[unrev-II] KM Path to Communication, Collaboration

From: Rod Welch (rowelch@attglobal.net)
Date: Thu Jun 22 2000 - 16:06:16 PDT

  • Next message: Eugene Eric Kim: "[unrev-II] Augment + categories = OHS v0.1"

    Jack, Paul,

    Just a thought. Communication and collaboration are important, but are at risk
    of becoming more buzz words, as Eric worries is the fate of Knowledge Management
    (KM) in his letter to the team on 000503...


    Since the DKR team discussed this view at the meeting on 000615, it may be worth
    pausing to assess our course....


    While it is not a popular perspective, to crack KM we have to begin with core
    fundamentals. The core of existence is self. The mind, or, alternatively, the
    brain, functions to sustain the self, and most of the "communication" in the
    world is entirely inward, called thinking, pondering, wondering, assessing,
    analyzing, deliberating, observing, experiencing, etc. It entails an interplay
    between what is encountered and the perceived needs of the body along a
    continuum from molecular to the grand panorama of interaction with people,
    objects, constraints and potentialities, which leads to inquiry about the moon,
    the stars and beyond, i.e., heaven.

    Before we can build "shared meaning," which is vitally important, we must first
    determine how "meaning" is formed apart from sharing, per Professor Mary
    Keeler's excellent presentation to the DKR team on 000518....


    To get to "community," i.e., external communication, we must first grapple with
    the dilemma of complexity and summary, generally characterized as the tension
    between the conscious and subconscious mind. Of course, it is not necessary to
    do anything, if we are content with the status quo. The mind on its own,
    innately processes information into higher forms (knowledge, wisdom, vision),
    and this has stood humanity in good stead for several millennia. To improve
    beyond innate ability, beyond the externals of leveraging sight and sound with
    a cell phone, television or an email, we need to leverage or augment human
    "intelligence," which, in turn, aids communication, collaboration and other
    goals of KM.

    Currently, the alphabet is the core technology for providing an external analog
    of internal human thought that converts fleeting impressions into physical
    objects which can be shaped, crafted and enhanced by the conscious span of
    attention. We call this work product "information." When we have enough
    information showing a consistent pattern of cause and effect, people seem to
    feel comfortable saying they "know" thus and so. KM moves forward then by
    taking the next step of adding "intelligence" to information.

    Just a thought.


    Jack Park wrote:
    > Paul,
    > I would love to read a review of the book by you.
    > This quote:
    > "All organizations are merely conceptual embodiments of a very old, very
    > basic idea -- the idea of community. They can be no more or less than the
    > sum of the beliefs of the people drawn to them; of their character,
    > judgments, acts, and efforts," Hock says. "An organization's success has
    > enormously more to do with clarity of a shared purpose, common principles
    > and strength of belief in them than to assets, expertise, operating ability,
    > or management competence, important as they may be."
    > from:
    > http://www.fastcompany.com/online/05/dee3.html
    > pretty much sums up what I think I see in Hock's ideas. If that is so, then
    > it causes me to begin thinking about Unrev in this light. Doug has, indeed,
    > catalyzed an organization of one sort or another. It strikes me that
    > whatever the chaordic principles are, they must apply to us as well.
    > We see a bit of the chaordic behavior (I'm not yet comfortable tossing that
    > word around so much) in Doug himself. He has been reluctant to be much
    > beyond a catalyst, and I suspect that is in some part behind the insider vs.
    > outsider discussion that just went past us here. The insiders now have in
    > Eugene someone who takes responsibility for meeting agendas and that itself
    > appears to suit Hock's ideas. For me, the key words in the above quote are
    > these:
    > clarity of a shared purpose, common principles and strength of belief in
    > them.
    > It seems to me that the statement of shared purpose is precisely what that
    > one paragraph summary has been all about.
    > Indeed, it might just be a worth thread here to, say, map Hock's ideas into
    > Eric's lead with IBIS.
    > Say what?
    > Jack
    > ----- Original Message -----
    > From: Paul Fernhout <pdfernhout@kurtz-fernhout.com>
    > To: <unrev-II@egroups.com>
    > Sent: Wednesday, June 21, 2000 6:23 PM
    > Subject: Re: [unrev-II] Chaordic organizations
    > > Jack-
    > >
    > > I agree. I bought his book about a month or so ago.
    > >
    > > The first reference on the list I saw that got me interested was in:
    > > [unrev-II] Buckminster Fuller Institute
    > > Date: Wed, 19 Jan 2000 16:21:18 -0800
    > > From: Ron Goldman <rgoldman@cs.stanford.edu
    > >
    > > After describing the Buckminster Fuller Institute (which I believe is at
    > > Stanford http://www.bfi.org/ ), Ron wrote:
    > > > Seems like lots of groups are trying to develop better tools to augment
    > > > people's ability to comprehend our impact on the world. See also the
    > > > Chaordic Alliance:
    > > >
    > > > http://www.chaordic.org/
    > > >
    > > > founded by Dee Hock. One of their 4 goals is the:
    > > >
    > > > "Development of visual and physical models of chaordic organizations so
    > > > that people have something to examine, experiment with, and compared to
    > > > existing organizations. The models must contain the ethical and
    > spiritual
    > > > dimensions generally lacking in current models. In addition, computer
    > > > simulations will need to be created to allow people to quickly see how
    > > > clarity of purpose and principles allow institutions to self organize,
    > > > evolve over decades, and link in new patterns for an enduring
    > constructive
    > > > society."
    > >
    > > I am still trying to understand exactly what Dee Hock's principles are
    > > in a little more detail and how the would be introduced into practice in
    > > various situtations.
    > >
    > > -Paul Fernhout
    > > Kurtz-Fernhout Software
    > > =========================================================
    > > Developers of custom software and educational simulations
    > > Creators of the Garden with Insight(TM) garden simulator
    > > http://www.kurtz-fernhout.com
    > >
    > > > Jack Park wrote:
    > > >
    > > > This page
    > > > http://www.chaordic.org/chaordic/res_diff.html
    > > >
    > > > is a discussion about the evolution of chaordic organizations. The
    > > > term chaordic was coined by Dee Hock after he turned BankAmericard
    > > > into Visa International by completely reorganizing the system. I have
    > > > a very strong suspicion that I landed here based on one of the many
    > > > useful links John Deneen has submitted to this group. There may be
    > > > much to learn from the approach Dee Hock takes to structuring
    > > > organizations.
    > > > [snip]
    > >
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