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PKM Planning Guide

PKM Planning Guide

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Published by Nup Hero
Personal Knowledge Management 4 Dimensions
Personal Knowledge Management 4 Dimensions

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Published by: Nup Hero on Apr 14, 2010
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Personal Knowledge Management Planning Guide 
Personal Knowledge Management Planning Guide 
Developing ways to “work smarter not harder” Kirby Wright 
Table of Contents 
Introduction to Personal Knowledge Management 2Understanding Knowledge Work 2 
Understanding the Analytical Dimension 3Understanding the Information Dimension 4Understanding the Social Dimension 5Understanding the Learning Dimension 6
 Analytical Dimension questions 7Information Dimension questions 7Social Dimension questions 8Learning Dimension questions 9Developing a PKM Plan - suggestions 9Sources for more information 11
 This work is licensed under theCreative Commons Attribution-NonCommercial-NoDerivs 2.5Canada License
Personal Knowledge Management Planning Guide 
Introduction to Personal Knowledge Management 
Increasingly, organizations depend on the contributions of knowledge workers. Knowledge workers are people with highlevels of expertise, education and experience, whose primary role involves the creation, distribution or application of knowledge. Often, knowledge workers define their own work and have autonomy in determining what, when and how they will do their work. Typically, they assume responsibility for managing themselves and their work tends to beunstructured. To be effective, knowledge workers engage in continuous learning and improvement. Most learning occurson the job, through experience and interactions with peers, experts and members of their networks.For knowledge workers, engaged in tasks such as developing plans, negotiating a contract, diagnosing an illness,investigating a crime, writing a report, the quality of work is often more important than the quantity of work. When oneconsiders the work of knowledge workers - managers, analysts, health professionals, engineers, accountants, policeofficers, and more - one way to understand this work is to focus on the importance of encountering situations, solving problems and making decisions.Research on how knowledge workers engage in problem solving activities highlights the importance of four inter-relatedactivities: analytical processes, accessing and applying information resources, collaborative and social interactions as wellas continuous learning. These knowledge dimensions are applied in context. A number of factors exist including educational background, work experience, personal motivation,creativity and risk capacity. As well, workers function in different organizational settings;each with variations in culture, leadership, work practices, level of knowledge support,openness, innovation, etc. There is a growing acknowledgment of the importance of supporting knowledge workers. The concept of PersonalKnowledge Management (pkm) is one way to do this. PKM focuses on the knowledge activities of individual workersand provides a structured way for individuals to assess their own work practices and identify areas of strength andpotential improvement. The emphasis on pkm is personal - it encourages workers to consider how they work, asindividuals and collaboratively, and to develop mechanisms to work more effectively.
Understanding knowledge work 
 The following section explores the four inter-related knowledge dimensions. Each dimension is discussed in more detail.For each dimension a series of core competencies is identified and the characteristics of each competency is described. While the competencies and dimensions have been created as a result of a synthesis of available research and fieldtesting, it is important to emphasize that, for each knowledge worker, their knowledge processes will be unique. Each of us works within a specific context; even for workers in the same organization and in similar roles, the situations will besomewhat unique. Therefore, the information presented is intended to be suggestive. Your work may not completely fitthese patterns. As well you may perform different roles and functions. As a suggestive guide these descriptions may give some insights about common knowledge worker activities. It is hopedthat these descriptions will make it easier for you to consider your work, compare your roles with others and get a bettersense of some of the types of behaviours you may want to explore as you begin to develop your personal knowledgemanagement plan. A series of questions for each of the four knowledge dimensions have been included. Again, these questions areintended to serve as probes. Some may be more useful than others. Feel free to create you own based on your work requirements.
AnalyticalDimensionInformationDimensionSocial DimensionLearning Dimension
Personal Knowledge Management Planning Guide 
Understanding the analytical dimension
- making sense and recognizing patterns in order to quickly understand the nature of an issue or situation.Sense-making and pattern recognition are key ways that people make decisions in demanding situations (e.g., under timepressures, uncertainty, vague goals, high stakes and changing conditions.) As individuals interpret problems they firstassess the situation to determine if it is similar to previous experience; if so individuals tend to reapply previouspractices judged to have been effective. If the problem is novel (has not been experienced before), sense-making andpattern recognition needs to shift to allow individuals to be more thoughtful in identifying approaches.
- quickly evaluating a course of action by imagining how it may unfold. Envisioning is the intuitive, just-in-time capacity to imagine how an action will unfold. For skilled practitioners, this involves simultaneously being able tosee past and future, understand outcomes and then adjusting behaviour, in real time, when actions do not result indesired outcomes. Due to our memory limitations people usually construct mental simulations using around three variables and around six transitions. Envisioning creates mental models; our models emerge out of own experience andare difficult to articulate. Increasing our awareness/building capacity around mental models involves reflection (ability toslow down thinking processes to become more aware) and inquiry (personal conversations to allow us to test ourassumptions.)
- applying formal analytical methods when a rational choice strategy is required, e.g., there is a need to providejustification, to find agreement when stakeholders have different positions or optimization is required (the process of identifying, through comparison, the best course of action.) Analysis involves applying formal methods which arespecific to one’s work function and/or industry; this may include forecasting, optimization, mathematical modelling,probability and statistical analysis, network analysis, budgeting, processes mapping, etc.
- generating new ideas or concepts, or developing new associations between existing ideas or concepts.Developing creative capacity may involve seeking diversity of experiences (in life and work), participating in a range of avocations that encourage people to think differently (e.g., photography, arts, extensive reading), working with mentors(who are recognized as being creative and open to risks) and extending networks.
- seeing beyond specific situations, to understand the linkages and interactions that comprise a whole system. This involves the ability to consider diverse cause and effect elements, wider implications, multiple influences and theinterconnectedness of forces. Further, since human / organizational systems tend to be dynamic, open and complex, itis often impossible to clearly define a complex problem, given the many elements, their changing nature and a lack of clarity around the ideal end state or solution.
CompetencyDescription InterpretRecognize patterns and make sense o problems EnvisionCreate mental models to solve problems ApplyApply techniques and models tounderstand and address problemsCreateImagine new options, redefine issuesContextUnderstand system elements ancomplexity of problems

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