Every fortnight (two weeks) our editor sends along a few links with the most noteworthy quote from each article, a way of keeping our team abreast of what’s going on in the world around peer-learning, collective learning and knowledge sharing. We decided to share them alongside the magazine.
You can read them here or subscribe to the Tinyletter and get them straight to your inbox.
Sorry for the one day delay, I needed to catch up on some of what happened during the holidays. To everyone, a happy new year filled with new learnings.
Linking push and pull can happen at a local level, as universities link their work much more closely with the needs of the places where they’re based. Some new universities are also likely to adopt the challenge-driven approach, and in contrast to the very top-down world of MOOCs, these will mobilise bottom-up grassroots innovation, and the cultures of hacking, and collaborative problem solving.
MOOCs have evolved over the past few years. This is one way to describe that evolution:
MOOC 1.0 – One-to-Many: Professor lecturing to a global audience
MOOC 2.0 – One-to-One: Lecture plus individual or small-group exercises
MOOC 3.0 – Many-to-Many: Massive decentralized peer-to-peer learning.
MOOC 4.0 – Many-to-One: Seeing your future potential through the eyes of others–and seeing your self in the mirror of the whole.
But what’s still missing is a transformation literacy that cultivates the deeper soil of the social field. For that we need a second version of STEAM that complements the first one: Social Technologies, Entrepreneurship, Aesthetics, and Mindfulness. That second type of STEAM, which promotes co-creative social literacy, is missing from education today—as the news make painfully obvious every day—and that is precisely what makes the u.lab relevant now.
The program, known as Agents of Open Government — part of a wider city initiative called “Sao Paulo Aberta” (Open Sao Paulo) — aims to teach through peer-to-peer learning, where government employees learn from citizens. Twenty-four citizen-led courses that began last month are aimed not only at government employees and elected community representatives but also at social activists and the general population.
Incentivizing knowledge sharing is a much better approach than trying to force it. If employees are forced to make space for these extra duties on top of their other work, they are not going to prioritize teaching. In fact, they may even resent it. This will encourage hostility rather than pride in their work. This is the exact opposite of the environment that you are trying to create.
Finally, you should ensure that employees have several methods of sharing their information. Each employee will have different passions and different strengths. If you force every employee to share their knowledge through the same channels, you will end up discouraging them from sharing.
The goal of these mental filters, then, is to understand reality by improving our ability to judge the statements of experts, promoters, and persuaders of all kinds.
In very simple terms, knowledge management has developed as a way to make sense of the information collected via business intelligence and utilize it in the best possible way in business expansion.
“Knowledge management will never work until corporations realize it’s not about how you capture knowledge but how you create and leverage it.” Etienne Wenger
We could say that knowledge management draws on business intelligence in order to produce new knowledge, organize it into knowledge networks and utilize it for achieving specific goals.
Its official name is the Beginner Drivers’ Sign (shoshin untensha hyōshiki). Conversely, the orange and yellow “fukushi mark” or “koreisha mark” denotes elderly drivers. Both marks are designed to warn other drivers that the marked driver is not very skilled, either due to inexperience or old age.
Like Roberto Greco I liked the sentiment and design of that badge.