Team Playa AzulWell miss you, Kelly

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Team Playa AzulWell miss you, Kelly!
Maya and Zandy
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Knowledge-worker Productivity The Biggest
Challenge Peter F Ducker

• PRODUCTIVITY
• 20th century manual worker productivity increased
  by 50 more.
• 21st century knowledge worker productivity
  increased by 8 more.

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Tribute to Forefather

• "It is only through enforced standardization of
  methods, enforced adaption of the best implements
  and working conditions, and enforced cooperation
  that this faster work can be assured. And the
  duty of enforcing the adaption of standards and
  enforcing this cooperation rests with management
  alone."
• (Taylor, Principles of Scientific Management,
  cited by Montgomery 1989229, italics with Taylor)

Who is the dude? Frederick Winslow Taylor
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overSimplification

• Manual work evaluation
• Knowledge work evaluation

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Increased Productivity Not Simplified

• No-Autonomy Worker are repositioned by Management
• Not required to apply skills and knowledge beyond
  completion of assigned task
• No Learning

• Full-Autonomy Worker repositioned as needed
• Apply skills and knowledge over the repetitive
  tasks
• Continuous Learning

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• Manager work on enforcing where/when/how manual
  work is to be done. Managers are the one applying
  knowledge of productivity.
• Instead of managers, transfer the drivers seat
  to skilled and knowledge worker.

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• Manual worker objectives is to complete assigned
  task in shorted amount of time.
• Knowledge worker is to meet qualitative as well
  as quantitative product/service surrounding the
  business objectives

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• The skills manual workers required to have is to
  complete the task in assigned station.
• The skills of knowledge worker will allow the
  worker to conduct the task, and accompany with
  knowledge to innovate/create/improve task -
  Technologies

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The Difference

• Management approach
• Knowledge worker is Asset not Cost
• Organization definition of Quality
• Working system not modular conveyor belt
• Mold of task to objective by individual

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The Common

• Increase

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A Relational View of Information Seekingand
Learning in Social Networks

• Stephen P. Borgatti Rob Cross

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What do relationships have to do with learning?

• Certain characteristics of our relationships
  might affect our ability to transfer knowledge in
  an organization
• Our decision to search for knowledge is based on
  our (seekers) relationship with the potential
  knowledge sharer
• What are the relationship factors that affect
  information flows and learning?

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Hypothesis 1 Knowing

• The extent to which actor i seeks information
  from actor j is a positive function of the extent
  to which actor i knows what actor js areas of
  expertise are.

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Hypothesis 2 Value

• The extent to which actor i seeks information
  from actor j is a positive function of the extent
  to which actor i positively evaluates actor js
  knowledge and skills in domains relevant to his
  or her work.

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Hypothesis 3 Access

• The extent to which actor i seeks information
  from actor j is a positive function of the extent
  to which actor i perceives he or she has access
  to actor js thinking.

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Hypothesis 4 Cost

• The extent to which actor i seeks information
  from actor j is a negative function of the costs
  that actor i believes he or she will incur as a
  result of asking j for help.

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How does physical proximity fit in?

• Hypothesis 5 Knowing, access, and cost
  relations mediate the relationship between
  physical proximity and information seeking.

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Methodology

• Two different organizations were studied
• Surveys conducted via electronic mail
• Analyzed relationships between pairs of people
• Four control variables hierarchy, tenure,
  gender, proximity

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Why is cost not a significant factor? (Maybe it
is!)

• Response bias? Probably not
• Cost might affect whether or not info is sought
• Necessity gt Cost?
• Cost might affect actual learning that occurs

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Significance of Hypothesis 5

• Mandatory face-to-face interactions might not be
  only important means of info sharing
• Alternative methods based on knowing and
  access relational conditions
• Skill profiling systems
• Developmental staffing practices
• Action-learning techniques

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Ways to apply results

• Absorptive Capacity
• Path Dependence
• Management Practices

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Effect on Management Practices

• Determine why certain groups do not seek
  information from one another
• Asses which relation or combination of relations
  is determining factor
• Apply performance metrics to encourage
  accessibility
• Implement distributed and/or wireless technology