capital
Strategic Management HRD Management Customer focus Business Results BSC & KPI LO & KM
Leadership
Information Management Process & Quality Management
.
ISO
KM
CKO (chief knowledge officer) Global Knowledge Manager VP of Knowledge Transfer VP of Knowledge-Based transfer Intellectual Asset Management for New Business and Central Research Chief Learning Officer KM Champion Office of Best Practices Internal KM Consultant Director, Intellectual Asset Management Director , Intellectual Capital
.
Weakness
KM
Outcome Activities
HRD
HRD
.
HR Competency
Core competency Professional competency Technical competency
Awareness Skills Technology
Productivity Strategy
Growth Strategy
Service
Relationship
Human Capital
Culture
RE - Imagine
Tom Peters
(Strategy)
IT Network
200 TQM / Six Sigma
Knowledge
...
...
... ...
Visual
Auditory Kinesthetic
Learning Styles
Visual / Audio / Hand Teacher dependent ( ) Content dependent ( ) Independent ---- Group Step by step Learning by doing Literature review -- > action Context ( )
Context Field dependent (Experiment) Field independent (Read) Flexible Environment Structured Environment Independent (Stand alone) Dependent Relationship Driver Context Driver
Input Visual external Visual internal Audio External Audio Internal Kinesthetic tactile( L by Doing Kinesthetic Internal (How >What)
Response Filters Externally Referenced ( Internally Ref ( ) Matcher ( ) Mismatcher ( De Bono) Impulsive Experiment( ) AnalyticalReflective (
1 a) imaginative b) investigative c) realistic d) analytical 2 a) organized b) adaptable c) critical d) inquisitive 3 a) imaginative b) investigative c) realistic d) analytical
4 a) personal b) practical c) academic d) adventurous 5 a) precise b) flexible c) systematic d) inventive 6 a) sharing b) orderly c) sensible d) independent
7 a) competitive b) perfectionist c) cooperative d) logical 8 a) intellectual b) sensitive c) hard-working d) logical 9 a) reader b) people person c) problem solver d) planner
10 a) memorize b) associate c) think-through d) originate 11 a) changer b) judger c) spontaneous d) wants directions 12 a) communicating b) discovering c) cautious d) reasoning
14 a) completing work b) seeing possibilities c) gaining ideas d) interpreting 15 a) doing b) feeling c) thinking d) experimenting
1 2 3 4 5 6 7 8
Concrete random Abstract sequential
c a b b a b b c
d c a c c c d a
a b d a b a c b
b d c d d d a d
9 10 11 12 13 14 15
d a d c b a a
a c b d d c c
b b c a c d b
c d a b a b d
Concrete sequential (Realistic & step by step) Abstract random (Unrealistic & experimental)
Lab School 5
Free learning: Great Ideas 1 ... 1 Family team learning : Standard learning
.
Studio
Human resource management (HRM) systems will begin to look more like customer relationship management (CRM) systems where we must know as much about our people (existing and future) as we do about our customers. Applications in the future will be much more personalizable. Every user will have a customized way of working with their information. There will be more of a selflearning and intuitive model than we have today.
Source: IHRIM Journal (12.2000)
.
Never
Satisfied Customer
.
2010 Demographics :
New World of Work < 1 in 10 F500 #1: Manpower Inc. Freelancers/I.C.: 16M-25M Temps: 3M (incl. CEOs & lawyers) Microbusinesses: 12M-27M Total: 31M-55M
Source: Daniel Pink, Free Agent Nation .
You are the storyteller of your own life, and you can create your own legend or not.
Isabel Allende
.
I AM AN ARMY OF ONE
.
The average knowledge worker will outlive the average employing organization. This is the first time in history that s happened. So the center of gravity of higher education is shifting from the education of the young to the continuing education of adults.
Peter Drucker, Business 2.0 (08.22.00)
.
continuing professional education of adults is the No. 1 industry in the next 30 years mostly on line.
Peter Drucker, Business 2.0 (22August2000)
.
One size NEVER fits all. One size fits one. Period.
.
Schools were designed by Horace Mann, E.L. Thorndike, and others to be instruments of the scientific management of a
Schools are intended to produce, through the application of formulas, formulaic human beings whose behavior can be predicted and controlled. To a very great extent, schools succeed in
mass population. doing this. But in a society that is increasingly fragmented, in which the only genuinely successful people are independent, self-reliant, and individualistic, the products of school and schooling are irrelevant. A Different Kind of Teacher, John Taylor Gatto
.
How many artists are there in the room? Would you please raise your hands. FIRST GRADE: En masse the children leapt from their seats, arms waving. Every child was an artist. SECOND GRADE: About half the kids raised their hands, shoulder high, no higher. The hands were still. THIRD GRADE: At best, 10 kids out of 30 would raise a hand, tentatively, selfconsciously. By the time I reached SIXTH GRADE, no more than one or two kids raised their hands, and then ever so slightly, betraying a fear of being identified by the group as a closet artist. The point is:
Every time I pass a jailhouse or school, I feel sorry for the people inside.
Jimmy Breslin, 07.11.2001, on summer school in NYC [ If they haven t learned in the winter,
what are they going to remember from days when they . should be swimming? ]
The best evidence that our schools are set up to school and not be usefully educationally lies in the look
Rooms with no clocks, no telephones, no fax machines, no stamps, no envelopes, no maps, no directories, no private space in which to think, no conference tables on which to confer. Rooms in which there isn t any real way to
of the rooms where we confine kids. contact the outside world where life is going on.
. A Different Kind of Teacher,John Taylor Gatto
It is an inescapable reality that students learn at different rates in different ways. That creates the need for a schedule of sensitivity that only teachers close to the particular student can devise not some theory-driven, centraloffice, computer-managed schedule.
Ted Sizer
.
Think?
Students who receive honor grades in collegelevel physics are frequently unable to solve basic problems encountered in a form slightly different from the one in which they have been formally instructed and tested.
.
Her approach to children in the classroom could be summed up by one word respect. She accorded
them the dignity, trust and patience that would be given to someone embarked on the most serious of endeavors and who was, at the same time, endowed with the potential and desire to achieve his goal. She was constantly in a listening state.
.
Learning is
never divorced
from feelings.
Frank Smith, Insult to Intelligence
.
Gatto s Lab School ONE. Independent Study. A day out of the school building, chasing ONE BIG IDEA. TWO. Apprenticeship. THREE. Community Service, a day a week. FOUR. Team up with parents, yours or someone else s, for Family Teamwork Curriculum. FIVE. Class work.
Jamal Watson, 13, from . sExpress Quarterly; from Children John Taylor Gatto, A Different Kind of Teacher
Richard Paul, Director, Center for Critical Thinking: We need to shift the focus of learning from simply teaching students to have the right answer, to teaching
Actual content may not be the issue at all, since we are really trying to impart the idea that one can deal with new areas of knowledge if one knows how to learn, how to find out about what is known, and how to abandon old ideas when they are worn out.
Education3M Learning is a normal state. Children are learnavores. Prodigious feats of learning are common as dirt.
[Watch an H.S. QB studying game film.]
We learn at different rates. We learn in different ways. Boys and girls learn [very] differently. In a class of 25, there are 25 different trajectories. Learning in 40-minutes blocks is bullshit. Learning for tests is utterly insane. There are numerous rigorous evaluation schemes, of which. testing is but one and abnormal, by real world standards.
Education3M We learn most/fastest/most completely when we are passionate about what we are learning and it matters to us. [Salience rules!] Think EBI/LBI: Education by Interest/Learning by Internship. Classrooms are abnormal places. We need changes of pace. [Japanese recesses after
each class.]
International test scores are not correlated with hours-per-year in class. Big classes are slightly problematic. Big schools . suck. Period.
Leaders Do Not
Transform People !
Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully express their innate curiosity and (4) engage in a vigorous discovery voyage by which those people (5) go to-create places they (and their mentors-teachers-leaders) had never dreamed existed. And then the leaders-mentorsteachers (6) applaud like hell, stage photoops, and ring the church bells 100 times to commemorate the bravery of their followers . explorations!
Leaders Do Not
Transform People !
Instead leaders-mentors-teachers (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful opportunities (projects) which (3) allow people to fully express their innate curiosity and (4) engage in a vigorous discovery voyage by which those people (5) go to-create places they (and their mentors-teachers-leaders) had never dreamed existed. And then the leaders-mentorsteachers (6) applaud like hell, stage photoops, and ring the church bells 100 times to commemorate the bravery of their followers . explorations!
1. Leaders Cede
Control.
.
I don t know.
.
3. Leaders
1965-1980: R.A.F.
(Ready.Aim.Fire.)
1980-1995: R.F.A.
(Ready.Fire!Aim.)
1995-????: F.F.F.
(Fire!Fire!Fire!)
.
4. Leaders
FORGET!/
Leaders
DESTROY!
.
Leaders Have to Deliver, So They Worry About Throwing the Baby Out with the Bathwater.
.
5. BUT
6. Leaders HANG
OUT WITH FREAKS!
.
Are there
7. Leaders Make
[Lotsa] Mistakes and
MAKE NO BONES ABOUT IT!
.
PASSION!
.
10. But
Leaders Also
Minimize risk Respect the chain of command Support the boss Make budget
*Fortune, article on . Most Admired Global Corporations
The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.
Michelangelo
.